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Quick Reference Guide

Table of Contents

Overview of Performance Measurement .................................................... 1-1


Profile Overview................................................................................................... 1-1
Phases ................................................................................................................... 1-3

Infrastructure Definition.............................................................................. 2-1


Project Start-Up and Preparation ....................................................................... 2-3
Enterprise Strategy Definition............................................................................. 2-4
Current People Infrastructure Description ......................................................... 2-5
Enterprise People Infrastructure Definition ....................................................... 2-6
Enterprise Business Process Infrastructure Description..................................... 2-7
Current Information Technology Infrastructure Description............................ 2-8
Enterprise Information Technology Infrastructure Definition .......................... 2-9
Infrastructure Migration Planning.................................................................... 2-10
IS Procedures Development ............................................................................... 2-11
Project Review and Assessment......................................................................... 2-12
Phase Workplan, Techniques, and Technique Fragment Steps ....................... 2-13
Phase Deliverables.............................................................................................. 2-46
Project Management Deliverables..................................................................... 2-53
Product-Based Estimating Template................................................................. 2-56
Task-Based Estimating Template...................................................................... 2-61
Risk Questionnaire............................................................................................. 2-71

Improvement Portfolio Development .......................................................... 3-1


Project Start-Up and Preparation ....................................................................... 3-3
Enterprise Strategy Assessment........................................................................... 3-4

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Major Process and Infrastructure Alignment ..................................................... 3-5


Value Proposition Identification .......................................................................... 3-6
Initial Business Case Development ...................................................................... 3-7
Improvement Portfolio Management................................................................... 3-8
Project Review and Assessment ........................................................................... 3-9
Phase Workplan, Techniques, and Technique Fragment Steps ....................... 3-10
Phase Deliverables .............................................................................................. 3-42
Project Management Deliverables ..................................................................... 3-47
Product-Based Estimating Template ................................................................. 3-50
Task-Based Estimating Template ...................................................................... 3-54
Risk Questionnaire ............................................................................................. 3-62

Performance Management Framework Alignment.................................... 4-1


Project Start-Up and Preparation ....................................................................... 4-3
Performance Management Framework Assessment ........................................... 4-4
Performance Measurement Improvement Opportunities................................... 4-5
Business Case Development ................................................................................. 4-6
Performance Measurement Definition Planning ................................................. 4-7
Project Review and Assessment ........................................................................... 4-8
Phase Workplan, Techniques, and Technique Fragment Steps ......................... 4-9
Phase Deliverables .............................................................................................. 4-16
Project Management Deliverables ..................................................................... 4-20
Product-Based Estimating Template ................................................................. 4-21
Task-Based Estimating Template ...................................................................... 4-24
Risk Questionnaire ............................................................................................. 4-26

Performance Measurement Definition ........................................................ 5-1


Project Start-Up and Preparation ....................................................................... 5-3
Strategic Performance Measurement .................................................................. 5-4
Activity-Based Performance Measurement......................................................... 5-5
Personal Performance Management .................................................................... 5-6
Capital Decisioning............................................................................................... 5-7
Business Case Refinement.................................................................................... 5-8

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Pilot Planning ....................................................................................................... 5-9


Project Review and Assessment......................................................................... 5-10
Phase Workplan, Techniques, and Technique Fragment Steps ....................... 5-11
Phase Deliverables.............................................................................................. 5-48
Project Management Deliverables..................................................................... 5-55
Product-Based Estimating Template................................................................. 5-58
Task-Based Estimating Template...................................................................... 5-62
Risk Questionnaire............................................................................................. 5-71

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List of Figures

Figure 2-1 - Dependency of Stages in Infrastructure Definition................................................................2-2


Figure 2-2 - Dependency of Activities in Project Start-Up and Preparation ............................................2-3
Figure 2-3 - Dependency of Activities in Enterprise Strategy Definition..................................................2-4
Figure 2-4 - Dependency of Activities in Current People Infrastructure Description ..............................2-5
Figure 2-5 - Dependency of Activities in Enterprise People Infrastructure Definition.............................2-6
Figure 2-6 - Dependency of Activities in Enterprise Business Process Infrastructure Description..........2-7
Figure 2-7 - Dependency of Activities in Current Information Technology Infrastructure Description..2-8
Figure 2-8 - Dependency of Activities in Enterprise Information Technology Infrastructure Definition 2-9
Figure 2-9 - Dependency of Activities in Infrastructure Migration Planning.........................................2-10
Figure 2-10 - Dependency of Activities in IS Procedures Development ..................................................2-11
Figure 2-11 - Dependency of Activities in Project Review and Assessment ............................................2-12
Figure 3-1 - Dependency of Stages in Improvement Portfolio Development.............................................3-2
Figure 3-2 - Dependency of Activities in Project Start-Up and Preparation ............................................3-3
Figure 3-3 - Dependency of Activities in Enterprise Strategy Assessment................................................3-4
Figure 3-4 - Dependency of Activities in Major Process and Infrastructure Alignment ..........................3-5
Figure 3-5 - Dependency of Activities in Value Proposition Identification ...............................................3-6
Figure 3-6 - Dependency of Activities in Initial Business Case Development ...........................................3-7
Figure 3-7 - Dependency of Activities in Improvement Portfolio Management ........................................3-8
Figure 3-8 - Dependency of Activities in Project Review and Assessment ................................................3-9
Figure 4-1 - Dependency of Stages in Performance Management Framework Alignment.......................4-2
Figure 4-2 - Dependency of Activities in Project Start-Up and Preparation ............................................4-3
Figure 4-3 - Dependency of Activities in Performance Management Framework Assessment ................4-4
Figure 4-4 - Dependency of Activities in Performance Measurement Improvement Opportunities ........4-5
Figure 4-5 - Dependency of Activities in Business Case Development ......................................................4-6
Figure 4-6 - Dependency of Activities in Performance Measurement Definition Planning ......................4-7
Figure 4-7 - Dependency of Activities in Project Review and Assessment ................................................4-8
Figure 5-1 - Dependency of Stages in Performance Measurement Definition...........................................5-2

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Figure 5-2 - Dependency of Activities in Project Start-Up and Preparation............................................ 5-3


Figure 5-3 - Dependency of Activities in Strategic Performance Measurement....................................... 5-4
Figure 5-4 - Dependency of Activities in Activity-Based Performance Measurement ............................. 5-5
Figure 5-5 - Dependency of Activities in Personal Performance Management ........................................ 5-6
Figure 5-6 - Dependency of Activities in Capital Decisioning ................................................................... 5-7
Figure 5-7 - Dependency of Activities in Business Case Refinement ........................................................ 5-8
Figure 5-8 - Dependency of Activities in Pilot Planning............................................................................ 5-9
Figure 5-9 - Dependency of Activities in Project Review and Assessment.............................................. 5-10

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Overview of Performance Measurement

Performance Measurement
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Overview of Performance
Measurement

Profile Overview
This profile describes the performance measurement approach that is driven by the need for redesign
of existing performance measurement systems/techniques.
The profile starts in Improvement Portfolio Development (IPD) phase by assessing existing business
processes and infrastructure in terms of their support for business strategy and taking into account the
business environment, products, services and markets, and enterprise core competencies and
capabilities. This assessment leads to developing a series of improvement value propositions, and
defining a series of improvement projects organized into an improvement portfolio.
The Infrastructure Definition phase describes and defines the business infrastructure from the people,
process, and technology perspectives, both as an input to the IPD assessment process and as a
response to the identification of improvement initiatives required to support business change
initiatives.
The performance measurement proper starts with the Performance Management Framework
Alignment phase. This phase is scoped by the IPD phase, which identified the value proposition
relating to improved performance measurements. Analysis of the Performance Management
Framework is conducted to identify where the opportunities for an improved performance
measurement system exist. Short-term improvement opportunities are identified and implemented as
a means of achieving business benefit. The phase concludes by creating a business case to illustrate
the potential improvements provided by improved performance measurement systems/techniques.
The Performance Measurement Definition phase builds performance measurement model(s) for
specified performance measurement techniques. The development of four performance measurement
models (balanced scorecard, activity-based information, personal performance, and capital
decisioning) is described in detail. The performance measurement route phases build the baseline
deliverables required to automate the performance measurement models using the Accelerated System
Development or Package Integration methodology.

Profile Objectives
• Conduct a Comprehensive Assessment
• Define performance measurement models in support of the performance management
framework
• Describe and define the people, process, and technology infrastructure required to support
process change in the enterprise

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• Identify opportunities to develop performance measures which align strategy with execution

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Phases

Infrastructure Definition
During this phase, describe and provide the enterprise-wide repository of information covering
human resource policies, principles, and enablers; and process descriptions, applications, databases,
networks, platforms, and technology enablers.
The infrastructure provides a blueprint and framework for the repository and defines the principles
and approaches that will be used to build it, as well as a description of its current state at the
enterprise level.

Improvement Portfolio Development


During the Improvement Portfolio Development phase, provide a framework of what to do to align
the enterprise resources with the enterprise strategy. Assess the enterprise strategy in the context of
the key internal and external performance drivers of the enterprise business environment. The
strategy assessment provides an understanding of the pressures facing the enterprise and its ability to
react and influence those factors. The assessment identifies those value drivers with the greatest
strategic impact, and identifies strategically relevant processes. The evaluation of the strategy and its
execution provides an understanding of the strategic measurement framework, provides a
determination of the strategic alignment of current initiatives, and examines the enterprise's change
implementation history.
Evaluate the strategically relevant processes and the enterprise infrastructure. The major process
assessment provides an understanding of the process performance drivers and identifies the
effectiveness and efficiency of the processes. The infrastructure assessment performed during the
Infrastructure Definition phase looks at the people, technology, and facilities components of the
enterprise and their alignment with the strategy, and provides an understanding of the enterprise's
resources and ability to control those resources.
Business and performance issues, identified from the assessment of strategy, processes, and
infrastructure, are the basis for the development of value propositions-specific, quantified, identified
opportunities to improve business results. Determine the specific pace and degree of change to set the
framework for value propositions needed to align the enterprise with its strategic direction.
Summarize these value propositions into an Improvement Portfolio, which provides the structure for
managing and implementing the value propositions.

Performance Management Framework Alignment


During this phase, document the components of the Performance Management Framework, which
include the Strategic framework, the Decisioning framework, and the Improvements framework.
These components illustrate an important management function within the enterprise. Use the
Strategic framework to summarize the direction of the enterprise and build a business performance
model which illustrates the key management variables within the organization. Use the Decisioning
framework to define how decisions are made within the enterprise to achieve the overall strategy. Use
the Improvement framework to identify the improvement objectives important to the enterprise
strategy and to document the current enterprise initiatives with relationship to the strategy. Then,
review the framework infrastructure to identify issues relating to the people and technology.

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Assess the framework alignment to identify areas of opportunities in which the enterprise can
enhance the efficiency and effectiveness of its management. This means eliminating or not starting
excess activities that do not tie directly to the enterprise strategy. Use the alignment review to
identify areas of the enterprise that should adopt a new performance measurement system that will
help increase control over the components of the framework.
Use performance measurement improvement opportunities to identify the performance measurement
improvement opportunities that are based on the performance issues previously identified. Use
benchmarking and leading practice and performance gap analysis techniques to identify the
improvement opportunities. Then, use the performance measurement opportunities in the business
case to determine the best opportunities for the enterprise to pursue.
Finally, develop a business case, a cost/benefit analysis for all possible performance measurement
opportunities, and analyze risks associated with the opportunities. Assess how ready the organization
is to accept the change that is defined in the proposed initiatives. Use the information obtained
during the assessment to prioritize the performance measurement improvement opportunities and to
develop the initial project charters.

Performance Measurement Definition


During this phase, develop models that support the Performance Management Framework. The
models include the balanced scorecard model, the activity-based performance measurement model,
the personal performance measurement model, and the capital decisioning model. Use the balanced
scorecard model to establish a balanced set of performance measures for the strategic control and
management of the organization. Develop the activity-based performance measurement model to
focus on the managing of the processes, including developing process-oriented performance
measurement and activity-based costing. Use the personal performance measurement model to
develop measures to manage individual's performance. Use the capital decisioning model to develop
procedures to evaluate investment opportunities, as well as reappraise the current capital investments.
Based on the models, and previously developed business cases, refine the business case. Perform a
cost/benefit analysis on the models and analyze risks associated with implementing the models.
Use pilot planning to develop a master plan for performing pilot projects and effectively
implementing the performance measurement models. Assess change management enablers, define
the pilot approach, develop a transition management plan and create initial project charters.

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Infrastructure Definition

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Infrastructure Definition

During this phase, describe and provide the enterprise-wide repository of information covering
human resource policies, principles, and enablers; and process descriptions, applications, databases,
networks, platforms, and technology enablers.
The infrastructure provides a blueprint and framework for the repository and defines the principles
and approaches that will be used to build it, as well as a description of its current state at the
enterprise level.

This phase has the following objectives:


• Describe and define the people, process, and technology infrastructure required to support
process change in the enterprise
• Document enterprise strategy

This phase has the following characteristics:


• A CASE tool environment will be used
• A technology architecture will be developed
• Current business processes will be documented
• Current information systems will be described
• Current people infrastructure will be described
• Use of facilitated sessions is recommended

This phase has the following stages:


• Project Start-Up and Preparation
• Enterprise Strategy Definition
• Current People Infrastructure Description
• Enterprise People Infrastructure Definition
• Enterprise Business Process Infrastructure Description
• Current Information Technology Infrastructure Description
• Enterprise Information Technology Infrastructure Definition
• Infrastructure Migration Planning
• IS Procedures Development
• Project Review and Assessment

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Figure 2-1 Dependency of Stages in Infrastructure Definition

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Project Start-Up and Preparation


During this stage, establish the foundation for the project by developing the project charter and
project plan and receiving management approval for them. The project charter serves as a formal
agreement between the project team (as represented by the project manager) and the user community
(as represented by the project sponsor). It establishes, on a general level, the project's direction. The
project plan is a more detailed account of the work that will be done, the budget and other resources
that will be used to accomplish this work, and the management practices that will be followed to
control it. The project charter includes a summary of the various portions of the project plan. The
project charter and project plan should be developed in parallel.

Deliverables
• Organizational Change Management Plan
• Project Charter
• Value Proposition
• Project Management Infrastructure
• Project Orientation Material
• Project Plan
• Project Status

Define
Project
Charter

Develop Kick-off
Value Project
Proposition

Establish
Project
Management
Infrastructure

Clarify Scope
of
Organizational
Change

Develop
Project
Plan

Monitor and Control Project

PM507

Figure 2-2 Dependency of Activities in Project Start-Up and Preparation

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Enterprise Strategy Definition


During this stage, interview the enterprise's senior executives to capture and confirm their individual
perspectives of the enterprise business strategy. Synthesize these perspectives into a unified model of
enterprise strategy that includes:
• A description of the enterprise environment
• Existing business imperatives such as goals, objectives, and critical success factors
• An assessment of the financial value of the enterprise
• A description of existing strategic performance measures
Define the information needed to monitor enterprise strategy. Conduct a focus session with senior
executives to confirm the analysis of the enterprise strategy.

Deliverables
• Executive Strategy Interview Material
• Enterprise Strategy Model
• Enterprise Financial Overview

Figure 2-3 Dependency of Activities in Enterprise Strategy Definition

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Current People Infrastructure Description


During this stage, describe the current organizational environment in terms of the prevailing
organizational culture, management practices, and current organizational structure. In addition,
document the current process for managing organizational change.

Deliverables
• Current Enterprise People Infrastructure

Figure 2-4 Dependency of Activities in Current People Infrastructure Description

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Enterprise People Infrastructure Definition


This stage develops a broad, high-level view of the desired people infrastructure that needs to be in
place to support the enterprise. This is captured in the form of a set of candidate organizational
performance levers and people principles.

Deliverables
• Enterprise People Infrastructure

Figure 2-5 Dependency of Activities in Enterprise People Infrastructure Definition

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Enterprise Business Process Infrastructure Description


During this stage, describe the current state business process model.

Deliverables
• Enterprise Business Process Infrastructure

Figure 2-6 Dependency of Activities in Enterprise Business Process Infrastructure Description

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Current Information Technology Infrastructure


Description
During this stage, identify and document the state of the current information technology environment
and any short-term improvement plans to eliminate inadequacies. Assess the applications portfolio,
data collections portfolio, information technology components, and IS management infrastructure and
practices. Document and review with senior management the short-term IS improvements which are
based on these assessments.

