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4) Strategy Analysis (Application to BACCM (Change (This core …

- - - - Business Needs
        
        May come from:
        
        From the top-down
        
        From the bottom-up
        
        From Middle management
        
        From external drivers
      - Organizational Structure and Culture
      - Capabilities and Processes
      - Technology and Infrastructure
      - Policies
      - Business Architecture
      - Internal Assets
      - External Influencers
        
        Sources of external influences could include:
        
        Industry Structure
        
        Competitors
        
        Customers
        
        Suppliers
        
        Political and Regulatory Environment
        
        Technology
        
        Macroeconomic Factors
  - - - Allows for competing strategies to achieve the future state to be identified and assessed;
      - Provides a clear definition of the outcomes that will satisfy the business needs;
      - Details the scope of the solution space;
      - Allows for value associated with the future state to be massessed;
      - Enable consensus to be achieved among key stakeholders.
    - - Business Goals and Objectives
        
        Examples of business goals
        
        Create a new capability or function
        
        Improve revenue by increasing sales or reducing cost.
        
        Increase customer satisfaction
        
        Reduce time to deliver a product or service.
        
        To measure an objective ask the following:
        
        Is it specific, does it describe a specific outcome or result?
        
        Is the outcome or result measurable?
        
        Is it achievable?
        
        Is it relevant to the organizations vision and goals?
        
        What is the timeframe it must be implemented in?
      - Scope of Solution Space
      - Constraints
      - Organizational Structure and Culture
      - Capabilities and Processes
      - Technology and Infrastructure
      - Policies
      - Business Architecture
      - Internal Assets
      - Identify Assumptions
      - Potential Value
  - - - Possible consequences if the risk occurs,
      - Impact of those consequences,
      - Likelihood of the risk,
      - Potential time frame when the risk might occur
    - - 1 Unknowns
      - 2 Constraints, Assumptions, and Dependencies
      - 3 Negative Impact to Value
      - 4 Risk Tolerance
        
        Risk attitudes:
        
        Risk-aversion
        
        Neutrality
        
        Risk seeking
      - 5 Recommendation
        
        Categories:
        
        Pursue the benefits of a change regardless of the risk,
        
        Pursue the benefits of a change while investing in reducing risk (likelihood and/or impact),
        
        Seek out ways to increase the benefits of a change to outweigh the risk,
        
        Identify ways to manage and optimize opportunities,
        
        Do not pursue the benefits of a change
  - - - context of the change,
      - identified alternative change strategies,
      - justification for why a particular change strategy is the best approach,
      - investment and resources required to work toward the future state,
      - how the enterprise will realize value after the solution is delivered,
      - key stakeholders in the change,
      - transition states along the way.
    - - Solution Scope
      - Gap Analysis
      - Enterprise Readiness Assessment
      - Change Strategy
        
        Things to consider when selecting change strategy:
        
        Organizational readiness to make the change
        
        Major costs and investments needed to make the change
        
        Timelines to make the change.
        
        Alignment to the business objectives
        
        Timelines for value realization
        
        Opportunity costs of the change strategy
      - Transition States and Release Planning