Focus and Success. Presenter: Amanda Dietz
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1 ENTERPRISE ANALYSIS Strategic t Alignment Drives Project Focus and Success Presenter: Amanda Dietz
2 When Do You Get Involved? 2 During the At the end of the After the project strategic planning strategic planning process process selection decision has been made What are the pros and cons of each point of entry? Where would you prefer to start your involvement? Why?
3 Learning Outcomes 3 Define the scope and purpose of Enterprise Analysis Use strategy maps to identify and evaluate linkage and alignment of the enterprise strategic objectives Evaluate the Balanced Scorecard metric performance to identify and prioritize enterprise-level opportunities Use strategic tools to develop framework and goal level requirements for prioritized projects
4 The Enterprise 4 Enterprise: A collection of organizations that have a common set of goals and/or bottom line. The Open Group Architecture Framework (TOGAF) Handbook
5 IIBA Knowledge Areas 5 Business Analysis Planning & Monitoring Elicitation Enterprise Analysis Requirements Analysis Solution Assessment & Validation Requirements Management & Communication Underlying Competencies
6 Enterprise Analysis Is.. 6 Analysis of the business situation to define the business problems /opportunities Enterprise capability assessment to understand change needed to meet business needs and achieve strategic goals Determination of the most feasible business solution approach Definition iti of solution scope and creation of the business case If I had one hour to save the world, I would spend the first 55 minutes defining the problem. Albert Einstein
7 What Happens Without EA? 7 Overlapping projects Confused resources Missed Opportunities Lack of strategic alignment Wrong projects Unclear goals
8 Importance of Enterprise Analysis 8 Alignment of technology initiatives with organization s strategic direction Optimal use of resources Improved integration of multiple initiatives Reduced re-work (and, therefore, costs) Better definition of objectives and expected outcomes (including performance and ROI)
9 The Right Level of Enterprise 9 Analysis Project Risk Large Medium Small Level of Enterprise Analysis Full Set of Enterprise Analysis deliverables: Business architecture Feasibility study Business case Risk rating Decision package Modified set of Enterprise Analysis deliverables: Full business case Some business architecture activities Simplified business case and some business architecture to provide a context Note: Every project, irrespective of size or risk, needs some form of cost-benefit analysis.
10 Enterprise Analysis as a Process 10 Business Goals and Objectives Business Problem or Opportunity Enterprise Analysis Requirements Management Requirements Elicitation & Analysis Solution Assessment & Validation Define the business need Assess capability gaps Determine solution approach Define solution scope Define the business case
11 Strategic Plan Contributions 11 Strategic t goals Priorities SWOTs Environmental considerations Strategic performance gaps Framework for aligning projects
12 Strategy Tools 12 Strategic Plan Contributions Assessment data SWOT analysis Objectives and goals Strategies and action plans Financial Strategy Map Increase Bottom Line Revenue Increase Top Manage Expenses Line Revenue Optimize Resource Deployment Customer Refine Distribution Channel Develop Brand Awareness Clarify Marketing Message Perspective Strategic Objectives Measures Type Target Actual Comments Process Financial Maximize shareholder value Combined ratio Lag 95% 98% Property CR 112% Grow revenue Gross written premium Customer retention Rate integrity Lag Lag Lag $150M 95% 105% $157 98% 92% New bus > goal Ahead target 2000 Hi tech rates down Create Internal Feedback Loop Coordinate Platform Capabilities Develop Internal Processes Develop Acquisition Strategy Manage group risk Manage expenses RED areas Large client revenue % Expense ratio Lag Lag Lag 0 50% 32% 1 75% 30% Southeast US Renewal business all one source Special cause low Learning & Growth Manage IT Implementation Develop Staff Customer Facilitate cross selling Increase brand awareness % multi-product customers # cross-sell customer visits New business revenue Lag Lead Lag 25% 40 $15M 11% 37 $26M Target never hit Common cause; 42% avg for year Aerospace deals Process Develop new products Product development time New product $ Lead Lag 90 day $22M N/A $4M Two launches delayed- research Learning & Growth Develop e-commerce capability Maximize process performance Develop employee skills e- commerce $ Website hits Projected savings Training days / employee Lag Lead Lag Lead $1M 1000 $250K 1 $0 201 $575K 1.2 Systems just became operational Travel cost / mile High- new prod training Balanced Scorecard