Deliverables
• Current Applications Survey Materials
• Current Enterprise Information Technology

Figure 2-7 Dependency of Activities in Current Information Technology Infrastructure Description

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Enterprise Information Technology Infrastructure


Definition
During this stage, identify IS principles and use them to define the applications, data, and technology
architectures that define the enterprise's desired overall information technology infrastructure.

Deliverables
• IS Principle Development Session Materials
• Enterprise Technology Architecture
• Infrastructure Definition Data Gathering Materials

Figure 2-8 Dependency of Activities in Enterprise Information Technology Infrastructure Definition

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Infrastructure Migration Planning


During this stage examine the impact of the people, process, and technology components of the
infrastructure and develop a candidate set of migration phases for the implementation of the
infrastructure. Develop a high-level estimate of the resources required to implement the
infrastructure. Identify the possible migration strategies and any potential organizational impact of
infrastructure implementation. Consolidate this infrastructure migration approach so it can be used
as an input to Improvement Portfolio planning.

Deliverables
• Infrastructure Migration Strategy

Figure 2-9 Dependency of Activities in Infrastructure Migration Planning

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IS Procedures Development
The IS Procedures Development stage creates all procedure manuals required to implement and
operate the applications. Develop these manuals in accordance with outlines generated and approved
during design discussions. They cover such areas as data center operations, data security and control,
disaster recovery, and application maintenance.

Deliverables
• IS Procedure Manuals

Figure 2-10 Dependency of Activities in IS Procedures Development

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Project Review and Assessment


During this stage, review the project from various perspectives to determine what was effective and
what could be improved in future project efforts. Review the project deliverables and the project
control file. Organize them for hand-off to subsequent projects where they will be used to define
project baselines. Assess the performance of the project team. Obtain the approval of the project
sponsor and conclude the project.

Deliverables
• Project Assessments
• Project Management Infrastructure

Review Project Close Down


Performance Project

PM515

Figure 2-11 Dependency of Activities in Project Review and Assessment

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Phase Workplan, Techniques, and Technique Fragment


Steps
Project Start-Up and Preparation
Define Project Charter
Define Project Organization
Defining a Management and Control Structure
• Define the management and control structure
• Formalize the management roles and responsibilities
• Identify the participating managers and liaison personnel
• Define the management reporting requirements
• Secure approval of the management and control structure
Defining the Project Organization
• Determine the project roles
• Determine the staffing requirements
• Map the roles to the resources
• Develop the team organization chart
Developing a Staffing Plan
• Convert staffing requirements
• Consult your staffing coordinator
• Review available candidates
• Arrange consultant services
• Assemble the staffing plan
Responsible: Project Manager
Participant: Project Manager
Define Project Scope
Defining Project Goals and Objectives
• Confirm business goals, objectives, and opportunities/problems
• Define or confirm project objectives
• Define or confirm project goals
• Document assumptions and benefits
Selecting a Route Map
• Review project objectives and route map profile phase objectives
• Select the route map profile phase
• Document the project phase and approach
• Document any assumptions or risks
Defining Project Scope
• Establish the deliverable scope
• Establish the logical scope
• Establish the organizational scope
• Establish the financial scope
• Establish the temporal scope
• Document assumptions regarding scope
Identifying Related Projects
• Identify any related projects
• Review related project information
• Document related projects on a diagram
Evaluating Project Risk
• Identify the project-related risks
• Assign a risk level to each risk factor
• Identify the risk management strategies
• Document assumptions
• Identify any contingent actions
Defining Project Assumptions
• Document project assumptions

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• Communicate assumptions with appropriate project management


Responsible: Project Manager
Participant: Project Manager
Information Source: Project Sponsor

Develop Value Proposition


Develop Investment Analysis
Developing an Investment Analysis
• Review the company's financial analysis standards
• Identify the benefits
• Identify the costs
• Identify the alternative investment scenarios for a value sensitivity analysis
• Develop the cash flow schedule
• Calculate the economic performance indicators
• Document any assumptions
• Conduct a sensitivity analysis
• Assemble the investment analysis in a value proposition statement
Responsible: Project Manager
Participant: Valuation and Financial Analyst

Establish Project Management Infrastructure


Define Project Standards and Procedures
Developing Issue Management Procedures
• Develop the issue management procedures
• Create an issue worksheet
• Create the issue log
• Create an issue storage mechanism
Developing Scope Management Procedures
• Establish guidelines and standards for change requests
• Establish the change request evaluation procedures
• Create a change request worksheet
• Create a change request log
• Define how to administer scope updates and change requests
• Define the change request reporting requirements
• Create a change request storage mechanism
Developing a Quality Management Plan
• Establish deliverable completeness and correctness criteria
• Document requirements for metric gathering and analysis tasks
• Appoint a process quality advisor
• Document process review task and schedule requirements
• Document product review task and schedule requirements
Developing a Risk Management Plan
• Develop the risk management plan
• Document risk management review requirements
Developing Knowledge Coordination Procedures
• Document software toolset use for KBO capture
• Document knowledge base object (KBO) naming conventions
• Define the knowledge base views
• Define the control structures
• Define the encyclopedia and model management procedures
Developing Reporting Standards and Procedures
• Define reporting information needs
• Document the reporting cycles and formats
• Communicate reporting standards to the project team
Developing Actuals Capture Procedures
• Select the information or the measures you wish to collect
• Establish the collection frequency
• Establish the mode of collection for the information
• Document and communicate actuals capture procedures
Creating the Project Control File
• Establish the workpaper filing system
• Create the electronic project control file

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Creating the Contact Directory


• Decide what information you would like to maintain in the contact directory
• Define a collection method for the information
• Distribute and communicate the contact directory
Responsible: Project Manager
Participant: Knowledge Base Coordinator
Participant: Project Manager
Obtain Necessary Hardware-Software-Equipment
Assessing Project Technology Support
• Determine the technology-related needs for the project
• Assess the current technology infrastructure in meeting the project needs
Developing a Project Technology Plan
• Document the current technology that will support the project needs
• Document the hardware that must be obtained
• Document the software that must be obtained
• Document any additional office equipment that must be obtained
Installing Project Hardware
• Obtain the additional hardware needed to meet the project needs
• Install the hardware
Installing Project Software
• Obtain the additional software needed to meet the project needs
• Install the software
Installing Project Office Equipment
• Obtain the additional office equipment needed to meet the project needs
• Schedule the installation of the office equipment
Responsible: Technology Support
Participant: Technology Support

Clarify Scope of Organizational Change


Describe Organizational Change
Describing the Scope and Impact of the Change Initiative
• Identify the expected outcomes of this project
• Identify the key components of the change initiative that are essential for successful implementation
• Identify constraints relevant to this project
• Identify the primary reason driving the decision to change
• Identify why this project is important
• Identify the sponsors and key change leaders that will authorize the changes
• Identify the primary stakeholders affected by the change initiative
• Identify the expectations of change initiative
Developing a Stakeholder Map
• Identify the key roles in the change process
• Prepare a stakeholder map for each major process area
• Summarize the essential people and relationships
• Confirm the Stakeholder Map with the executive sponsor
Developing Change Leadership
• Segment the stakeholder groups affected by the change
• Identify sponsors of the change initiative
• Identify Change Leaders and create a Change Leadership Map
Developing Sponsor Alignment Strategies
• Assess the level of sponsor awareness and understanding of the change initiative
• Schedule a series of executive briefings to develop sponsor awareness and alignment with change objectives
• Organize the executive briefing materials for the sponsor awareness and alignment sessions
• Conduct the sponsor awareness and alignment sessions
• Document the results of the sponsor awareness and alignment sessions
Responsible: Organizational Change Management (OCM) Analyst
Participant: Organizational Change Management (OCM) Analyst
Approval: Project Manager

Develop Project Plan


Develop Project Workplan
Deriving a Workplan Task List

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• Review the project charter


• Document assumptions
• Identify the project stages, activities, and tasks
• Refine the deliverable-to-workplan task mapping
• Refine the project workplan tasks
Developing a Task Dependency Network
• Define the task dependency links
• Incorporate iteration
• Add partitioning and task splitting
Estimating the Task-Based Effort
• Determine the estimating strategy
• Document the estimating assumptions
• Identify the estimating elements for the project
• Refine the element numbers used for task-based estimating
• Select the guideline hours for each task
• Identify tasks to be replicated
• Calculate the task-based estimate
• Adjust the selected guideline hours
• Document the task-based estimate
Assigning Resources to Roles and Tasks
• Assign resources to roles and tasks
Documenting External Milestones
• Document external milestones
Scheduling a Task-level Workplan
• Adjust the workplan to meet schedule requirements
• Apply the resource constraints
• Apply the external milestones
• Schedule and resource level the project
Determining Internal Milestones
• Derive the internal milestones
Responsible: Project Manager
Participant: Project Manager
Develop Project Budget
Developing a Budget
• Document the estimating assumptions
• Determine project applicable budget cost categories
• Determine additional costs
• Determine the labor cost target
• Determine direct vs. indirect and fixed vs. variable cost considerations
• Determine the labor cost estimate
• Estimate the travel and living costs
• Determine training requirements
• Determine training frequency
• Determine training sources
• Determine training logistics
• Estimate the training cost
• Determine team facility requirements
• Determine team resource requirements
• Determine solution requirements
• Estimate technology-related costs
• Estimate people-related costs
• Estimate process-related costs
• Determine the project support costs
• Summarize the costs for the budget
Responsible: Project Sponsor
Participant: Project Manager
Approval: Project Sponsor
Obtain Management Approval of Project Charter and Plan
Obtaining Management Approval of the Charter and Plan
• Confirm the review participants
• Schedule the review

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Ernst & Young Navigator Systems Series(R) 2-17
Quick Reference Guide

• Conduct the review


• Obtain management approval
• Follow up on issues
Responsible: Project Manager
Participant: Executive Sponsor
Participant: Project Manager
Participant: Project Sponsor
Approval: Executive Sponsor
Approval: Project Sponsor

Kick Off Project


Brief Project Team
Developing Briefing Materials
• Prepare the briefing materials
Conducting Project Team Training
• Plan training
• Prepare training
• Conduct training
• Review project issues
Scheduling a Project Kick-off Meeting
• Schedule the team briefing session
Conducting the Project Kick-off Meeting
• Conduct the team briefing session
Responsible: Project Manager
Participant: Executive Sponsor
Participant: Project Sponsor
Participant: Trainer

Monitor and Control Project


Control the Project
Evaluating Progress
• Assess the Estimate at Completion
• Calculate schedule, deliverable, and budget variances
• Calculate progress-to-date cumulations
• Take corrective action
Conducting Periodic Reviews
• Select review participants
• Prepare for the review
• Conduct the review
• Develop an action item list if necessary
Managing Issues
• Log the issues
• Update the project issue log
• Screen the issues
• Evaluate the issues to identify resolution alternatives
• Approve the preferred resolution for the issue
• Assign responsibility for taking action on the issue
• Close the issue
Managing Change Requests
• Log the change request
• Approve, reject, or defer investigation
• Assign an investigator for accepted change requests
• Assess the impact of the requested change
• Document an overall change assessment and recommendation
• Close the change request
Monitoring Risk
• Monitor risks
• Review the risk management plan
• Update the risk management plan
• Obtain approval of the updated risk management plan
Reporting and Approving Status
• Prepare status reports

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Performance Measurement

• Summarize key issues, changes, and variances


• Brief the sponsor on status
• Review progress with the management and control structure
• Resolve issues, change requests, and variances
• Obtain agreement on and approval of the current status
Responsible: Project Manager
Participant: Project Manager
Participant: Team Member

Enterprise Strategy Definition


Gather Enterprise Strategy Information
Schedule Executive Strategy Interviews
Scheduling Executive Strategy Interviews
• Confirm the enterprise planning scope
• Confirm the executive management to be interviewed
• Schedule the executive management interviews
Responsible: Project Manager
Participant: Project Sponsor
Information Source: Executive Sponsor
Prepare Executive Strategy Interview Materials
Preparing for Executive Strategy Interviews
• Assign team members to interviews
• Review the baseline strategy materials
• Familiarize team members with the interview topics
• Develop an interview session outline
Responsible: Project Manager
Participant: Business Analyst
Information Source: Executive Sponsor
Conduct Executive Strategy Interviews
Conducting Executive Strategy Interviews
• Review the enterprise mission statement
• Confirm the business units
• Identify the business unit investment criteria
• Identify the processes for which the executive is responsible
• Identify the opportunities and problems confronting the executive
• Identify the goals and objectives
• Identify the executive's critical success factors
• Identify the critical assumptions
• Identify executive information needs and benefits
• Review the enterprise competitive forces model
• Confirm operational managers for data gathering sessions
Responsible: Business Analyst
Participant: Industry Specialist
Participant: Project Manager
Participant: Senior Executive
Analyze and Document Executive Strategy Interviews
Analyzing and Documenting Executive Strategy Interviews
• Develop the strategy model fragments
• Develop the organization model fragments
• Document model findings and recommendations
• Confirm the feedback package contents
• Prepare the feedback package
• Monitor open issues
• Distribute the feedback package
Responsible: Business Analyst
Participant: Business Analyst

Develop the Enterprise Environment Profile


Identify Products/Services and Markets
Identifying Products, Services and Markets
• Prepare list of all products and services

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Ernst & Young Navigator Systems Series(R) 2-19
Quick Reference Guide

• Identify markets served by the enterprise


• Prepare product or service profile
Responsible: Business Analyst
Participant: Business Analyst
Participant: Senior Executive
Summarize Value Chain Information
Summarizing Value Chain Information
• Profile the enterprise value chain
Responsible: Business Analyst
Participant: Business Analyst
Participant: Senior Executive
Identify Market Profile
Developing a Market Profile
• Describe markets and market segments served by the enterprise
• Describe major external customers and customer requirements
Responsible: Business Analyst
Participant: Business Analyst
Participant: Senior Executive
Identify Competitors
Identifying Competitors
• List and categorize competitors
Responsible: Business Analyst
Participant: Business Analyst
Participant: Senior Executive
Define Industry Trends
Defining Industry Trends
• Gather industry information
• Describe environmental factors and trends
Responsible: Business Analyst
Participant: Business Analyst
Participant: Senior Executive
Describe the Enterprise Competitive Position
Describing the Enterprise's Competitive Position
• Develop the enterprise competitive forces model
Responsible: Business Analyst
Participant: Business Analyst
Participant: Senior Executive

Describe the Enterprise Strategy


Describe Enterprise Mission & Goals & Objectives
Describing the Enterprise Mission
• Develop the mission statement
Describing Enterprise Goals & Objectives
• Synthesize the goals and objectives
• Develop the goal and objective decomposition
• Define the goals and objectives
• Refine the strategy model intra-model associations
• Refine the strategy model inter-model associations
• Allocate initial priorities to goals and objectives
Responsible: Business Analyst
Participant: Business Analyst
Participant: Senior Executive
Information Source: Senior Executive
Describe Enterprise Strategies
Documenting Enterprise Strategies
• Describe each strategy
• Confirm each strategy
Responsible: Business Analyst
Participant: Business Analyst
Participant: Senior Executive

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Performance Measurement

Describe Enterprise Critical Success Factors


Describing Enterprise Critical Success Factors
• Synthesize the critical success factors
• Define the critical success factors
• Refine the strategy model intra-model associations
• Refine the strategy model inter-model associations
• Allocate initial priorities to critical success factors
• Document critical success factor analysis issues and actions
Responsible: Business Analyst
Participant: Business Analyst
Information Source: Senior Executive
Describe Enterprise Critical Assumptions
Describing Enterprise Critical Assumptions
• Synthesize the critical assumptions
• Define the critical assumptions
• Refine the strategy model intra-model associations
Responsible: Business Analyst
Participant: Business Analyst
Information Source: Senior Executive
Describe Enterprise Executive Opportunity/Problems
Describing Enterprise Executive Opportunity/Problems
• Synthesize the opportunity/problems
• Define the opportunities and problems
• Refine the strategy model intra-model associations
• Refine the strategy model inter-model associations
• Allocate initial priorities to opportunities and problems
Responsible: Business Analyst
Participant: Business Analyst
Information Source: Senior Executive
Describe Enterprise Executive Information Needs
Describing Enterprise Executive Information Needs
• Synthesize the executive information needs
• Define the executive information needs
• Describe and analyze the current coverage level
• Refine the strategy model intra-model associations
• Refine the strategy model inter-model associations
• Allocate initial priorities to information needs
Responsible: Business Analyst
Participant: Business Analyst
Information Source: Senior Executive
Identify Core Competencies and Capabilities
Identifying Core Competencies and Capabilities
• Identify core products
• Identify competencies
• Refine and confirm core competencies
• Identify core capabilities
Responsible: Business Analyst
Participant: Business Analyst
Participant: Senior Executive
Assemble Enterprise Strategy Model
Assembling a Deliverable
• Finalize the physical packaging of the deliverable
• Confirm the deliverable contents
• Edit the deliverable
• Assemble the deliverable
Responsible: Project Manager
Participant: Business Analyst
Participant: Project Sponsor

