This series entitled ‘Process Power Tools’ has
introduced you to some of the most useful tools to leverage throughout the
stages of a process engineering project using the CapTech Process Engineering
Methodology. This blog is the final in
the series of five, which began with an introduction to The CapTech Way for
Process Engineering, and highlighted typical tools to use in each stage.
The roadmap provides a blueprint for the implementation of
changes. Strengths and experience in
business process assessment, process and technology strategy, and technology
system implementations are useful in the design of a high caliber roadmap that
is comprehensive and complete. By
grouping similar activities into logical ‘projects’ and considering priorities
and sequential dependencies, the roadmap
provides a plan of how to implement changes throughout the organization.
The Roadmap will include recommendations on technology
accelerators to business process, current platform enhancements or upgrades,
projects to implement emerging business initiatives, projects for business
process changes and enhancements, key change management activities, and staff
support changes and development. These
components are broken down further in the roadmap components section
below. The roadmap will not only define
the transition activities, but also consider the impact to business operations
and priorities, sequential technical dependencies, and organization and
staffing changes.
The roadmap has three main sections, planning, execution,
and evaluation. In the planning phase,
communication approaches are set along with project criteria, project
resourcing plans, and plans for statutory and regulatory changes are
established. Execution is where business
processes are implemented, technology enhancements are completed, staff is
trained, and organization structure hierarchy and facility layout are
changed. Evaluation is the measurement
of transition activities to ensure that the implemented target solution is
meeting the state expectations from the Business Case.
Components of the Roadmap
Short Term and Long Term Objectives – These components ensure there is
short term success during longer term implementation activities. The objectives are specifically highlighted
as check points to ensure the Membership and Governance project is meeting
stated objectives. The deliverables in
the Roadmap relate to the objectives and are agreed upon with the Steering
Team. It is critical that the College
Board Steering Team understand what value will be achieved and when within the
Roadmap.
Project phases – Standard project phases of
planning, design, build, test, deployment, training, and production
verification are included in the roadmap as standards for projects within the
roadmap portfolio. It is expected that
the roadmap will have many sub-projects with different
deliverable time frames.
Prioritized Projects – Projects within the Roadmap are
prioritized based on their dependencies with other project, short term or long
term impact, training required, costs, benefit, risks, etc.
Time phased activities – A timeline for the activities is
provided for projects within the Roadmap.
The activity timing is generally outlined for purposes of cost,
dependency scheduling, and resource impacts.
Project Structure – A recommended project
structure to manage and execute the implementation of the roadmap is
provided.
Documented Risks and Issues – Key risks and issues are documented
through the Roadmap timeline. A key risk
to watch for is the impact of other initiatives that exist
outside the Roadmap but integrate with the Roadmap in regards to resources,
systems, or business processes. These
integration points are closely managed through cross-functional reviews of the
Roadmap milestones against other projects in the business and
technology portfolios.
Project Criteria – Some projects will have barriers
that need to be cleared before the project can begin. These may be political barriers or
dependencies from other projects. Where
identified, project criteria will be stated to act as a stage gate.
Communication Strategy – A roadmap needs to be communicative
as it should be shared among business leaders in each function. The Roadmap will include communication recommendations
as internal marketing of the Roadmap and the vision.
Resourcing – Suggested resources needed to
achieve the Roadmap are provided.
Resources may be internal project team members, functional SMEs, and
external vendors or services assistance.
Metrics Tracker – As time proceeds in the Roadmap,
the stated achieved benefits increase due to the incremental project related
transformations. The Metrics tracker
displays the achieved benefits over time during the Roadmap lifecycle.
Auditing and Control Processes – As the Roadmap has successful
implementations, auditing and control processes are left in place to ensure
that improved processes or system enhancements don’t degrade or are not
followed.
Financial Plan – Finances to fund the Roadmap must
be calculated. CapTech defines the
staffing estimates, technology changes, and staff development costs, in order
to arrive at a budget and financial plan to fund the Roadmap.
Summary of Strategy and Roadmap Definition – The Strategic Roadmap
leverages the work accomplished in the previous phases by other process power
tools. The Strategic Roadmap charts the
path that the organization will take to the desired future state. A well-developed strategic roadmap is necessary
to realize the full benefits of the improvement initiative.