13 Strategy Map 13 Financial Customer Increase Top Line Revenue Increase Bottom Line Revenue Manage Expenses Optimize Resource Deployment Analyze alignment of strategic objectives Look for. Refine Distribution Channel Develop Brand Awareness Linkage Process Create Internal Feedback Loop Learning & Growth Clarify Marketing Message Coordinate Platform Capabilities Develop Internal Processes Develop Acquisition Strategy Sufficiency Drivers/enablers Outliers Manage IT Implementation Develop Staff
14 Public Sector Strategy Map Strategy t Map 01/11/07 14 Customer Fulfill customer needs Manage change Enhance communication Educate & inform customer Process Define & deliver products Implement collaborative process management edness Learning & Growth Build capacity Disaster Prepar Provide training Create & maintain a positive environ. Leverage technology Financial Increase and optimize funding Develop adaptive strategy (CDC) Increase and diversify funding Advocate for flexible budgeting Reform rate structure
15 For Profit Strategy Map 15 LAST RESORT Strategy Map Maximize ROI Financial Increase revenue Improve margins Leverage capital Customer Better serve existing customers Attract new customers Process Provide more services Reduce service errors Integrate customers and services Learning & Growth Optimize property utilization Develop staff Leverage technology
16 Strategy Map Creation 16 NO Does your organization have a strategic plan? YES YIKES!!! Set perspectives What are the implications on project definition and requirements? Group objectives by perspective Connect objectives
17 Sample Objectives 17 Improve customer Reduce operating service skills expenses Increase new Improve quality customer and accuracy enrollment Leverage website Maximize bottom to attract and line contribution service customers Increase fee Improve systems receipts functionality Deliver services Raise customer faster utilization rates Build customer Deliver services satisfaction and consistently loyalty Set perspective framework Place objectives within correct perspective Connect objectives Look for alignment, gaps or outliers
18 18 Creating the Strategy Map Increase fee receipts Increase new cust enrollment Maximize bottom line Build customer sat and loyalty Reduce ops expenses Raise customer utilization rates All objectives connect ultimately to the top outcome objectives. Linkage shows business case, establishes goal level requirements and integrates with other initiatives. Deliver services faster Deliver services consistently it tl Improve quality and accuracy What if your project is attached to an outlier? Improve cust service skills Leverage website Improve system functionality
19 Balanced Scorecard 19 Management tool to monitor strategic performance throughout the year Reflects ec balanced a set of measures es For all perspectives Lag (outcome) and lead (driver) measures Short- and long-term view Sets quantifiable goals Identifies strategic performance gaps
20 Last Resort BSC 20 OBJECTIVE LAG MEASURES LEAD MEASURES Financial Improve revenue Revenue Dollar value of reservations for next 12 months % change in revenue over same month last year Improve margins Operating expenses as a % of operating revenue Year-to-date expense budget variance Leverage capital ROA Customer Better serve existing customers Overall satisfaction survey results Realtime feedback data % of revenue from repeat customers (our hotel) Targeted satisfaction results % of revenue from repeat customers (corporate) Promo dollars spent on existing customers Dollar value or % of new reservations that are for existing customers Attract new customers % of revenue from new customers Dollar value or % of new reservations that are for new customers # of new customers Promo dollars spent on new market targets Process Provide more services Revenue from sources other than lodging and # of services offered