Develop the Enterprise Value Model


Describe the Enterprise Financial Position

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Ernst & Young Navigator Systems Series(R) 2-21
Quick Reference Guide

Obtaining Financial Analysts' Reports


• Obtain financial analysts' reports
Determining Peer Group
• Select a peer group of publicly traded companies
Obtaining Five Year's Historical Financial Statements
• Obtain five year's historical financial statements
Obtaining Three Year's Projected Financial Statements
• Obtain three year's projected financial statements
Obtaining Three Year's Tax Returns
• Obtain three year's tax returns
Obtaining Enterprise Capital Investment Justification Manual
• Obtain the enterprise capital investment justification manual
Obtaining Management's Plans and Budgeting Manual on a Business Unit Basis
• Obtain management's plans and budgeting manuals
• Interview management to obtain insight on the plans
Obtaining Copies of Executive Incentive Compensation and Payouts
• Obtain copies of executive incentive compensation and payouts
Obtaining a List of Key Stockholders and Debtholders and a Description of their Holdings
• Obtain a list of key stockholders and debtholders and a description of their holdings
Obtaining Copies of Stock Option Plans and Actual Awards
• Obtain copies of stock option plans and actual awards
Obtaining List of Legal Issues from Corporate Counsel
• Obtain listing from corporate counsel concerning legal issues
Determining Enterprise Position within the Capital Market Environment
• Determine the market's perception of the enterprise
Determining Alignment of Financial and Competitive Strategies
• Gather financial strategy and competitive strategy data
• Determine alignment of financial and competitive strategies
• Generate charts and graphs to illustrate alignment
Identifying the Enterprise's Financial Distress Situation
• Determine whether the enterprise is in financial distress
• Discuss possible financial distress indicators with management
Responsible: Valuation and Financial Analyst
Participant: Legal Counsel
Participant: Senior Executive
Participant: Valuation and Financial Analyst
Approval: Senior Executive
Information Source: Operational Executive
Information Source: Senior Executive
Define Capital Market Positioning
Determining Implied Debt Rating
• Determine the implied debt rating
Determining Weighted Average Cost of Capital
• Determine the Weighted Average Cost of Capital
Determining Relative Value Creation Performance
• Determine the relative financial performance of the enterprise
Determining Relative Stock Performance
• Determine the stock price performance relative to peers and the general market
Responsible: Business Analyst
Participant: Valuation and Financial Analyst
Describe the Capital Investment Justification Approach
Describing the Capital Investment Justification Approach
• Interview management
• Describe enterprise capital investment justification approach
• Describe the enterprise's budgeting approach
Responsible: Valuation and Financial Analyst
Participant: Valuation and Financial Analyst
Information Source: Senior Executive

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Performance Measurement

Create the Enterprise Value Model


Creating the Enterprise Value Model
• Create the Enterprise Value Model
• Determine enterprise value and shareholder value
Responsible: Business Analyst
Participant: Valuation and Financial Analyst

Describe the Strategic Measurement Framework


Describe Enterprise Measurement Strategy
Describing the Enterprise Measurement Strategy
• Document the enterprise measurement strategy
Responsible: Business Analyst
Participant: Business Analyst
Information Source: Senior Executive
Describe Strategic Performance Measures
Describing Strategic Performance Measures
• Identify and describe performance measures
Responsible: Business Analyst
Participant: Business Analyst
Information Source: Senior Executive
Describe Strategic Performance Measurement Systems
Describing Strategic Performance Measurement Systems
• Describe existing measurement systems
Responsible: Business Analyst
Participant: Business Analyst
Information Source: Senior Executive
Conduct Formal Review of Strategic Measurement Framework
Confirming Work Products
• Review the issue log
• Schedule the review
• Conduct the review
• Follow up on the review
Responsible: Project Manager
Participant: Project Manager
Participant: Project Sponsor
Participant: Work Product Reviewer

Review and Approve Enterprise Strategy Definition Stage


Assess Stage Results
Assessing Stage Results
• Review the stage results
• Identify and select examples for knowledge transfer
• Review the issue log
• Identify new risks and assumptions
• Assess the impact on the project charter and project plan
• Summarize the stage results
• Reconcile with the enterprise knowledge base
Responsible: Project Manager
Participant: Process Quality Advisor
Participant: Project Sponsor
Develop Enterprise Strategy Model Overview
Writing an Introduction
• Write an introductory section
Responsible: Project Manager
Participant: Business Analyst
Approval: Project Sponsor
Assemble Enterprise Strategy Model
Assembling a Deliverable
• Finalize the physical packaging of the deliverable
• Confirm the deliverable contents
• Edit the deliverable

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Ernst & Young Navigator Systems Series(R) 2-23
Quick Reference Guide

• Assemble the deliverable


Responsible: Project Manager
Participant: Business Analyst
Participant: Project Sponsor
Review Enterprise Strategy Model
Reviewing and Confirming a Deliverable
• Review and confirm the deliverable
Responsible: Project Manager
Participant: Executive Sponsor
Participant: Information Architect
Participant: Project Sponsor
Obtain Management Approval of Enterprise Strategy Model
Obtaining Management Approval of a Deliverable
• Confirm the review participants
• Schedule the external review
• Conduct the external review session
• Secure management approval
• Follow up on review issues
Responsible: Project Manager
Participant: Executive Sponsor
Participant: Project Sponsor
Approval: Executive Sponsor
Approval: Project Sponsor
Publish Enterprise Strategy Model
Publishing a Deliverable
• Publish the deliverable
Responsible: Project Manager
Participant: Project Manager

Current People Infrastructure Description


Describe the Current Organizational Environment
Develop Enterprise Organization Model
Developing the Enterprise Organization Model
• Refine the enterprise organizational units
• Refine the enterprise functional site types
• Refine the enterprise geographical locations
• Refine the Functional Site Type-to-Organizational Unit association
• Refine the Organizational Unit-to-Geographical Location association
• Refine the Functional Site Type-to-Geographical Location association
• Refine the organization to strategy model associations
Responsible: Business Analyst
Participant: Business Analyst
Information Source: Senior Executive
Describe People Impact of Enterprise Environmental Factors
Describing the People Impact of Environmental Factors
• Review environmental factors
• Identify the people impact
Responsible: Organizational Alignment (OA) Analyst
Participant: Organizational Alignment (OA) Analyst
Participant: Senior Executive
Develop Organizational Culture Description
Developing an Organizational Culture Description
• Describe enterprise culture
• Document current organizational performance levers
• Describe behaviors
Responsible: Organizational Alignment (OA) Analyst
Participant: Organizational Alignment (OA) Analyst
Participant: Senior Executive
Describe Human Resource Management Practices
Describing Human Resource Management Practices

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Performance Measurement

• Describe human resource management practices


Responsible: Organizational Alignment (OA) Analyst
Participant: Organizational Alignment (OA) Analyst

Define Current Organizational Change Management Process


Describe Organizational Change Clarification Activities
Describing Organizational Change Clarification Activities
• Identify organizational people, groups, and processes that clarify expectations
• Identify processes or people that are instrumental in increasing commitment
• Identify people or processes responsible for communicating to the organization
Responsible: Organizational Change Management (OCM) Analyst
Participant: Organizational Change Management (OCM) Analyst
Describe Organizational Change Assessment Process Activities
Describing Organizational Change Assessment Process Activities
• Identify any organizational actions taken to measure readiness to change
• Describe any actions used to increase motivation to change
Responsible: Organizational Change Management (OCM) Analyst
Participant: Organizational Change Management (OCM) Analyst
Describe Organizational Change Planning Process
Describing Organizational Change Planning Process
• Identify the group or individual responsible for planning change efforts
• Determine if efforts are taken to involve targets in the change process
• Identify if the organization regularly develops transition plans
Responsible: Organizational Change Management (OCM) Analyst
Participant: Organizational Change Management (OCM) Analyst
Define Human Infrastructure for Managing Organization Change
Defining the Human Infrastructure for Managing Organizational Change
• Identify if there is a human infrastructure in place to manage the process of change
• Determine if these individuals are internal or external to the organization
• Determine if there are mechanisms in place to track and monitor progress to plan
Responsible: Organizational Alignment (OA) Generalist
Participant: Organizational Change Management (OCM) Analyst
Describe Change Management Training and Education
Describing Organizational Change Management Education and Development
• Determine if any change management training has occurred
• Identify the participants of the training
Responsible: Organizational Change Management (OCM) Analyst
Participant: Organizational Change Management (OCM) Analyst
Describe Change Management Evaluation Activities
Describing Organizational Change Management Evaluation Activities
• Identify progress evaluation mechanisms
• Identify follow-up strategies employed post-implementation
• Identify the type of continuous improvement that has occurred
Responsible: Organizational Change Management (OCM) Analyst
Participant: Organizational Change Management (OCM) Analyst

Review and Approve Current People Infrastructure Stage


Assess Stage Results
Assessing Stage Results
• Review the stage results
• Identify and select examples for knowledge transfer
• Review the issue log
• Identify new risks and assumptions
• Assess the impact on the project charter and project plan
• Summarize the stage results
• Reconcile with the enterprise knowledge base
Responsible: Project Manager
Participant: Process Quality Advisor
Participant: Project Sponsor
Develop Enterprise Current People Infrastructure Overview

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Ernst & Young Navigator Systems Series(R) 2-25
Quick Reference Guide

Writing an Introduction
• Write an introductory section
Responsible: Project Manager
Participant: Business Analyst
Approval: Project Sponsor
Assemble Current Enterprise People Infrastructure
Assembling a Deliverable
• Finalize the physical packaging of the deliverable
• Confirm the deliverable contents
• Edit the deliverable
• Assemble the deliverable
Responsible: Project Manager
Participant: Business Analyst
Participant: Project Sponsor
Review Current Enterprise People Infrastructure
Reviewing and Confirming a Deliverable
• Review and confirm the deliverable
Responsible: Project Manager
Participant: Executive Sponsor
Participant: Information Architect
Participant: Project Sponsor
Obtain Approval of Current Enterprise People Infrastructure
Obtaining Management Approval of a Deliverable
• Confirm the review participants
• Schedule the external review
• Conduct the external review session
• Secure management approval
• Follow up on review issues
Responsible: Project Manager
Participant: Executive Sponsor
Participant: Project Sponsor
Approval: Executive Sponsor
Approval: Project Sponsor
Publish Current Enterprise People Infrastructure
Publishing a Deliverable
• Publish the deliverable
Responsible: Project Manager
Participant: Project Manager

Enterprise People Infrastructure Definition


Define Organizational Performance Levers Framework
Describe Candidate Organizational Performance Levers
Describing Candidate Organizational Performance Levers
• Identify and describe candidate organizational performance levers
Responsible: Organizational Alignment (OA) Analyst
Participant: Organizational Alignment (OA) Analyst
Participant: Senior Executive
Describe People Principles
Defining People Principles
• Identify candidate people principles
Responsible: Organizational Alignment (OA) Analyst
Participant: Organizational Alignment (OA) Analyst
Participant: Senior Executive

Review and Approve Enterprise People Infrastructure Stage


Assess Stage Results
Assessing Stage Results
• Review the stage results
• Identify and select examples for knowledge transfer
• Review the issue log

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Performance Measurement

• Identify new risks and assumptions


• Assess the impact on the project charter and project plan
• Summarize the stage results
• Reconcile with the enterprise knowledge base
Responsible: Project Manager
Participant: Process Quality Advisor
Participant: Project Sponsor
Assemble Enterprise People Infrastructure
Assembling a Deliverable
• Finalize the physical packaging of the deliverable
• Confirm the deliverable contents
• Edit the deliverable
• Assemble the deliverable
Responsible: Project Manager
Participant: Business Analyst
Participant: Project Sponsor
Review Enterprise People Infrastructure
Reviewing and Confirming a Deliverable
• Review and confirm the deliverable
Responsible: Project Manager
Participant: Executive Sponsor
Participant: Information Architect
Participant: Project Sponsor
Obtain Approval of Enterprise People Infrastructure
Obtaining Management Approval of a Deliverable
• Confirm the review participants
• Schedule the external review
• Conduct the external review session
• Secure management approval
• Follow up on review issues
Responsible: Project Manager
Participant: Executive Sponsor
Participant: Project Sponsor
Approval: Executive Sponsor
Approval: Project Sponsor
Publish Enterprise People Infrastructure
Publishing a Deliverable
• Publish the deliverable
Responsible: Project Manager
Participant: Project Manager

Enterprise Business Process Infrastructure Description


Develop Current State Business Process Model
Describe Current State Mega Processes
Identifying Current State Mega Processes
• Identify the enterprise's mega processes
Describing Current State Mega Processes
• Identify mega process characteristics
Responsible: Business Analyst
Participant: Business Analyst
Participant: Senior Executive
Describe Current State Major Processes
Identifying Current State Major Processes
• Identify the major processes
Identifying Stakeholders
• Identify major process stakeholders
Identifying Process Domains
• Identify process domains
• Describe process domains

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Ernst & Young Navigator Systems Series(R) 2-27
Quick Reference Guide

Describing Current State Major Processes


• Confirm the boundaries of the major process
• Describe key characteristics of major processes
Identifying Current State Sub-Processes
• Identify the sub-processes
• Describe the sub-processes
Responsible: Business Analyst
Participant: Business Analyst
Participant: Senior Executive
Identify Enterprise Business Events
Identifying Enterprise Business Events
• Identify the enterprise business events
Responsible: Business Analyst
Participant: Business Analyst
Participant: Information Architect

Review and Approve Ent Business Process Infrastructure


Assess Stage Results
Assessing Stage Results
• Review the stage results
• Identify and select examples for knowledge transfer
• Review the issue log
• Identify new risks and assumptions
• Assess the impact on the project charter and project plan
• Summarize the stage results
• Reconcile with the enterprise knowledge base
Responsible: Project Manager
Participant: Process Quality Advisor
Participant: Project Sponsor
Assemble Ent Business Process Infrastructure
Assembling a Deliverable
• Finalize the physical packaging of the deliverable
• Confirm the deliverable contents
• Edit the deliverable
• Assemble the deliverable
Responsible: Project Manager
Participant: Business Analyst
Participant: Project Sponsor
Review Ent Business Process Infrastructure
Reviewing and Confirming a Deliverable
• Review and confirm the deliverable
Responsible: Project Manager
Participant: Executive Sponsor
Participant: Information Architect
Participant: Project Sponsor
Obtain Approval of Ent Business Process Infrastructure
Obtaining Management Approval of a Deliverable
• Confirm the review participants
• Schedule the external review
• Conduct the external review session
• Secure management approval
• Follow up on review issues
Responsible: Project Manager
Participant: Executive Sponsor
Participant: Project Sponsor
Approval: Executive Sponsor
Approval: Project Sponsor
Publish Ent Business Process Infrastructure
Publishing a Deliverable
• Publish the deliverable
Responsible: Project Manager

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Performance Measurement

Participant: Project Manager

Current Information Technology Infrastructure Description


Describe Current Applications
Identify and Define Current Applications
Identifying and Defining Current Applications
• Identify current applications
• Collect application-related documentation
• Define each application
• Develop current applications associations
• Develop a user interface diagram for each application
• Describe the automated systems interfaces
Responsible: Business Analyst
Participant: Key User
Participant: Technology Support
Develop Current Applications Survey
Developing the Current Applications Survey
• Determine the questioning style
• Develop the user survey
• Identify the users to participate in the survey
• Develop the IS survey
• Identify the IS staff to participate in the survey
Responsible: Business Analyst
Participant: Business Analyst
Conduct Current Applications Survey
Conducting the Current Applications Survey
• Distribute the survey
• Gather the survey responses
Responsible: Business Analyst
Participant: Business Analyst
Participant: Key User
Participant: Technology Support
Information Source: Key User
Conduct Formal Review of Current Applications Description
Confirming Work Products
• Review the issue log
• Schedule the review
• Conduct the review
• Follow up on the review
Responsible: Project Manager
Participant: Project Manager
Participant: Project Sponsor
Participant: Work Product Reviewer

