Kyle Fondren is a Business Systems Analyst and Project Manager for CapTech. He has over five years of experience solving complex business challenges in a variety of industries. Mr. Fondren specializes in organizational change management, process engineering, and credit risk management. Prior to joining CapTech, Mr. Fondren worked for a high volume mortgage lender as an internal project manager. He has been responsible for launching new product offerings, capitalizing on market opportunities by leveraging historical data, implementing employee development programs, and designing new processes. Mr. Fondren is an ASQ Certified Six Sigma Black Belt, PMP, and trained OCM practitioner.
Process Power Tools - Developing the Strategic Roadmap
Jun 26 2012
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.