F&B Reduce service errors # of complaints % of staff with tenure < 4 months $ spent on service recovery as a % of revenue Internal process audit results Integrate customers and services Survey results for value-added services Learning & Growth Optimize property utilization % occupancy % of maintenance tasks completed as scheduled Revenue/square foot % renovation/expansion tasks on schedule Develop staff Customer satisfaction survey results for employee Quality rounds employee feedback performance section Employee turnover rate # FTE training hours # of classes offered Leverage technology Technology expense as a % of revenue % of IT project milestones met Maint costs as a % of total tech expense Unscheduled downtime
21 BSC Opportunities 21 MEASURE TYPE TARGET ACTUAL Financial Improve revenue YTD operating revenue Lag $10,000,000 $8,000,000 Reservations - next 12 months Lead $12,000,000 $9,000,000 Improve margins Operating expense as a % of revenue Lag 70% 85% YTD budget variance Lead $0 -$1,800,000 Leverage capital ROA Lag 3% 2% Customer Better serve existing customers Overall survey satisfaction results - % with score of 4.0 or higher Lag 80% 70% Real time feedback data - ratio of compliments to complaints Lead 2 2 % of revenue from existing customers Lag 40% 25% Targeted satisfaction results Lead Promo $ spent on existing customers Lead $150,000 $180,000 % of new reservations that are for existing customers Lead 40% 50% Attract new customers % of revenue from new customers Lag 50% 45% % of new reservations that are for new customers Lead 60% 50% Promo $ spent on new market targets Lead $175,000 $175,000 Process Provide more services Revenue from non-lodging & F&B sources Lag $1,000,000 $700,000 # of services offered Lead Reduce service errors # of complaints Lag % of staff with tenure < 4 months Lead 20% 15% $ spent on service recovery as a % of revenue Lag 3% 6% Internal process audit results (% with scores >95%) Lead 90% 92% Integrate customers and services Survey results for value-added services Lag Learning and Growth Optimize property utilization % occupancy YTD Lag 85% 76% Projected occupancy rates for upcoming 12 months Lead 85% 83% Revenue/square foot Lag $100 $80 % of maintenance tasks completed as scheduled Lead 90% N/A % of renovation/expansion tasks on schedule Lead 80% N/A Develop staff Customer survey satisfaction results for employee performance section Lag Quality rounds employee feedback (% positive) Lead 80% 92% Employee turnover rate Lead 35% 24% # FTE training hours Lag # of classes offered Lead Leverage technology Technology expense as a % of revenue Lag 15% 24% Maintenance costs as a % of total technology expense Lag 20% 35% % of IT project milestone projects met Lead 95% 75% Unscheduled downtime (hours per month) Lead 5 12
22 Identifying Business Opportunities 22 Enterprise Level Business implications Inter-project dependencies System interfaces Strategic Plan SWOTs Move toward fulfillment of objective Define project scope & objectives Align with other projects
23 23 BSC Opportunities Close performance gap MEASURE TYPE TARGET ACTUAL Financial Improve revenue YTD operating revenue Lag $10,000,000 $8,000,000 Reservations - next 12 months Lead $12,000,000 $9,000,000 Improve margins Operating expense as a % of revenue Lag 70% 85% YTD budget variance Lead $0 -$1,800,000 Leverage capital ROA Lag 3% 2% Customer Better serve existing customers Overall survey satisfaction results - % with score of 4.0 or higher Lag 80% 70% Real time feedback data - ratio of compliments to complaints Lead 2 2 % of revenue from existing customers Lag 40% 25% Targeted satisfaction results Lead Promo $ spent on existing customers Lead $150,000 $180,000 % of new reservations that are for existing customers Lead 40% 50% Attract new customers % of revenue from new customers Lag 50% 45% % of new reservations that are for new customers Lead 60% 50% Promo $ spent on new market targets Lead $175,000 $175,000 Process Provide more services Revenue from non-lodging & F&B sources Lag $1,000,000 $700,000 # of services offered Lead Reduce service errors # of complaints Lag % of staff with tenure < 4 months Lead 20% 15% $ spent on service recovery as a % of revenue Lag 3% 6% Internal process audit results (% with scores >95%) Lead 90% 92% Leverage superior performance Integrate customers and services Survey results