Describe Current Data Collections


Identify and Define Current Data Collections
Identifying and Defining Current Data Collections
• Identify major data collections
• Collect data collection-related documentation
• Define each major data collection
• Refine the current information system associations
Responsible: Business Analyst
Participant: Business Analyst
Participant: Key User
Participant: Operational Executive
Develop Data Collection Entity Model Views
Developing Current Data Collection Entity Model Views
• Identify the entities
• Describe the entities
• Describe the major attributes
• Describe the relationships

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Ernst & Young Navigator Systems Series(R) 2-29
Quick Reference Guide

• Diagram the entities and relationships


Responsible: Business Analyst
Participant: Business Analyst
Conduct Formal Review of Current Data Collections
Confirming Work Products
• Review the issue log
• Schedule the review
• Conduct the review
• Follow up on the review
Responsible: Project Manager
Participant: Project Manager
Participant: Project Sponsor
Participant: Work Product Reviewer

Describe Current Information Technology


Identify and Define Current Technology Components
Identifying and Defining Current Technology Components
• Obtain the technology documentation
• Describe the processor configurations
• Describe the communication networks
• Describe the hardware components
• Describe the systems software
• Develop the technology component associations
Responsible: Business Analyst
Participant: Business Analyst
Participant: Data Center Operations Support
Participant: Technology Support
Describe the Current IS Facilities
Describing the Current IS Facilities
• Describe the personnel facilities
• Describe the computer facilities
• Develop the IS Facility-to-Geographical Location association
Responsible: Business Analyst
Participant: Business Analyst
Participant: Information Architect

Review/Approve Current Information Technology Description


Assess Stage Results
Assessing Stage Results
• Review the stage results
• Identify and select examples for knowledge transfer
• Review the issue log
• Identify new risks and assumptions
• Assess the impact on the project charter and project plan
• Summarize the stage results
• Reconcile with the enterprise knowledge base
Responsible: Project Manager
Participant: Process Quality Advisor
Participant: Project Sponsor
Develop Current Information Technology Introduction
Writing an Introduction
• Write an introductory section
Responsible: Project Manager
Participant: Business Analyst
Approval: Project Sponsor
Assemble Current Information Technology Description
Assembling a Deliverable
• Finalize the physical packaging of the deliverable
• Confirm the deliverable contents
• Edit the deliverable
• Assemble the deliverable
Responsible: Project Manager

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Performance Measurement

Participant: Business Analyst


Participant: Project Sponsor
Review Current Information Technology Description
Reviewing and Confirming a Deliverable
• Review and confirm the deliverable
Responsible: Project Manager
Participant: Executive Sponsor
Participant: Information Architect
Participant: Project Sponsor
Obtain Approval of Current Enterprise Technology Description
Obtaining Management Approval of a Deliverable
• Confirm the review participants
• Schedule the external review
• Conduct the external review session
• Secure management approval
• Follow up on review issues
Responsible: Project Manager
Participant: Executive Sponsor
Participant: Project Sponsor
Approval: Executive Sponsor
Approval: Project Sponsor
Publish Current Information Technology Description
Publishing a Deliverable
• Publish the deliverable
Responsible: Project Manager
Participant: Project Manager

Enterprise Information Technology Infrastructure Definition


Develop Enterprise IS Principles
Prepare for IS Principles Development Session
Preparing for the IS Principles Development Session
• Prepare industry trend briefing materials
• Prepare technology trend briefing materials
• Review the trend documentation with internal specialists
• Review the current IS principles and management practices
• Review perceived successes and failures of past IS decisions
• Identify session participants
• Assemble IS principles session materials
• Schedule IS principles development session
Responsible: Project Manager
Participant: Business Analyst
Participant: Facilitated Session Leader
Participant: Information Architect
Participant: IS Management
Participant: Operational Executive
Information Source: Industry Specialist
Conduct IS Principles Development Session
Conducting the IS Principles Development Session
• Introduce the session
• Review the current IS principles and management practices
• Present the implications of technology trends
• Present the implications of industry trends
• Present the IS implications of the business strategy
• Identify candidate application principles
• Identify candidate data principles
• Identify candidate technology principles
• Identify candidate IS management principles
• Test the suitability and effectiveness of the proposed IS principles
• Conclude the session
Responsible: Facilitated Session Leader
Participant: Business Analyst

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Participant: Information Architect


Participant: IS Management
Participant: Operational Executive
Participant: Project Manager
Information Source: Key User
Document IS Principles Development Session
Documenting the IS Principles Development Session
• Confirm the package contents
• Describe the IS principle objects
• Develop the IS principle associations
• Prepare the candidate IS principles package
• Refine and distribute the candidate IS principles package
Responsible: Business Analyst
Participant: Business Analyst
Participant: Information Architect
Verify IS Principles Development Session
Verifying the IS Principles Development Session
• Determine the best way to review the feedback package
• Schedule participant review
• Conduct participant review of feedback package
Responsible: Business Analyst
Participant: IS Management
Participant: Operational Executive

Refine Enterprise IS Principles


Refine Application Principles
Refining Application Principles
• Refine the application portfolio principles
• Refine the application redevelopment principles
• Refine the application build/buy principles
• Refine the application development principles
Responsible: Information Architect
Participant: Business Analyst
Information Source: IS Management
Refine Data Principles
Refining Data Principles
• Refine the data distribution principles
• Refine the data ownership and stewardship principles
• Refine the data standards and control principles
• Refine the data integrity principles
• Refine the data redundancy principles
• Refine the data confidentiality/privacy principles
• Refine the data availability principles
• Refine the data repository principles
Responsible: Information Architect
Participant: Business Analyst
Information Source: IS Management
Refine Technology Principles
Refining Technology Principles
• Refine the user principles
• Refine the vendor principles
• Refine the interoperability principles
• Refine the technology strategy principles
• Refine the technology management principles
Responsible: Information Architect
Participant: Business Analyst
Information Source: IS Management
Conduct Formal Review of Enterprise IS Principles
Confirming Work Products
• Review the issue log
• Schedule the review
• Conduct the review

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• Follow up on the review


Responsible: Project Manager
Participant: Project Manager
Participant: Project Sponsor
Participant: Work Product Reviewer

Conduct IT Infrastructure Definition Data Gathering


Plan IT Infrastructure Definition Sessions
Planning IT Infrastructure Definition Sessions
• Review baseline information and determine data gathering needs
• Confirm the scope
• Verify that the facilitated sessions approach is appropriate
• Identify the sessions required
• Identify the knowledge coordination implications
• Schedule the facilitated sessions
Responsible: Project Manager
Participant: Business Analyst
Information Source: Project Sponsor
Prepare for IT Infrastructure Definition Sessions
Preparing for IT Infrastructure Definition Sessions
• Identify and brief the facilitator
• Establish workshop session direction
• Select, interview, and brief the user participants
• Develop the workshop approach and prepare the agenda
• Describe workshop outputs and associated standards
• Prepare workshop session materials
• Provide participant education
• Arrange the facilities, supplies, and equipment
Responsible: Facilitated Session Leader
Participant: Business Analyst
Participant: Industry Specialist
Conduct IT Infrastructure Definition Sessions
Conducting IT Infrastructure Definition Sessions
• Conduct a pre-flight checkout of the facilities
• Introduce the facilitated session
• Gather, analyze, and model the business requirements
• Conclude the session
Responsible: Facilitated Session Leader
Participant: Business Analyst
Participant: Operational Executive
Participant: Project Manager
Analyze/Document IT Infrastructure Definition Sessions
Analyzing and Documenting IT Infrastructure Definition Sessions
• Assess the workshop outputs
• Develop the information model fragments
• Develop facilitated session feedback package
• Monitor open issues
• Distribute the feedback package
Responsible: Business Analyst
Participant: Facilitated Session Leader
Verify IT Infrastructure Definition Sessions
Verifying IT Infrastructure Definition Sessions
• Determine the best way to review the feedback package
• Schedule participant review
• Conduct participant review of feedback package
Responsible: Business Analyst
Participant: Operational Executive
Participant: Project Manager

Define Data Architecture


Refine Enterprise Information Needs
Refining Enterprise Information Needs

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• Synthesize the information needs


• Refine the information needs
• Develop the Operational Information Need-to-Process association
Responsible: Business Analyst
Participant: Business Analyst
Refine Enterprise Entities & Relationships
Refining Enterprise Entities & Relationships
• Synthesize the data model objects
• Refine the entities
• Refine the Information Need-to-Entity association
• Refine the relationships
• Diagram the entities and relationships
• Refine the attributes
Responsible: Business Analyst
Participant: Business Analyst
Define Candidate Subject Databases
Defining Candidate Subject Databases
• Define the subject databases
Responsible: Information Architect
Participant: Business Analyst
Participant: Information Planner
Develop Data Distribution Scenarios
Developing Data Distribution Scenarios
• Define the data distribution
Responsible: Information Architect
Participant: Business Analyst
Participant: Information Planner
Define Data Ownership and Management Approach
Defining Enterprise Data Ownership & Management Approach
• Analyze the requirements for data owners and stewards
• Define the data owners and stewards
• Develop the initial data security profile
Responsible: Information Architect
Participant: Business Analyst
Participant: Information Planner
Identify Data Architecture Requirements
Identifying Data Architecture Requirements
• Develop the strategy for current data collection retention
• Review the applications architecture
• Define the subject database implementation alternatives
Responsible: Information Architect
Participant: Business Analyst
Participant: Information Planner
Conduct Formal Review of Data Architecture
Confirming Work Products
• Review the issue log
• Schedule the review
• Conduct the review
• Follow up on the review
Responsible: Project Manager
Participant: Project Manager
Participant: Project Sponsor
Participant: Work Product Reviewer

Define Applications Architecture


Describe Candidate Applications
Describing Architecture Applications
• Identify application groups
• Define application intra-model associations
• Refine the candidate applications
• Prioritize the candidate applications

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• Review the current application support


• Define the application dependencies and the interface requirements
Responsible: Information Architect
Participant: Business Analyst
Identify Application Development Alternatives
Identifying Application Development Alternatives
• Develop a strategy for current application retention
• Survey the available packages
• Identify the alternative development approaches
• Identify the development resources
• Estimate the development effort and duration
• Estimate the maintenance duration
• Summarize the major risks
• Summarize the major constraints
Responsible: Information Architect
Participant: Business Analyst
Participant: Information Planner
Identify Application Templates
Identifying Candidate Application Templates
• Identify candidate application templates
Responsible: Information Architect
Participant: Business Analyst
Participant: Information Architect
Participant: Information Planner
Participant: Technical Specialist
Participant: Technology Support
Identify Alternative Application Technology Configurations
Identifying Alternative Application Technology Configurations
• Identify the technology distribution requirements
• Identify the hardware requirements
• Identify the system software requirements
• Identify the database management software requirements
• Identify the communication network requirements
• Estimate the relative costs of technology alternatives
• Summarize the major risks
• Summarize the major constraints
Responsible: Information Architect
Participant: Information Planner
Participant: Project Manager
Participant: Technology Support
Assess Applications Architecture Alternatives
Assessing the Applications Architecture Alternatives
• Define the information system implementation alternatives
• Define the applications architecture alternatives
• Analyze the estimated costs and benefits
• Assess the impact on the IS organization
• Assess the impact on the user organization
• Assess the major risks
• Develop conclusions and recommendations
Responsible: Information Architect
Participant: Information Planner
Participant: Project Manager
Participant: Technology Support
Conduct Formal Review of Application Architecture
Confirming Work Products
• Review the issue log
• Schedule the review
• Conduct the review
• Follow up on the review
Responsible: Project Manager
Participant: Project Manager
Participant: Project Sponsor

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Participant: Work Product Reviewer

Define Technology Architecture


Develop the Statement of Technology Trends & Best Practices
Developing the Statement of Technology Trends and Best Practices
• Conduct a technology scan
• Conduct review of internal best practices
• Conduct review of competitors' best practices
• Conduct review of industry leaders' best practices
• Summarize technology trends, practices, and benchmarks
Responsible: Information Architect
Participant: Business Analyst
Participant: Information Planner
Participant: Technology Support
Information Source: Industry Specialist
Identify Technology Enablers
Identifying Candidate Technology Enablers
• Identify relevant information technology enablement categories
• Describe the potential information technology enablers
Responsible: Business Analyst
Participant: Business Analyst
Participant: Information Architect
Participant: Technical Specialist
Participant: Technology Support
Develop the Technology Architecture Requirements
Developing Technology Architecture Requirements
• Determine the initial scope of the technology architecture specification
• Review weaknesses and shortcomings in the current technology infrastructure
• Define the preliminary technology architecture constituencies
• Determine the requirements for supporting database constituencies
• Determine the requirements for supporting application constituencies
• Develop the requirements for network-based services
• Develop the requirements for multimedia systems support
• Develop the requirements for security
• Develop the requirements for managing the platforms and network
• Prioritize requirements and evaluation criteria
• Refine the scope of the technology architecture specification
Responsible: Information Architect
Participant: Business Analyst
Participant: Information Planner
Participant: Technology Support
Develop Platform Topology Models and Standards
Developing the Platform Topology Models and Standards
• Develop the models and standards for computing platform distribution
• Develop the preliminary network models
Responsible: Information Architect
Participant: Business Analyst
Participant: Information Planner
Participant: Technology Support
Develop Data Technology Infrastructure Models and Standards
Developing Database Management Models and Standards
• Develop the models and standards for DBMS support
• Develop the models and standards for data distribution
• Develop the models and standards for user access to DBMSs
Responsible: Information Architect
Participant: Business Analyst
Participant: Information Planner
Participant: Technology Support
Develop Models and Standards for Application Support
Developing Models and Standards for Application Support
• Develop models and standards for terminal-to-host application support
• Develop models and standards for client/server application support

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• Develop models and standards for cooperative processing application support


• Develop models and standards for group productivity support
• Develop models and standards for integrated voice/data application support
Responsible: Information Architect
Participant: Business Analyst
Participant: Information Planner
Participant: Technology Support
Develop Network-based Services Support Models & Standards
Developing Network-based Services Support Models and Standards
• Develop the models and standards for file service support
• Develop models and standards for print service support
• Develop models and standards for electronic mail service support
• Develop models and standards for file distribution services
• Develop models and standards for Facsimile (FAX) service support
• Develop models and standards for providing directory services
Responsible: Information Architect
Participant: Business Analyst
Participant: Information Planner
Participant: Technology Support
Develop Models and Standards for Multimedia Support
Developing Models and Standards for Multimedia Support
• Develop models and standards for image support
• Develop voice processing service models and standards
• Develop models and standards for video processing services
Responsible: Information Architect
Participant: Business Analyst
Participant: Information Planner
Participant: Technology Support
Develop the Network Models and Standards
Developing the Network Models and Standards
• Develop the models and standards for the enterprise backbone network
• Develop the models and standards for local area network support
• Develop models and standards for facility backbone network support
• Develop models and standards for access network services
Responsible: Information Architect
Participant: Business Analyst
Participant: Information Planner
Participant: Technology Support
Develop Models and Standards for Security
Developing Models and Standards for Security
• Develop the models and standards for constituent authentication
• Develop the models and standards for authorization and access control
• Develop the models and standards for data encryption
Responsible: Information Architect
Participant: Business Analyst
Participant: Information Planner
Participant: Technology Support
Develop Models & Standards for System Mgt & Administration
Developing the Models and Standards for System Management and Administration
• Develop the models and standards for workstation management
• Develop models and standards for server management and administration
• Develop the models and standards for host system management and administration
• Develop the models and standards for network management and administration
Responsible: Information Architect
Participant: Business Analyst
Participant: Information Planner
Participant: Technology Support
Define IS Facilities
Defining IS Facilities
• Identify additional facility needs
Responsible: Information Architect
Participant: Business Analyst

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Participant: Data Center Operations Support


