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1、（产品数据管理）BPDM+S（英 文版） SECTION 4 ENGAGEMENT TYPE 1: TACTICAL DESIGN TACTICAL DESIGN The objective of tactical design is rapid and cost-effective operational improvement within a single business unit. Typically the client will have little appetite for any significant investment and is trying to improve
2、 performance within current state constraints and existing capabilities. Tactical design does not provide a future state design deliverable. (Figures 4.1, 4.2) Figure 4.1 Tactical Design Activity Sets Figure 4.2 Tactical Design Engagement Lifecycle ACTIVITY SET 1.0 SET COURSE The primary objective f
3、or this activity set is to develop the Statement of Work (SOW) and the work plan for the engagement. The primary source of information for the Set Course activity set is the client sponsor(s) and persons they designate. All of the activities in this activity set are important and all of them should
4、be completed. The typical duration for this activity set for a Tactical Design Engagement is one to two weeks. As with all aspects of the Tactical Design Engagement Type speed and efficiency are of prime importance. Activity 1.1 Draft Statement of Work The primary objective here is to begin with the
5、 end in mind. The development of the SOW should begin as soon as the engagement type selection is made. It is always developed in close association with the client sponsor and persons they designate. It is recommended that the practitioner draft a preliminary SOW very quickly and introduce the spons
6、or to its components. It is also recommended that all consultants involved in the engagement become familiar with the SOW early on. The importance of the SOW can not be overstated. It is the foundation for everything that comes after, it sets expectations and will continue to be a key reference thro
7、ugh the engagement. The SOW is often a part of the engagement letter. The format may be specified in the master services agreement with the client. A draft of the SOW should be complete by the close of week two. The appropriate level of detail is determined by the practitioner. The language in the S
8、OW should be precise and clear. BearingPoints SOW template includes the following components: Start dates and end dates Definitions of key terms Assumptions Scope Objectives Overview of tasks to be performed by consultant Milestones/timeline Personnel (consulting) Deliverable descriptions Location o
9、f performance of services Client obligations Consultant compensation (if it is to be included in engagement letter) GO TO EXAMPLES SECTION STATEMENT OF WORK, PAGE 262 Activity 1.2 Develop Governance Structure Even relatively small engagements should have precise and clear governance structures. It i
10、s developed jointly between the client sponsor and the practitioner. The level of detail and specificity of the description may vary but it should indicate who holds the management positions related to the engagement and give some indication what their level of authority is. It often takes the form
11、of a simple organization chart but the practitioner may be better served using a picture that focuses on specific roles like the one below (Figure 4.3). The beauty of this type of diagram is that it indicates who the process owner is. The practitioner should also include brief descriptions of roles
12、and responsibilities. Figure 4.3 Tactical Engagement Governance Structure Example Activity 1.3 Identify SMEs Once the practitioner has a clear picture of the deliverables that must be developed, they should identify the key subject matter experts within the client organization who will help initiate
13、 the collection of operational information that will be required during subsequent activity sets. Generally the sponsor will designate an individual to assist the practitioner with SME identification and initial contact. Use the SOW deliverables list to create a checklist of the areas of interest th
14、at must be represented. This is also the point at which it is most appropriate to conduct an engagement kick-off meeting with the client sponsor and persons they designate, often process owners and key SMEs. Activity 1.4 Develop Engagement Management Tool Set An tactical design engagement can be man
15、aged using a relatively small number of management tools. These tools should be developed rapidly by the practitioner. Work Plan The most important of these tools is the work plan which picks up where the SOW leaves off. The work plan for a tactical engagement need not be especially complex. It shou
16、ld include a list of tasks to be performed and task level detail for estimated duration/work time, dependencies, constraints, connections, and required resources. The initial work plan then serves as a performance baseline. If an engagement manager on a tactical engagement is spending more than approximately 10% of their productive work time maintaining project management tools then there is high probability they are not sp