for value-added services Lag Learning and Growth Optimize property utilization % occupancy YTD Lag 85% 76% Projected occupancy rates for upcoming 12 months Lead 85% 83% Revenue/square foot Lag $100 $80 % of maintenance tasks completed as scheduled Lead 90% N/A % of renovation/expansion tasks on schedule Lead 80% N/A Develop staff Customer survey satisfaction results for employee performance section Lag Quality rounds employee feedback (% positive) Lead 80% 92% Employee turnover rate Lead 35% 24% # FTE training hours Lag # of classes offered Lead Leverage technology Technology expense as a % of revenue Lag 15% 24% Maintenance costs as a % of total technology expense Lag 20% 35% % of IT project milestone projects met Lead 95% 75% Unscheduled downtime (hours per month) Lead 5 12
24 Other Business Opportunity 24 Factors Strategic Plan Environmental Analysis Enterprise Architecture Policies and Processes Other contributions to define and evaluate business opportunities Provide environmental, infrastructure and tactical perspective
25 EA Deliverables 25 Selection of projects which best address the business need Must transcend functional silos and individual applications Should be reflective of the organizational analysis Organizational Considerations Enterprise architecture Business processes Risk and cost considerations Organizational constraints ROI
26 Transition from EA 26 Portfolio Management Project Management Enterprise Analysis Requirements Management Process Management
27 Requirements Management 27 Requirements Management Plan Business or Goal Level Requirements Establishes boundaries and framework for requirements Describes guidelines for format, tools, templates, roles Sets framework for traceability Goals and objectives Metrics used to quantify success Link to strategic objectives and BSC measures Requirements Traceability Links requirements upstream and downstream EA provides business focus to trace requirements to objectives, outcomes, scope, risk and resources
28 Process Management 28 Process performance alignment Gap identification Process improvement project prioritization Stakeholder identification
29 Project Management 29 Establishes criteria i for validation of completion and fulfillment of objectives Closeout Initiation Defines objectives and deliverables Identifies stakeholders Planning Provides stakeholder and milestone information for monitoring Sets framework for change control Monitor & Control Helps establish scope May identify approach and team
30 Portfolio Management 30 Senior management must prioritize and align the best initiatives out of the list of opportunities harvested from Enterprise Analysis Opportunities Capabilities
31 Portfolio Alignment FINANCIAL CUSTOMER PROCESS RESOURCE nue Improve margins ital ce s Optimize property utilization 31 Look for gaps or weaknesses Increase reve Leverage cap Better serve existing customers Attract new customers Provide more services Reduce servi errors Integrate cust and services Develop staff Leverage technology Can help with prioritization STRATEGIC 1. Western market acquisition Deploy internal e-learning PRODUCT-MARKET 3. Launch new web product Create new branding OPERATIONAL 5. Upgrade desktops Re-design intake process CAPITAL EXPANSION 7. Acquire new office space Double servers
32 Learning Outcomes 32 Define the scope and purpose of Enterprise Analysis Use strategy maps to identify and evaluate linkage and alignment of the enterprise strategic objectives Evaluate the Balanced Scorecard metric performance to identify and prioritize enterprise-level opportunities Use strategic tools to develop framework and goal level requirements for prioritized projects
33 Strategic Alignment Checklist 33 Access to strategic plan Objectives SWOTs Action plans Alignment of objectives Public vs. private sector All perspectives covered Top-down sufficiency Bottom-up fulfillment No outliers Linking project to strategic goals Prioritization rationale Alignment of project goals with strategic plan Identification of key stakeholders Scope and requirements guidelines Tracking performance against strategic milestones
34 34 Other Services Please visit our Website to learn more about our value-driven products and services Process Management Strategy t Services Project Management Business Analysis
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