Participant: Information Planner
Participant: Technology Support
Prepare Technology Architecture Assessment
Preparing the Technology Architecture Assessment
• Assess the implementation effort
• Assess the implementation duration
• Assess the maintenance effort
• Summarize the major risks
• Summarize the major constraints
• Prepare the cost and schedule estimates
Responsible: Information Architect
Participant: Business Analyst
Participant: Information Planner
Participant: Project Manager
Participant: Project Sponsor
Participant: Technology Support
Conduct Formal Review of Information Technology Architecture
Confirming Work Products
• Review the issue log
• Schedule the review
• Conduct the review
• Follow up on the review
Responsible: Project Manager
Participant: Project Manager
Participant: Project Sponsor
Participant: Work Product Reviewer

Review/Approve Technology Infrastructure Definition Stage


Assess Stage Results
Assessing Stage Results
• Review the stage results
• Identify and select examples for knowledge transfer
• Review the issue log
• Identify new risks and assumptions
• Assess the impact on the project charter and project plan
• Summarize the stage results
• Reconcile with the enterprise knowledge base
Responsible: Project Manager
Participant: Process Quality Advisor
Participant: Project Sponsor
Develop Enterprise Technology Architecture Overview
Writing an Introduction
• Write an introductory section
Responsible: Project Manager
Participant: Business Analyst
Approval: Project Sponsor
Assemble Enterprise Technology Architecture
Assembling a Deliverable
• Finalize the physical packaging of the deliverable
• Confirm the deliverable contents
• Edit the deliverable
• Assemble the deliverable
Responsible: Project Manager
Participant: Business Analyst
Participant: Project Sponsor
Review Enterprise Technology Architecture
Reviewing and Confirming a Deliverable
• Review and confirm the deliverable
Responsible: Project Manager
Participant: Executive Sponsor
Participant: Information Architect

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Participant: Project Sponsor


Obtain Approval of Enterprise Technology Architecture
Obtaining Management Approval of a Deliverable
• Confirm the review participants
• Schedule the external review
• Conduct the external review session
• Secure management approval
• Follow up on review issues
Responsible: Project Manager
Participant: Executive Sponsor
Participant: Project Sponsor
Approval: Executive Sponsor
Approval: Project Sponsor
Publish Enterprise Technology Architecture
Publishing a Deliverable
• Publish the deliverable
Responsible: Project Manager
Participant: Project Manager

Infrastructure Migration Planning


Develop Infrastructure Migration Approach
Identify Infrastructure Migration Phases
Identifying Infrastructure Migration Phases
• Identify the infrastructure migration phases
• Define the architecture migration phases
Responsible: Project Manager
Participant: Project Manager
Participant: Project Sponsor
Estimate Infrastructure Migration Resources
Estimating Infrastructure Migration Phase Resources
• Develop the aggregate estimates
• Assess the aggregate estimates
Responsible: Project Manager
Participant: Business Analyst
Participant: Project Manager
Participant: Project Sponsor
Assess Impact on the Organization
Assessing Impact on the Organization
• Assess the impact on the organization
• Evaluate the impact of technology
Responsible: Project Sponsor
Participant: Business Analyst
Participant: Data Center Operations Support
Participant: Information Planner
Participant: Operational Executive
Participant: Organizational Alignment (OA) Analyst
Participant: Organizational Change Management (OCM) Analyst
Participant: Project Manager
Participant: Project Sponsor
Participant: Technology Support
Develop Infrastructure Migration Strategies
Developing Infrastructure Migration Strategies
• Summarize the support for business strategy provided by each migration phase
• Develop implementation strategies
• Identify risks associated with each migration phase
Responsible: Project Sponsor
Participant: Project Manager
Participant: Project Sponsor
Participant: Senior Executive

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IS Procedures Development
Design IS Procedures
Design IS Procedure Manuals
Designing Data Center Operations Procedures
• Confirm the data center operations procedures development scope and pace
• Determine the audience and the audience needs
• Determine the manual usage and objectives
• Review the data center operations policies
• Update the outline of the data center operations manual
• Estimate the effort to develop the data center operations procedures
Designing Disaster Recovery Procedures
• Confirm the Disaster Recovery procedures development scope and pace
• Determine the audience and the audience needs
• Determine the manual usage and objectives
• Review the Disaster Recovery policies
• Develop the outline of the Disaster Recovery Manual
• Estimate the effort to develop the Disaster Recovery procedures
Designing Application Maintenance Procedures
• Confirm the Application Maintenance procedures development scope and pace
• Determine the audience and the audience needs
• Determine the manual usage and objectives
• Develop the outline of the Application Maintenance Manual
• Estimate the effort to develop Application Maintenance procedures
Designing Data Security & Control Procedures
• Confirm the Data Security & Control procedures development scope and pace
• Determine the audience and the audience needs
• Determine the manual usage and objectives
• Develop an outline of the Data Security & Control procedures
• Estimate the efforts to develop the Data Security & Control Manual
Responsible: Application Designer
Participant: Application Designer
Participant: Data Center Operations Support
Participant: Information Architect
Participant: Key User
Participant: Project Manager
Participant: Technical Specialist
Approval: Audit & Control
Conduct Formal Review of the IS Procedure Design
Confirming Work Products
• Review the issue log
• Schedule the review
• Conduct the review
• Follow up on the review
Responsible: Project Manager
Participant: Project Manager
Participant: Project Sponsor
Participant: Work Product Reviewer

Prepare for IS Procedures Development


Determine IS Documentation Reproduction Requirements
Defining IS Documentation Reproduction Requirements
• Determine the supply and reproduction requirements
• Order reproduction supplies
• Arrange for reproduction
Responsible: Business Analyst
Participant: Business Analyst
Participant: Project Manager

Develop Data Center Operations Procedures


Develop Data Center Operations Manual Overview
Developing the Data Center Operations Manual Overview

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• Develop the application overview


• Develop overviews of any subsystems
Responsible: Technical Writer
Participant: Technical Writer
Develop Computer Room Procedures
Developing Computer Room Procedures
• Develop tape and disk library procedures
• Develop computer room security procedures
Developing IS Hardware Operating Procedures
• Write operating, maintenance, and troubleshooting procedures
• Develop error logging and recovery procedures
Developing System Software Procedures
• Develop the operating system procedures
Responsible: Technical Writer
Participant: Application Designer
Participant: Data Center Operations Support
Participant: Information Architect
Participant: Technical Specialist
Participant: Technical Writer
Develop Communication Network Operating Procedures
Developing Communication Network Operating Procedures
• Update the description of network operations
• Develop network start-up and close-down procedures
• Develop data transmission procedures
• Develop error logging and recovery procedures
• Develop network maintenance and troubleshooting procedures
Responsible: Technical Writer
Participant: Application Designer
Participant: Data Center Operations Support
Participant: Information Architect
Participant: Technical Specialist
Participant: Technical Writer
Develop Application Run Unit Procedures
Developing Application Run Unit Procedures
• Develop a run unit dependency chart
• Develop run unit descriptions and procedures
• Develop application start-up and maintenance procedures
• Develop an operator's message list
• Develop a user and programmer contact list
• Develop submission and control procedures
• Develop operations schedule
• Develop summary tables and diagrams
• Develop restart and recovery procedures
• Develop database and file backup procedures
Responsible: Technical Writer
Participant: Application Designer
Participant: Data Center Operations Support
Participant: Technical Specialist
Participant: Technical Writer
Develop Data Entry Procedures
Developing Data Entry Procedures
• Develop data entry procedures
• Develop sample documents
• Develop data preparation schedule and overview
Responsible: Technical Writer
Participant: Application Designer
Participant: Data Center Operations Support
Participant: Key User
Participant: Technical Writer
Participant: Trainer
Develop Data Control Procedures
Developing Data Control Procedures

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• Develop data control balancing and reconciliation procedures


• Develop error correction procedures
• Develop a user and programmer contact list
Responsible: Technical Writer
Participant: Application Designer
Participant: Data Center Operations Support
Participant: Technical Specialist
Participant: Technical Writer
Develop Output Distribution Procedures
Developing Output Distribution Procedures
• Develop the report distribution procedures
• Develop mailing label procedures
• Develop a user notification list
Responsible: Technical Writer
Participant: Application Designer
Participant: Data Center Operations Support
Participant: Key User
Participant: Technical Writer
Assemble Data Center Operations Procedures
Assembling Procedure Manuals
• Edit the work products
• Write the introduction and summary sections
• Assemble the manual
• Reevaluate sizing and structure
• Finalize the table of contents
• Create the index
Responsible: Technical Writer
Participant: Technical Writer
Conduct Review of Data Center Operations Procedure Manual
Confirming Work Products
• Review the issue log
• Schedule the review
• Conduct the review
• Follow up on the review
Responsible: Project Manager
Participant: Project Manager
Participant: Project Sponsor
Participant: Work Product Reviewer

Develop Data Security & Control Procedures


Develop Data Security & Control Manual Overview
Developing the Data Security and Control Manual Overview
• Develop the application overview
• Develop descriptions of the business transactions
• Summarize security requirements
Responsible: Technical Writer
Participant: Technical Writer
Develop Data Security & Control Procedures
Developing Data Security and Control Procedures
• Develop data security and control procedures
• Refine the standard access user class profiles
• Develop data security organizational materials
Responsible: Technical Writer
Participant: Application Designer
Participant: Key User
Participant: Technical Specialist
Participant: Technical Writer
Approval: Audit & Control
Assemble Data Security & Control Procedures
Assembling Procedure Manuals
• Edit the work products
• Write the introduction and summary sections

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• Assemble the manual


• Reevaluate sizing and structure
• Finalize the table of contents
• Create the index
Responsible: Technical Writer
Participant: Technical Writer
Conduct Review of Data Security and Control Procedure Manual
Confirming Work Products
• Review the issue log
• Schedule the review
• Conduct the review
• Follow up on the review
Responsible: Project Manager
Participant: Project Manager
Participant: Project Sponsor
Participant: Work Product Reviewer

Develop Disaster Recovery Procedures


Develop Disaster Recovery Manual Overview
Developing the Disaster Recovery Manual Overview
• Develop the application overview
• Develop descriptions for the business transactions
• Define the disaster recovery organization
Responsible: Technical Writer
Participant: Technical Writer
Develop Disaster Recovery Procedures
Developing Disaster Recovery Procedures
• Develop disaster declaration criteria
• Develop system contingency procedures
• Develop personnel notification list
• Determine emergency processing priorities
• Develop on-line and batch recovery procedures
• Develop off-site processing procedures for each run unit
• Develop a hardware and consumables checklist
• Develop off-site backup hardware operating procedures
• Develop disaster recovery test and maintenance procedures
Responsible: Technical Writer
Participant: Application Designer
Participant: Key User
Participant: Technical Specialist
Participant: Technical Writer
Assemble Disaster Recovery Procedures
Assembling Procedure Manuals
• Edit the work products
• Write the introduction and summary sections
• Assemble the manual
• Reevaluate sizing and structure
• Finalize the table of contents
• Create the index
Responsible: Technical Writer
Participant: Technical Writer
Conduct Review of the Disaster Recovery Procedure Manual
Confirming Work Products
• Review the issue log
• Schedule the review
• Conduct the review
• Follow up on the review
Responsible: Project Manager
Participant: Project Manager
Participant: Project Sponsor
Participant: Work Product Reviewer

Develop Application Maintenance Procedures

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Develop Application Maintenance Manual Overview


Developing the Application Maintenance Manual Overview
• Develop the application overview
• Develop business transaction descriptions
• Identify maintenance organization units
Responsible: Technical Writer
Participant: Technical Writer
Develop Application Maintenance Procedures
Developing Application Maintenance Procedures
• Review the maintenance applications
• Develop the application maintenance procedures
• Develop application maintenance policies
Responsible: Technical Writer
Participant: Application Designer
Participant: Information Architect
Participant: Technical Specialist
Participant: Technical Writer
Assemble Application Maintenance Procedures
Assembling Procedure Manuals
• Edit the work products
• Write the introduction and summary sections
• Assemble the manual
• Reevaluate sizing and structure
• Finalize the table of contents
• Create the index
Responsible: Technical Writer
Participant: Technical Writer
Conduct Review of Application Maintenance Procedure Manual
Confirming Work Products
• Review the issue log
• Schedule the review
• Conduct the review
• Follow up on the review
Responsible: Project Manager
Participant: Project Manager
Participant: Project Sponsor
Participant: Work Product Reviewer

Review and Approve IS Procedures Development Stage


Assess Stage Results
Assessing Stage Results
• Review the stage results
• Identify and select examples for knowledge transfer
• Review the issue log
• Identify new risks and assumptions
• Assess the impact on the project charter and project plan
• Summarize the stage results
• Reconcile with the enterprise knowledge base
Responsible: Project Manager
Participant: Process Quality Advisor
Participant: Project Sponsor
Review the IS Procedure Manuals
Reviewing and Confirming a Deliverable
• Review and confirm the deliverable
Responsible: Project Manager
Participant: Executive Sponsor
Participant: Information Architect
Participant: Project Sponsor
Obtain Management Approval of IS Procedures Dev Stage
Obtaining Management Approval of a Deliverable
• Confirm the review participants

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• Schedule the external review


• Conduct the external review session
• Secure management approval
• Follow up on review issues
Responsible: Project Manager
Participant: Executive Sponsor
Participant: Project Sponsor
Approval: Executive Sponsor
Approval: Project Sponsor
Publish the IS Procedure Manuals
Publishing a Deliverable
• Publish the deliverable
Responsible: Project Manager
Participant: Project Manager

Project Review and Assessment


Review Project Performance
Evaluate Methodology and Tool Use
Assessing Methodology Use
• Evaluate the methodology use
• Identify potential methodology use refinements
Assessing Tool Use
• Evaluate tool use
• Identify potential tool use refinements
Responsible: Project Manager
Participant: Methodology Support
Participant: Process Quality Advisor
Participant: Project Manager
Participant: Technical Specialist
Develop Knowledge Transfer and Future Improvements
Identifying Future Improvements
• Identify team organization improvements
• Identify support improvements
• Identify estimate, workplan, and schedule improvements
• Identify process improvements
• Identify discovered improvements
• Document recommendations for future improvements
Identifying Knowledge Transfer Improvements
• Identify knowledge transfer opportunities
• Archive and distribute knowledge transfer examples and recommendations
Responsible: Project Manager
Participant: Business Analyst
Participant: Knowledge Base Coordinator
Participant: Methodology Support
Participant: Process Quality Advisor
Participant: Project Manager
Participant: Project Sponsor
Participant: Technical Specialist
Conduct Individual Performance Reviews
Developing Individual Performance Assessments
• Assess the individual performance of each team member
• Document an assessment of the performance of each team member
• Discuss the performance assessment with the team member
Responsible: Project Manager
Participant: Project Manager
Information Source: Project Sponsor
Evaluate Project Performance
Assessing Project Performance
• Review all final deliverables
• Review the project performance
• Review the risk management plan

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• Verify risk outcome


• Review the issues and change requests
• Prepare the assessment and discuss it with the sponsor
Responsible: Project Manager
Participant: Project Manager
Participant: Project Sponsor
Information Source: Process Quality Advisor

Close Down Project


Close Project and Control File
Closing the Control File
• Close down the control file
• Close down the site
Responsible: Project Manager
Participant: Project Manager
Approval: Project Sponsor

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Phase Deliverables

Current Applications Survey Materials


Supports the data gathering associated with the identifying and assessing of the enterprise's current
applications.
Products
Current Applications Survey Materials
• Current Applications Survey
• Current Applications Survey Response

Current Enterprise Information Technology


Provides an inventory of applications portfolio, data collections portfolio, technology components,
and IS facilities.
Products
Current Information Technology Introduction
Current Application Portfolio
• Current Applications
Current Data Collection Portfolio
• Current Data Collections
• Current Data Collection Entity Model Views
Current Information Technology
• Current Technology Component Profiles
Current IS Facilities
• Current IS Facility

Current Enterprise People Infrastructure


Provides a current state description of the enterprise organization, culture, and working environment
and the process for managing organizational change.
Products
Current People Infrastructure Overview
Current Organization Model
• Enterprise Organization Model
Current Organizational Environment Description

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• Environmental Factors Summary


