Methodology:ReengineeringOverviewReengineeringisanintensive,customer-focused,top-downmanagementefforttoestablishbreakthroughintheperformancecapabilitiesandthereforethevalueofprocesses.Ourapproachfundamentallyre-examinesthewayacompanydoesbusinesstoproducedramaticimprovementsinperformancethroughanalignmentofprocess,people,technology,measurement,andorganizationstructureinsupportofsharedvisionandvalues.Theunderlyingprinciplestothereengineeringmethodologyinclude:-Createasenseofurgencyattributabletoexternalinfluences.-Recognizetheneedtodevelopandimplementsolutionsalignedwithcustomerneeds.-Ensureclear,consistentcommunicationforeffectiveprojectmanagementandfocusedefforts.-Developcoreteamcapabilitiesandskills.-Focusonhigh-valueopportunitiesutilizingcost/benefitanalysis.-Createawarenessandopportunityfororganizationallearningandchange.Questions1.Whyistheclientundertakingtheproject?Whatisfundamentallydrivingtheneedforchange?2.Whoarethebeneficiaries(processownersorstakeholders)oftheproject?3.Havespecificcostreduction,quality,servicelevel,orrevenueenhancementgoalsbeenestablished?4.Howdoestheclientplantousetheresults?5.Areanyorganizationalunits,departments,orbusinessprocessesconsideredoutsidethescopeoftheengagement?6.Howfarintotheorganizationwilltheengagementgo?Whatisthescopeandmagnitudeofchangeneeded?Methodology:Reengineering17.Willlimitingthescopeoftheengagementhindertheconsultant’sabilitytoanalyzetheorganization?Willlimitingthescoperesultintheconsultantbeingunabletofullycomprehendanissue?Willitlimitthesizeoftheopportunities?8.Istheprojectapproachappropriategiventhecurrentunderstandingofthesituation?9.Doesthedatagatheringandanalysisplanappearappropriategivenclientexpectations?10.Istheclientsatisfiedwiththesizeandcompositionoftheprojectteam,includingclientemployeeassignments?11.Howwilltheengagementstaffingimpactthetiming?Towhatextentwillclientpersonnelfacilitatedatacollectionandanalysis?12.Haveappropriatemilestonesandinformationalmeetingsbeenestablished?13.Whatistheclient’sstateddefinitionoftheproblemoropportunity?Arethereunderlyingagendasatwork?14.Whatdoestheclientperceiveastherootcause(s)oftheproblem?Wheredoesclientsuspectthatthegreatestpotentialbenefitslie?Howsureistheclientofthesebenefits?15.Istheclient’sassessmentbiasedbypersonalopinionsorobjectives?Hasanyquantitativeanalysisbeenperformedtosupporttheclient’sassessment?16.Doestheclienthavefullinformation?17.Aretheclient’sexpectationsrealistic?18.Whatarethekeybarriersthatmustbeovercomeinordertoachievesuccessfulchange?Hints-Thisgenericreengineeringmethodologyhasbeendevelopedbasedonengagementexperience.Itismeanttobeaperformanceaidandnotachecklist.Becreativeintailoringthismethodology.Recognizethatyoumustevaluatehowtoperformthedesiredactivitiesgiventhespecificclientsituation.Forexample,thesequencingofactivitieswithineachphasecouldbechangedtobettermeetyourprojectobjectivesandtimeline.-ShareyoursuccessesusingAAOn-Line:ReengineeringCompetenceCenterVieworotherappropriatecommunicationmethodsliketheBusinessConsultingKnowledgeBase.Methodology:Reengineering2-Asearlyaspossibleintheproject,theprojectleadershipneedstoagreeuponthecriticalsuccessfactors.Oncedefined,anactionplanshouldbecreatedthatdescribeshoweachofthesuccessfactorswillberealized.Examplesofthesesuccessfactorsinclude:-Visiblecommitmentandsupportofseniormanagement.-Establishingas...