• Organizational Culture Description
• Human Resource Management Practices
Organizational Change Management Process Model
• Organizational Change Clarification Activities
• Organizational Change Assessment Process
• Organizational Change Planning Process
• Infrastructure for Managing Organizational Change
• Organizational Change Management Education and Development
• Organizational Change Management Evaluation Process

Enterprise Business Process Infrastructure


Provides a basis for analyzing the current business processes of the enterprise and evaluating options
for improving them.
Products
Current State Business Process Model
• Process Domains
• Enterprise Business Events
• Stakeholders
• Current State Sub-processes
• Major Processes
• Mega Processes

Enterprise Financial Overview


Provides a current state summary of the financial status of the enterprise. This includes a description
of the sources of capital, approaches for capital investment and a description of the enterprise's value
drivers and value creation capabilities.
Products
Capital Investment Justification Approach
• Capital Investment Justification Approach
Capital Market Positioning
• Implied Debt Rating
• Weighted Average Cost of Capital (WACC)
• Value Creation Bubble Chart
• Stock Performance Chart
Enterprise Value Model
• Enterprise Value Model
Enterprise Financial Position

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• Three Year's Projected Financial Statements


• Three Year's Tax Returns
• Financial Analysts' Reports
• Public Peer Group
• Five Year's Historical Financial Statements
• Capital Investment Justification Manual
• Management's Plans and Budgeting Manuals
• Executive Incentive Compensation and Payouts
• Key Stockholders and Debtholders
• Stock Option Plans and Actual Awards
• Legal Issues from Corporate Counsel
• Capital Market Analysis
• Financial and Competitive Strategies Alignment Analysis
• Z-Score Analysis

Enterprise People Infrastructure


Helps foster a positive approach in the enterprise's employees towards the enterprise's work and their
roles.
Products
Organizational Performance Levers Framework
• Candidate Organizational Performance Levers Description
• People Principles

Enterprise Strategy Model


Describes the strategy of the enterprise, its position in the industry, and its strategic measures as
refined in executive strategy focus sessions.
Products
Enterprise Strategy Model Overview
Enterprise Environment Profile
• Products Services and Markets
• Enterprise Value Chain
• Market Profile
• Competitors
• Enterprise Competitive Position
• Industry Trends & Environmental Factors
Enterprise Strategy
• Enterprise Mission
• Enterprise Goals and Objectives
• Enterprise Strategies

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• Enterprise Critical Success Factors


• Enterprise Critical Assumption
• Enterprise Executive Information Needs
• Enterprise Executive Opportunity/Problem
• Core Competencies and Capabilities
Strategic Measurement Framework
• Measurement Strategy
• Strategic Performance Measures
• Strategic Performance Measurement Systems

Enterprise Technology Architecture


Describes the applications, data, technology, and management & organization architectures required
to realize the strategic information systems vision of the enterprise.
Products
Enterprise Technology Architecture Overview
Enterprise Applications Architecture
• Candidate Applications - Initial
• Application Development Alternatives
• Alternative Application Technology Configurations
• Applications Architecture Alternative Assessment
• Candidate Application Templates
Enterprise Data Architecture
• Enterprise Information Needs
• Enterprise Entities and Relationships
• Candidate Subject Databases
• Enterprise Data Distribution Scenarios
• Enterprise Data Ownership and Management Approach
• Enterprise Data Architecture Requirements
Enterprise IS Principles
• Enterprise Data Principles
• Enterprise Technology Principles
• Enterprise Application Principles
Enterprise Information Technology Architecture
• Technology Trends and Best Practices
• Enterprise Technology Architecture Requirements
• Technology Enablers
• Enterprise Platform Topology Models and Standards
• Enterprise Data Technology Infrastructure Models & Standards
• Enterprise Application Support Models and Standards
• Enterprise Network Models and Standards

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• Enterprise Network-based Services Support Models & Standards


• Enterprise Multimedia Support Models and Standards
• Enterprise Security Models and Standards
• Enterprise System Management & Administration Models & Stds
• IS Facilities

Executive Strategy Interview Material


Supports the interviews held with executives to gather the enterprise strategic direction.
Products
Executive Strategy Interview Material
• Executive Strategy Interview Schedule
• Executive Strategy Interview Preparation Material
• Executive Strategy Interview Output
• Executive Strategy Interview Feedback Package

Infrastructure Definition Data Gathering Materials


Supports the data gathering and modeling for definition of the IT infrastructure through facilitated
sessions.
Products
IT Infrastructure Definition Session Materials
• IT Infrastructure Definition Session Outputs
• IT Infrastructure Definition Session Feedback Packages
• IT Infrastructure Definition Session Preparation Materials
• IT Infrastructure Definition Session Schedule

Infrastructure Migration Strategy


Identifies a high-level staged approach for the implementation of the people, process and information
technology infrastructures.
Products
Infrastructure Migration Approach
• Infrastructure Migration Phases
• Infrastructure Migration Resource Estimates
• Infrastructure Migration Impact
• Infrastructure Migration Strategies

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IS Principle Development Session Materials


Supports the development of enterprise IS principles for technology, data, applications, and
management and organization.
Products
IS Principle Development Session Materials
• IS Principles Development Session Feedback Package
• IS Principles Development Session Outputs
• IS Principles Development Session Preparation Materials

IS Procedure Manuals
Supplies the IS staff with all of the necessary information to implement and operate the system.
These manuals are intended primary as a reference aid for trained IS staff. However, depending on
organization needs, they can also be used to train individuals to operate and maintain the system,
administer security, and control recovery.
Products
IS Procedure Design
• Data Center Operations Procedure Manual Design
• Disaster Recovery Procedure Manual Design
• Application Maintenance Procedure Manual Design
• Data Security & Control Procedure Manual Design
IS Procedures Documentation Reproduction Requirements
• IS Procedures Documentation Reproduction Requirement
Data Center Operations Procedures
• Data Center Operations Manual - Assembled
• Data Center Operations Manual Overview
• Computer Room Procedure
• IS Hardware Operating Procedure
• System Software Procedure
• Communication Network Operating Procedure
• Application Run Unit Procedure
• Data Entry Procedure
• Data Control Procedure
• Output Distribution Procedure
Data Security and Control Procedures
• Data Security and Control Manual - Assembled
• Data Security & Control Procedure
• Data Security & Control Manual Overview
Disaster Recovery Procedures
• Disaster Recovery Manual - Assembled
• Disaster Recovery Manual Overview

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• Disaster Recovery Procedure


Application Maintenance Procedures
• Application Maintenance Manual - Assembled
• Application Maintenance Manual Overview
• Application Maintenance Procedure

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Project Management Deliverables

Organizational Change Management Plan


Documents the organizational change and readiness plans.
Products
Organizational Change Scope and Impact
• Project Stakeholder Map
• Sponsor Alignment Strategies
• Change Leadership Structure
• Change Scope and Impact

Project Assessments
Is used at the end of the project to document project results and process improvement suggestions;
contains assessments of project deliverables and project performance.
Products
Project Assessments
• Future Improvements
• Stage Assessment
• Project Assessment
• Individual Performance Assessment
• Knowledge Transfer Improvements
• Methodology Use Assessment
• Tool Use Assessment

Project Charter
Defines the scope, objectives, and overall approach to the project; serves as a contract between the
project team and the enterprise, stating what the project is to deliver, the resources, and the project
risks and assumptions.
Products
Project Scope
• Project Assumptions
• Project Goals and Objectives
• Route Map Profile
• Project Scope
• Project Risks

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• Contingent Actions
• Risk Management Strategies
• Related Projects
Project Organization
• Project Organization
• Project Management and Control Structure
• Staffing Plan

Project Management Infrastructure


Establishes the process and technology infrastructure for the project.
Products
Project Control File
• Contact Directory
• Electronic Control File
• Workpaper Filing System
Project Procedures
• Scope Management Procedures
• Knowledge Coordination Procedures
• Issue Management Procedures
• Actuals Capture Procedures
• Quality Management Plan
• Reporting Procedures
• Risk Management Plan
• Management Approval
Project Technology
• Project Hardware - Installed
• Project Office Equipment - Installed
• Project Software - Installed
• Project Technology Plan
• Project Technology Support Assessment

Project Orientation Material


Aids the project manager when he or she updates the management and control structure and the
project team on the schedule, procedures, and development approach.
Products
Project Kickoff Meeting Minutes
• Briefing Materials
• Briefing Schedule

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• Kick-off Meeting Minutes


• Project Training Materials

Project Plan
Defines in detail the specifics for managing the project; provides a detailed workplan, task-level
effort and duration estimates, and the project budget.
Products
Project Workplan
• Task List
• Task Dependency Network
• Task-based Effort Estimate
• Resource Assignment
• External Project Milestone
• Scheduled Task-level Workplan
• Internal Project Milestones
Project Budget
• Project Budget

Project Status
Organizes project status reports and project performance data collected by the project manager,
which serves as the baseline for reporting performance against plan.
Products
Project Performance Data
• Project Progress Data
• Change Request
• Issue
• Status Report
• Work Product Review

Value Proposition
Statement of business value to be delivered by the implementation of a specific solution to a business
need.
Products
Project Investment Analysis
• Project Investment Analysis

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Product-Based Estimating Template


Output Deliverables
Current Applications Survey Materials
Work Product Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Current Applications Survey Materials Current Enterprise 50 4 6 8 4
Applications

Current Enterprise Information Technology


Work Product Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Current Information Technology Effort 1 8 12 16 0
Introduction
Current Application Portfolio Current Enterprise 50 3 4 6 4
Applications
Current Data Collection Portfolio Current Enterprise 25 2 4 6 4
Data Collections
Current Information Technology Current Processor 2 10 12 24 4
Configuration
Current IS Facilities IS Organization 1 50 80 120 4
Units

Current Enterprise People Infrastructure


Work Product Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Current People Infrastructure Overview Effort 1 4 6 8 0

Current Organization Model Enterprise 20 2 3 4 4


Organizational
Units
Current Organizational Environment Effort 1 8 16 24 0
Description
Organizational Change Management Effort 1 8 16 24 0
Process Model

Enterprise Business Process Infrastructure


Work Product Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Current State Business Process Model Effort 1 30 60 90 0

Enterprise Financial Overview


Work Product Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Capital Investment Justification Effort 1 2 4 6 0
Approach
Capital Market Positioning Effort 1 9 18 27 0

Enterprise Value Model Effort 1 40 80 100 0

Enterprise Financial Position Effort 1 53 88 130 0

Enterprise People Infrastructure


Work Product Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)

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Organizational Performance Levers Effort 1 20 30 40 0


Framework

Enterprise Strategy Model


Work Product Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Enterprise Strategy Model Overview Effort 1 2 4 6 0

Enterprise Environment Profile Effort 1 40 80 100 4

Enterprise Strategy Effort 1 40 100 140 8

Strategic Measurement Framework Effort 1 30 60 90 0

Enterprise Technology Architecture


Work Product Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Enterprise Technology Architecture Effort 1 4 8 12 0
Overview
Enterprise Applications Architecture Enterprise 33 7.5 14 21 4
Applications
Enterprise Data Architecture Enterprise Subject 11 14 21 32 4
Databases
Enterprise IS Principles Enterprise IS 12 6.5 9.5 14 4
Principle
Enterprise Information Technology Enterprise 8 34 51 77 4
Architecture Processor
Configurations

Executive Strategy Interview Material


Work Product Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Executive Strategy Interview Material Executive 10 8 11 17 4
Interviews

Infrastructure Definition Data Gathering Materials


Work Product Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
IT Infrastructure Definition Session Facilitated 3 31 47 64 0
Materials Sessions

Infrastructure Migration Strategy


Work Product Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Infrastructure Migration Approach Effort 1 8 12 16 0

IS Principle Development Session Materials


Work Product Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
IS Principle Development Session IS Principle 1 80 118 177 4
Materials Development
Sessions

IS Procedure Manuals
Work Product Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
IS Procedure Design IS Procedure 1 9 17 28 8
Manuals
IS Procedures Documentation Effort 1 2 4 8 0
Reproduction Requirements

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Data Center Operations Procedures Run Unit 15 7 13 21 12

Data Security and Control Procedures Activity 80 1 2 3 4

Disaster Recovery Procedures Activity 80 1.25 2.5 3.75 8

Application Maintenance Procedures Activity 80 1 2 4 12

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Quick Reference Guide

Project Management Deliverables


Organizational Change Management Plan
Work Product Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Organizational Change Scope and Effort 1 19 25 32 0
Impact
Note: Change clarification discussions take place concurrently with chartering and planning the project.
Information gathered through these change clarification discussions should feed the development of the project
charter and workplan.
Project Assessments
Work Product Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Project Assessments Effort 1 8 12 16 0

Project Charter
Work Product Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Project Scope Effort 1 24 32 48 0

Project Organization Effort 1 12 16 20 0

Project Management Infrastructure


Work Product Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Project Control File Effort 1 4 5 6 0

Project Procedures Effort 1 4 16 20 0

Project Technology Effort 1 32 60 120 0

Project Orientation Material


Work Product Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Project Kickoff Meeting Minutes Session 6 16 24 32 0
Participants

Project Plan
Work Product Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Project Workplan Effort 1 24 32 48 0

Project Budget Effort 1 12 16 20 0

Project Status
Work Product Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Project Performance Data Work Week 26 6 10 14 0

Note: Project performance data includes review and evaluation information on project quality and project work
products completed to date. The reporting of results to date is addressed in the compilation of the project status
reports.
Value Proposition
Work Product Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)

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Project Investment Analysis Effort 1 16 36 80 4

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Task-Based Estimating Template


Project Start-Up and Preparation
Note: Once exported to Microsoft Project, you should first Recalc Duration. Next, check the resource view to
determine which resources are overallocated. Level everyone that is overallocated, with the exception of the Project
Manager. You can do this by selecting the resource(s) that are overallocated, selecting Resource Leveling from the
menu, and clicking the Level Now button. Finally, manually level the Project Manager. Keep in mind that leveling
resources will extend the schedule and result in gaps in the Gantt chart. Adjust these gaps manually to arrive at a
reasonable schedule for the start of the project.
Define Project Charter
Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Define Project Organization Effort 1 12 16 20 0

Define Project Scope Effort 1 24 32 48 0

Develop Value Proposition


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Develop Investment Analysis Effort 1 16 36 80 4

Establish Project Management Infrastructure


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Define Project Standards and Effort 1 6 20 24 0
Procedures
Obtain Necessary Hardware-Software- Effort 1 32 60 120 0
Equipment

Clarify Scope of Organizational Change


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Describe Organizational Change Effort 1 19 25 32 0

Note: Change clarification discussions take place concurrently with chartering and planning the project.
Information gathered through these change clarification discussions should feed the development of the project
charter and workplan.
Develop Project Plan
Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Develop Project Workplan Effort 1 24 32 48 0

Develop Project Budget Effort 1 12 16 20 0

Obtain Management Approval of Project Approvals 3 1 2 3 0


Charter and Plan
Note: Reflects one update of the charter and plan. Replicate this task at key points in the project, as required. For
example, allow one update every two months, or three updates over the life of a six month project.
Kick Off Project
Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)

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Brief Project Team Session 6 6 16 20 0


Participants

Monitor and Control Project


Note: This activity represents a percentage of the total project hours and is based on the duration of the project, the
number of resources, the visibility of the project, the availability of the sponsor, and the criticality of the project.
Note: Adjust the order of this activity in your workplan as you deem necessary. It is often placed at or near the end
of the project plan.
Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Control the Project Work Week 26 7 11 15 0

Note: This span task represents a percentage of the total project hours (between 10 - 13 percent). It is based on the
duration of the project, the number of resources, the visibility of the project, the availability of the sponsor, and the
criticality of the project. Adjust the estimates based on the actual duration of the project. For example, if the
project involves enhancements to a legacy system, the actual project duration may be significantly shorter than 6
months. Also review the expected number of change requests and issues, and modify those product- and task-based
estimates as needed.

Enterprise Strategy Definition


Gather Enterprise Strategy Information
Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Schedule Executive Strategy Interviews Executive 10 1 1 2 4
Interviews
Prepare Executive Strategy Interview Executive 10 1 2 3 4
Materials Interviews
Conduct Executive Strategy Interviews Executive 10 2 3 4 4
Interviews
Analyze and Document Executive Executive 10 2 3 4 4
Strategy Interviews Interviews

Develop the Enterprise Environment Profile


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Identify Products/Services and Markets Effort 1 5 10 12 0

Summarize Value Chain Information Effort 1 5 10 12 0

Identify Market Profile Effort 1 5 10 12 0

Identify Competitors Effort 1 5 10 12 0

Define Industry Trends Effort 1 5 10 12 0

Describe the Enterprise Competitive Effort 1 5 10 12 0


Position

Describe the Enterprise Strategy


Note: The number of processes given as the guideline number, is the expected total number of processes for the
Enterprise process model.
Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Describe Enterprise Mission & Goals & Goal 10 1 1.5 2 2
Objectives
Describe Enterprise Strategies Effort 1 4 6 8 0

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Describe Enterprise Critical Success Critical Success 30 0.5 1 2 2


Factors Factor
Describe Enterprise Critical Critical Assumption 5 0.5 1 2 2
Assumptions
Describe Enterprise Executive Opportunity/Proble 40 0.5 1 2 2
Opportunity/Problems m
Describe Enterprise Executive Enterprise 200 0.1 0.3 0.5 2
Information Needs Information Need
Identify Core Competencies and Effort 1 4 6 8 0
Capabilities
Assemble Enterprise Strategy Model Effort 1 20 30 40 2

Develop the Enterprise Value Model


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Describe the Enterprise Financial Effort 1 53 88 130 0
Position
Define Capital Market Positioning Effort 1 9 18 27 0

Describe the Capital Investment Effort 1 2 4 6 0


Justification Approach
Create the Enterprise Value Model Effort 1 40 80 100 0

Describe the Strategic Measurement Framework


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Describe Enterprise Measurement Effort 1 4 8 12 0
Strategy
Describe Strategic Performance Effort 1 12 24 36 0
Measures
Describe Strategic Performance Effort 1 12 24 36 0
Measurement Systems
Conduct Formal Review of Strategic Effort 1 2 4 6 0
Measurement Framework

Review and Approve Enterprise Strategy Definition Stage


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Assess Stage Results Effort 1 4 6 8 0

Develop Enterprise Strategy Model Effort 1 2 3 4 0


Overview
Assemble Enterprise Strategy Model Effort 1 20 30 40 2

Review Enterprise Strategy Model Reviewers 5 1 2 3 2

Obtain Management Approval of Approvals 3 1 2 3 0


Enterprise Strategy Model
Publish Enterprise Strategy Model Effort 1 1 2 3 0

Current People Infrastructure Description


Describe the Current Organizational Environment
Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)

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Develop Enterprise Organization Model Enterprise 20 2 3 4 0


Organizational
Units
Describe People Impact of Enterprise Effort 1 2 5 8 0
Environmental Factors
Develop Organizational Culture Effort 1 3 5 8 0
Description
Describe Human Resource Management Effort 1 3 6 8 0
Practices

Define Current Organizational Change Management Process


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Describe Organizational Change Effort 1 1 2 4 0
Clarification Activities
Describe Organizational Change Effort 1 1 2 4 0
Assessment Process Activities
Describe Organizational Change Effort 1 1 3 4 0
Planning Process
Define Human Infrastructure for Effort 1 1 3 4 0
Managing Organization Change
Describe Change Management Training Effort 1 2 3 4 0
and Education
Describe Change Management Effort 1 2 3 4 0
Evaluation Activities

Review and Approve Current People Infrastructure Stage


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Assess Stage Results Effort 1 4 6 8 0

Develop Enterprise Current People Effort 1 2 3 4 0


Infrastructure Overview
Assemble Current Enterprise People Effort 1 2 3 4 0
Infrastructure
Review Current Enterprise People Reviewers 5 1 2 3 2
Infrastructure
Obtain Approval of Current Enterprise Approvals 3 1 2 3 0
People Infrastructure
Publish Current Enterprise People Effort 1 1 2 3 0
Infrastructure

Enterprise People Infrastructure Definition


Define Organizational Performance Levers Framework
Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Describe Candidate Organizational Effort 1 12 16 24 0
Performance Levers
Describe People Principles Effort 1 2 4 8 0

Review and Approve Enterprise People Infrastructure Stage


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Assess Stage Results Effort 1 4 6 8 0

Assemble Enterprise People Effort 1 1 2 3 0


Infrastructure

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Review Enterprise People Infrastructure Reviewers 5 1 2 3 2

Obtain Approval of Enterprise People Approvals 3 1 2 3 0


Infrastructure
Publish Enterprise People Infrastructure Effort 1 1 2 3 0

Enterprise Business Process Infrastructure Description


Develop Current State Business Process Model
Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Describe Current State Mega Processes Effort 1 5 10 15 0

Describe Current State Major Processes Effort 1 5 10 15 0

Identify Enterprise Business Events Effort 1 5 10 15 0

Review and Approve Ent Business Process Infrastructure


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Assess Stage Results Effort 1 4 6 8 0

Assemble Ent Business Process Effort 1 1 2 3 0


Infrastructure
Review Ent Business Process Reviewers 5 1 2 3 2
Infrastructure
Obtain Approval of Ent Business Approvals 3 1 2 3 0
Process Infrastructure
Publish Ent Business Process Effort 1 1 2 3 0
Infrastructure

Current Information Technology Infrastructure Description


Describe Current Applications
Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Identify and Define Current Applications Current Enterprise 50 3 4 6 2
Applications
Develop Current Applications Survey Current Enterprise 50 1 2 3 2
Applications
Conduct Current Applications Survey Current Enterprise 50 3 4 5 2
Applications
Conduct Formal Review of Current Effort 1 4 8 12 0
Applications Description

Describe Current Data Collections


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Identify and Define Current Data Current Enterprise 25 1 2 3 4
Collections Data Collections
Develop Data Collection Entity Model Current Enterprise 25 1 2 3 4
Views Data Collections
Conduct Formal Review of Current Data Reviewers 5 1 2 3 2
Collections

Describe Current Information Technology


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)

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Identify and Define Current Technology Current Processor 2 10 12 24 4


Components Configuration
Describe the Current IS Facilities IS Organization 1 50 80 120 4
Units

Review/Approve Current Information Technology Description


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Assess Stage Results Effort 1 4 6 8 0

Develop Current Information Technology Effort 1 1 2 3 0


Introduction
Assemble Current Information Effort 1 1 2 3 0
Technology Description
Review Current Information Technology Effort 1 2 4 8 0
Description
Obtain Approval of Current Enterprise Effort 1 4 8 12 0
Technology Description
Publish Current Information Technology Effort 1 1 2 3 0
Description

Enterprise Information Technology Infrastructure Definition


Develop Enterprise IS Principles
Note: This estimate is for a single session. Replicate the task estimates as necessary to account for the number of
sessions planned. Ensure that the number of replications is checked against the number used in estimating at the
product level (The product-based estimating guidelines assume one session).
Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Prepare for IS Principles Development Effort 1 4 8 12 0
Session
Conduct IS Principles Development Facilitated Session 8 4 8 16 4
Session Participants
Document IS Principles Development Effort 1 4 8 12 0
Session
Verify IS Principles Development Facilitated Session 8 2 4 8 2
Session Participants

Refine Enterprise IS Principles


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Refine Application Principles Enterprise IS 12 1 2 3 2
Principle
Refine Data Principles Enterprise IS 12 1 2 3 2
Principle
Refine Technology Principles Enterprise IS 12 1 2 3 2
Principle
Conduct Formal Review of Enterprise IS Reviewers 5 1 2 3 2
Principles

Conduct IT Infrastructure Definition Data Gathering


Note: This estimate is for a single session. Replicate the task estimates as necessary to account for the number of
sessions planned. Ensure that the number of replications is checked against the number used in estimating at the
product level.
Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Plan IT Infrastructure Definition Effort 1 8 12 16 0
Sessions

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Prepare for IT Infrastructure Definition Effort 1 8 12 16 0


Sessions
Conduct IT Infrastructure Definition Facilitated Session 8 8 12 16 2
Sessions Participants
Analyze/Document IT Infrastructure Facilitated 3 2 3 4 0
Definition Sessions Sessions
Verify IT Infrastructure Definition Facilitated Session 8 0.5 1 2 1
Sessions Participants

Define Data Architecture


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Refine Enterprise Information Needs Enterprise 200 0.1 0.3 0.5 2
Information Need
Refine Enterprise Entities & Entity Type 60 1 2 3 2
Relationships
Define Candidate Subject Databases Enterprise Subject 11 3 6 9 2
Databases
Develop Data Distribution Scenarios Locations 4 6 12 18 2

Define Data Ownership and Enterprise Subject 11 2 3 4 1


Management Approach Databases
Identify Data Architecture Requirements Enterprise Subject 11 4 6 8 1
Databases
Conduct Formal Review of Data Reviewers 5 1 2 3 2
Architecture

Define Applications Architecture


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Describe Candidate Applications Enterprise 33 4 8 12 0
Applications
Identify Application Development Application 6 8 12 16 2
Alternatives Development
Alternatives
Identify Application Templates Effort 1 8 16 24 0

Identify Alternative Application Application 6 5 10 15 2


Technology Configurations Development
Alternatives
Assess Applications Architecture Application 6 5 10 15 2
Alternatives Development
Alternatives
Conduct Formal Review of Application Reviewers 5 1 2 3 2
Architecture

Define Technology Architecture


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Develop the Statement of Technology Effort 1 8 12 16 2
Trends & Best Practices
Identify Technology Enablers Effort 1 8 12 16 0

Develop the Technology Architecture Enterprise 8 8 12 16 2


Requirements Processor
Configurations
Develop Platform Topology Models and Enterprise 8 8 12 16 4
Standards Processor
Configurations
Develop Data Technology Infrastructure Effort 1 5 10 15 2
Models and Standards

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Develop Models and Standards for Enterprise 33 0.5 1 1.5 2


Application Support Applications
Develop Network-based Services Effort 1 9 16 27 4
Support Models & Standards
Develop Models and Standards for Effort 1 8 12 16 2
Multimedia Support
Develop the Network Models and Locations 4 6 12 18 4
Standards
Develop Models and Standards for Effort 1 8 12 16 4
Security
Develop Models & Standards for System Enterprise 8 1 1.5 2 2
Mgt & Administration Processor
Configurations
Define IS Facilities Enterprise 8 1 2 3 2
Processor
Configurations
Prepare Technology Architecture Effort 1 8 12 16 4
Assessment
Conduct Formal Review of Information Reviewers 5 1 2 3 2
Technology Architecture

Review/Approve Technology Infrastructure Definition Stage


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Assess Stage Results Effort 1 4 6 8 0

Develop Enterprise Technology Effort 1 2 3 4 0


Architecture Overview
Assemble Enterprise Technology Effort 1 1 2 3 0
Architecture
Review Enterprise Technology Effort 1 2 4 8 0
Architecture
Obtain Approval of Enterprise Effort 1 4 8 12 0
Technology Architecture
Publish Enterprise Technology Effort 1 1 2 3 0
Architecture

Infrastructure Migration Planning


Develop Infrastructure Migration Approach
Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Identify Infrastructure Migration Phases Infrastructure 5 2 3 4 2
Migration Phases
Estimate Infrastructure Migration Infrastructure 5 4 8 10 2
Resources Migration Phases
Assess Impact on the Organization Effort 1 4 8 12 0

Develop Infrastructure Migration Effort 1 4 8 12 0


Strategies

IS Procedures Development
Design IS Procedures
Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Design IS Procedure Manuals IS Manuals 4 2 4 8 2

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Conduct Formal Review of the IS Reviewers 5 1 2 3 4


Procedure Design

Prepare for IS Procedures Development


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Determine IS Documentation IS Manuals 4 1 2 3 2
Reproduction Requirements

Develop Data Center Operations Procedures


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Develop Data Center Operations Manual Processor 2 2 4 8 4
Overview Configuration
Develop Computer Room Procedures Run Unit 15 0.5 1 2 4

Develop Communication Network Processor 2 4 8 12 4


Operating Procedures Configuration
Develop Application Run Unit Run Unit 15 1 2 4 4
Procedures
Develop Data Entry Procedures Form 10 4 8 12 4

Develop Data Control Procedures Run Unit 15 1 2 4 4

Develop Output Distribution Procedures Report 20 0.5 1 1 4

Assemble Data Center Operations Effort 1 1 2 4 0


Procedures
Conduct Review of Data Center Reviewers 5 1 2 3 4
Operations Procedure Manual

Develop Data Security & Control Procedures


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Develop Data Security & Control Manual Effort 1 4 8 12 0
Overview
Develop Data Security & Control Activities per Major 120 0.5 1 2 4
Procedures Process
Assemble Data Security & Control Activities per Major 120 0.5 1 2 4
Procedures Process
Conduct Review of Data Security and Reviewers 5 1 2 3 4
Control Procedure Manual

Develop Disaster Recovery Procedures


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Develop Disaster Recovery Manual Effort 1 4 8 12 0
Overview
Develop Disaster Recovery Procedures Activities per Major 120 1 2 3 4
Process
Assemble Disaster Recovery Effort 1 1 2 3 4
Procedures
Conduct Review of the Disaster Reviewers 5 1 2 3 4
Recovery Procedure Manual

Develop Application Maintenance Procedures


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Develop Application Maintenance Effort 1 4 8 12 0
Manual Overview

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Develop Application Maintenance Activities per Major 120 0.5 1 2 4


Procedures Process
Assemble Application Maintenance Activities per Major 120 0.5 1 2 4
Procedures Process
Conduct Review of Application Reviewers 5 1 2 3 4
Maintenance Procedure Manual

Review and Approve IS Procedures Development Stage


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Assess Stage Results Effort 1 4 6 8 0

Review the IS Procedure Manuals Project Team 5 1 2 3 2


Member
Obtain Management Approval of IS Effort 1 1 2 3 2
Procedures Dev Stage
Publish the IS Procedure Manuals Effort 1 1 2 3 0

Project Review and Assessment


Review Project Performance
Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Evaluate Methodology and Tool Use Effort 1 4 8 12 0

Develop Knowledge Transfer and Future Effort 1 8 16 24 0


Improvements
Conduct Individual Performance Project Team 5 1 1 2 4
Reviews Member
Evaluate Project Performance Effort 1 8 16 24 0

Close Down Project


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Close Project and Control File Effort 1 4 8 12 0

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Risk Questionnaire

Project Definition
Business Knowledge of Project team members who are highly knowledgeable about o Low
Project Team or experienced in the business area:
• All o Medium
• Half o High
• None
Project Deliverables The project deliverables are: o Low
• Well-defined
• Defined, but at a high-level o Medium
• Vague o High
Project Scope The project scope is: o Low
• Well-defined
• Defined, but at a high-level o Medium
• Vague o High

Project Management Structure


Scope Management The scope management procedures for the project are: o Low
Procedures • Well-defined and accepted
• Established but unclear o Medium
• Nonexistent o High
Knowledge Coordination The knowledge coordination procedures for this project are: o Low
Procedures • Well-defined and accepted
• Established but unclear o Medium
• Nonexistent o High
Methodology Use The methodology and other standards to be used on the o Low
project:
• Use of a common, formal methodology o Medium
• Use of informal practices and standards o High
• No methodology
Methodology Experience The experience of the organization with the methodology: o Low
• Full life cycle experience with the methodology
• Single phase or partial life cycle experience with the o Medium
methodology o High
• This is the first project to use the methodology
Quality Management The quality management procedures for the project are: o Low
Procedures • Well-defined and accepted
• Established but unclear o Medium
• Nonexistent o High

Project Size
Calendar Time The estimated calendar time for project completion: o Low
• 4 months or less
• 5 -12 months o Medium
• Over 12 months o High
Organizations to Coordinate The number of user organizations involved with the project: o Low
• 1

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• 2 to 4 o Medium
• Over 4
o High
Hours of Effort The total estimated hours of effort for the project: o Low
• 5,000 or less
• 5,001-20,000 o Medium
• Over 20,000 o High
Project Team Size The estimated project team size, at its peak: o Low
• 4 or fewer members
• 5-7 members o Medium
• Over 15 members o High

Project Technology
Availability of Development The development technology (e.g. CASE tools, PCs) must be o Low
Technology sufficient for each team member's needs:
• Software and hardware is already available for team o Medium
members o High
• The software and hardware is not yet available
• Providing sufficient software and hardware is not planned
for in detail
Skills with Development All team members have formal knowledge of the technology o Low
Technology they will use, and there is sufficient practical experience:
• All team members have practical experience of the o Medium
technology they will be using o High
• There is experience in each technology, but some team
members have no training
• There are some technologies in which no team member
has practical experience

Sponsorship and Commitment


Commitment of User The general attitude of management: o Low
Management • Understands value of and supports the project
• Are somewhat reluctant o Medium
• Are very skeptical or resistant o High
Commitment of User The general attitude of the organizations: o Low
Organizations • Understand value of and supports the project
• Is somewhat reluctant o Medium
• Is very skeptical or resistant o High
Project Sponsorship The project sponsor is: o Low
• Identified, enthusiastic, and strong user influence
• Identified but passive o Medium
• Unknown o High
Number of Project Sponsors The project has: o Low
• One project sponsor
• Two project sponsors o Medium
• More than two project sponsors o High
Project Scope is within The project scope is: o Low
Project Sponsor's Span-of- • Completely within the project sponsor's direct span-of-
control o Medium
Control • Partially outside the project sponsor's direct span-of- o High
control
• Outside the project sponsor's direct span-of-control

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Staffing
Full-time Project Manager The project manager manages this project: o Low
• On a full-time basis
• Full-time, plus minor responsibilities elsewhere o Medium
• Part-time, responsible for two or more projects o High
Full-time Project Team The project team is: o Low
• Assigned to project full-time
• At least half the team is assigned full-time o Medium
• Less than half the team is assigned full-time o High
Project Manager Experience The project manager experience level: o Low
• 3 or more prior projects of similar scope
• 1 or 2 prior projects of similar scope o Medium
• No prior projects of similar scope o High
Team Location The physical location of the team: o Low
• Team is located together
• Most of the team is located together o Medium
• Team is located at several sites o High
Experience as a Team The experience of team members as a team: o Low
• All have worked together before
• Some have worked together before o Medium
• Team members are strangers o High

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Improvement Portfolio Development

Performance Measurement
Quick Reference Guide
Ernst & Young Navigator Systems Series(R) 3-1
Quick Reference Guide

Improvement Portfolio
Development

During the Improvement Portfolio Development phase, provide a framework of what to do to align
the enterprise resources with the enterprise strategy. Assess the enterprise strategy in the context of
the key internal and external performance drivers of the enterprise business environment. The
strategy assessment provides an understanding of the pressures facing the enterprise and its ability to
react and influence those factors. The assessment identifies those value drivers with the greatest
strategic impact, and identifies strategically relevant processes. The evaluation of the strategy and its
execution provides an understanding of the strategic measurement framework, provides a
determination of the strategic alignment of current initiatives, and examines the enterprise's change
implementation history.
Evaluate the strategically relevant processes and the enterprise infrastructure. The major process
assessment provides an understanding of the process performance drivers and identifies the
effectiveness and efficiency of the processes. The infrastructure assessment performed during the
Infrastructure Definition phase looks at the people, technology, and facilities components of the
enterprise and their alignment with the strategy, and provides an understanding of the enterprise's
resources and ability to control those resources.
Business and performance issues, identified from the assessment of strategy, processes, and
infrastructure, are the basis for the development of value propositions-specific, quantified, identified
opportunities to improve business results. Determine the specific pace and degree of change to set the
framework for value propositions needed to align the enterprise with its strategic direction.
Summarize these value propositions into an Improvement Portfolio, which provides the structure for
managing and implementing the value propositions.

This phase has the following objectives:


• Assess the alignment of an enterprise's strategy, processes, infrastructure, and existing
initiatives
• Conduct a Comprehensive Assessment
• Develop an Improvement Portfolio comprising value propositions mapped to the
improvement matrix

This phase has the following characteristics:


• Current business processes will be assessed
• Current infrastructure support will be assessed
• Enterprise strategy will be confirmed
• Improvement portfolio management infrastructure will be established

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• Infrastructure Definition has been completed


• Initial business case will be developed
• Strategic, process, and infrastructure issues will be identified
• Value propositions will be developed

This phase has the following stages:


• Project Start-Up and Preparation
• Enterprise Strategy Assessment
• Major Process and Infrastructure Alignment
• Value Proposition Identification
• Initial Business Case Development
• Improvement Portfolio Management
• Project Review and Assessment

Figure 3-1 Dependency of Stages in Improvement Portfolio Development

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Project Start-Up and Preparation


During this stage, establish the foundation for the project by developing the project charter and
project plan and receiving management approval for them. The project charter serves as a formal
agreement between the project team (as represented by the project manager) and the user community
(as represented by the project sponsor). It establishes, on a general level, the project's direction. The
project plan is a more detailed account of the work that will be done, the budget and other resources
that will be used to accomplish this work, and the management practices that will be followed to
control it. The project charter includes a summary of the various portions of the project plan. The
project charter and project plan should be developed in parallel.

Deliverables
• Organizational Change Management Plan
• Project Charter
• Value Proposition
• Project Management Infrastructure
• Project Orientation Material
• Project Plan
• Project Status

Define
Project
Charter

Develop Kick-off
Value Project
Proposition

Establish
Project
Management
Infrastructure

Clarify Scope
of
Organizational
Change

Develop
Project
Plan

Monitor and Control Project

PM507

Figure 3-2 Dependency of Activities in Project Start-Up and Preparation

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Enterprise Strategy Assessment


During this stage, assess the enterprise's business environment, strategy, and the link between
strategy and execution. This stage provides an understanding of the pressures facing the enterprise
and its ability to react to and influence these factors, and identifies those value drivers with the
greatest strategic impact. It identifies strategically relevant processes and provides an understanding
of the strategic measurement framework. It also determines the strategic alignment of current
initiatives, examines the enterprise change implementation history, and identifies the strategic
performance issues.

Deliverables
• Enterprise Strategy Assessment

Figure 3-3 Dependency of Activities in Enterprise Strategy Assessment

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Major Process and Infrastructure Alignment


During the Process and Infrastructure Alignment stage, assess the strategically relevant processes
previously identified and the supporting infrastructure of the enterprise. With the major process
assessment, develop an understanding of the major process performance drivers and identify the
effectiveness and efficiency of the processes. Perform a high-level analysis for costs and profitability,
facilities and utilization, people infrastructure, and information systems and technology to assess their
alignment with the enterprise strategy and to understand the enterprise's resources and its ability to
control those resources.
From these components, identify performance issues and perform a SWOT analysis to provide the
basis for further development of value propositions. Document short-term improvement opportunities
that will bring quick-hit benefits to the enterprise.

Deliverables
• Major Process and Infrastructure Alignment

Figure 3-4 Dependency of Activities in Major Process and Infrastructure Alignment

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Value Proposition Identification


During this stage, identify value propositions based on the performance issues identified in previous
work. Analyze these issues using benchmarking and leading practice and performance gap analysis
techniques. Upon completion of the benchmarking and leading practices and gap analysis, identify
improvement opportunities, develop key questions, and assemble data packages to assist in answering
them. Assemble all of these components and refer to them as value propositions. Then, use these
value propositions in developing the business case to determine the best opportunities for the
enterprise.

Deliverables
• Value Propositions

Figure 3-5 Dependency of Activities in Value Proposition Identification

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Initial Business Case Development


Use the Initial Business Case development stage to review the value to the enterprise provided by the
value propositions. During this stage, consolidate the current initiatives with new value propositions,
perform high-level cost/benefit and risk/return analyses for each value proposition, and then map
value propositions to an improvement matrix. Assess enterprise change readiness using
Organizational Change Management tools. And finally, prioritize the value propositions using the
information developed during this stage.

Deliverables
• Initial Business Case

Figure 3-6 Dependency of Activities in Initial Business Case Development

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Performance Measurement

Improvement Portfolio Management


During this stage, assemble an improvement portfolio, establish a portfolio management
infrastructure, and plan to build commitment to the portfolio. Expand key prioritized value
propositions with more supporting detail to develop the improvement portfolio. Mobilize portfolio
management team and develop a transition strategy for the improvement portfolio. Evaluate the
executive commitment to the improvement portfolio, and where necessary, develop plans to gain
commitment. Finally, develop a communication strategy to ensure effective communication to the
enterprise of the proposed value propositions and their objectives.

Deliverables
• Improvement Portfolio

Figure 3-7 Dependency of Activities in Improvement Portfolio Management

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Project Review and Assessment


During this stage, review the project from various perspectives to determine what was effective and
what could be improved in future project efforts. Review the project deliverables and the project
control file. Organize them for hand-off to subsequent projects where they will be used to define
project baselines. Assess the performance of the project team. Obtain the approval of the project
sponsor and conclude the project.

Deliverables
• Project Assessments
• Project Management Infrastructure

Review Project Close Down


Performance Project

PM515

Figure 3-8 Dependency of Activities in Project Review and Assessment

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Phase Workplan, Techniques, and Technique Fragment


Steps
Project Start-Up and Preparation
Define Project Charter
Define Project Organization
Defining a Management and Control Structure
• Define the management and control structure
• Formalize the management roles and responsibilities
• Identify the participating managers and liaison personnel
• Define the management reporting requirements
• Secure approval of the management and control structure
Defining the Project Organization
• Determine the project roles
• Determine the staffing requirements
• Map the roles to the resources
• Develop the team organization chart
Developing a Staffing Plan
• Convert staffing requirements
• Consult your staffing coordinator
• Review available candidates
• Arrange consultant services
• Assemble the staffing plan
Responsible: Project Manager
Participant: Project Manager
Define Project Scope
Defining Project Goals and Objectives
• Confirm business goals, objectives, and opportunities/problems
• Define or confirm project objectives
• Define or confirm project goals
• Document assumptions and benefits
Selecting a Route Map
• Review project objectives and route map profile phase objectives
• Select the route map profile phase
• Document the project phase and approach
• Document any assumptions or risks
Defining Project Scope
• Establish the deliverable scope
• Establish the logical scope
• Establish the organizational scope
• Establish the financial scope
• Establish the temporal scope
• Document assumptions regarding scope
Identifying Related Projects
• Identify any related projects
• Review related project information
• Document related projects on a diagram
Evaluating Project Risk
• Identify the project-related risks
• Assign a risk level to each risk factor
• Identify the risk management strategies
• Document assumptions
• Identify any contingent actions
Defining Project Assumptions
• Document project assumptions

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• Communicate assumptions with appropriate project management


Responsible: Project Manager
Participant: Project Manager
Information Source: Project Sponsor

Develop Value Proposition


Develop Investment Analysis
Developing an Investment Analysis
• Review the company's financial analysis standards
• Identify the benefits
• Identify the costs
• Identify the alternative investment scenarios for a value sensitivity analysis
• Develop the cash flow schedule
• Calculate the economic performance indicators
• Document any assumptions
• Conduct a sensitivity analysis
• Assemble the investment analysis in a value proposition statement
Responsible: Project Manager
Participant: Valuation and Financial Analyst

Establish Project Management Infrastructure


Define Project Standards and Procedures
Developing Issue Management Procedures
• Develop the issue management procedures
• Create an issue worksheet
• Create the issue log
• Create an issue storage mechanism
Developing Scope Management Procedures
• Establish guidelines and standards for change requests
• Establish the change request evaluation procedures
• Create a change request worksheet
• Create a change request log
• Define how to administer scope updates and change requests
• Define the change request reporting requirements
• Create a change request storage mechanism
Developing a Quality Management Plan
• Establish deliverable completeness and correctness criteria
• Document requirements for metric gathering and analysis tasks
• Appoint a process quality advisor
• Document process review task and schedule requirements
• Document product review task and schedule requirements
Developing a Risk Management Plan
• Develop the risk management plan
• Document risk management review requirements
Developing Knowledge Coordination Procedures
• Document software toolset use for KBO capture
• Document knowledge base object (KBO) naming conventions
• Define the knowledge base views
• Define the control structures
• Define the encyclopedia and model management procedures
Developing Reporting Standards and Procedures
• Define reporting information needs
• Document the reporting cycles and formats
• Communicate reporting standards to the project team
Developing Actuals Capture Procedures
• Select the information or the measures you wish to collect
• Establish the collection frequency
• Establish the mode of collection for the information
• Document and communicate actuals capture procedures
Creating the Project Control File
• Establish the workpaper filing system
• Create the electronic project control file

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Creating the Contact Directory


• Decide what information you would like to maintain in the contact directory
• Define a collection method for the information
• Distribute and communicate the contact directory
Responsible: Project Manager
Participant: Knowledge Base Coordinator
Participant: Project Manager
Obtain Necessary Hardware-Software-Equipment
Assessing Project Technology Support
• Determine the technology-related needs for the project
• Assess the current technology infrastructure in meeting the project needs
Developing a Project Technology Plan
• Document the current technology that will support the project needs
• Document the hardware that must be obtained
• Document the software that must be obtained
• Document any additional office equipment that must be obtained
Installing Project Hardware
• Obtain the additional hardware needed to meet the project needs
• Install the hardware
Installing Project Software
• Obtain the additional software needed to meet the project needs
• Install the software
Installing Project Office Equipment
• Obtain the additional office equipment needed to meet the project needs
• Schedule the installation of the office equipment
Responsible: Technology Support
Participant: Technology Support

Clarify Scope of Organizational Change


Describe Organizational Change
Describing the Scope and Impact of the Change Initiative
• Identify the expected outcomes of this project
• Identify the key components of the change initiative that are essential for successful implementation
• Identify constraints relevant to this project
• Identify the primary reason driving the decision to change
• Identify why this project is important
• Identify the sponsors and key change leaders that will authorize the changes
• Identify the primary stakeholders affected by the change initiative
• Identify the expectations of change initiative
Developing a Stakeholder Map
• Identify the key roles in the change process
• Prepare a stakeholder map for each major process area
• Summarize the essential people and relationships
• Confirm the Stakeholder Map with the executive sponsor
Developing Change Leadership
• Segment the stakeholder groups affected by the change
• Identify sponsors of the change initiative
• Identify Change Leaders and create a Change Leadership Map
Developing Sponsor Alignment Strategies
• Assess the level of sponsor awareness and understanding of the change initiative
• Schedule a series of executive briefings to develop sponsor awareness and alignment with change objectives
• Organize the executive briefing materials for the sponsor awareness and alignment sessions
• Conduct the sponsor awareness and alignment sessions
• Document the results of the sponsor awareness and alignment sessions
Responsible: Organizational Change Management (OCM) Analyst
Participant: Organizational Change Management (OCM) Analyst
Approval: Project Manager

Develop Project Plan


Develop Project Workplan
Deriving a Workplan Task List

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• Review the project charter


• Document assumptions
• Identify the project stages, activities, and tasks
• Refine the deliverable-to-workplan task mapping
• Refine the project workplan tasks
Developing a Task Dependency Network
• Define the task dependency links
• Incorporate iteration
• Add partitioning and task splitting
Estimating the Task-Based Effort
• Determine the estimating strategy
• Document the estimating assumptions
• Identify the estimating elements for the project
• Refine the element numbers used for task-based estimating
• Select the guideline hours for each task
• Identify tasks to be replicated
• Calculate the task-based estimate
• Adjust the selected guideline hours
• Document the task-based estimate
Assigning Resources to Roles and Tasks
• Assign resources to roles and tasks
Documenting External Milestones
• Document external milestones
Scheduling a Task-level Workplan
• Adjust the workplan to meet schedule requirements
• Apply the resource constraints
• Apply the external milestones
• Schedule and resource level the project
Determining Internal Milestones
• Derive the internal milestones
Responsible: Project Manager
Participant: Project Manager
Develop Project Budget
Developing a Budget
• Document the estimating assumptions
• Determine project applicable budget cost categories
• Determine additional costs
• Determine the labor cost target
• Determine direct vs. indirect and fixed vs. variable cost considerations
• Determine the labor cost estimate
• Estimate the travel and living costs
• Determine training requirements
• Determine training frequency
• Determine training sources
• Determine training logistics
• Estimate the training cost
• Determine team facility requirements
• Determine team resource requirements
• Determine solution requirements
• Estimate technology-related costs
• Estimate people-related costs
• Estimate process-related costs
• Determine the project support costs
• Summarize the costs for the budget
Responsible: Project Sponsor
Participant: Project Manager
Approval: Project Sponsor
Obtain Management Approval of Project Charter and Plan
Obtaining Management Approval of the Charter and Plan
• Confirm the review participants
• Schedule the review

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3-14 Ernst & Young Navigator Systems Series(R)
Performance Measurement

• Conduct the review


• Obtain management approval
• Follow up on issues
Responsible: Project Manager
Participant: Executive Sponsor
Participant: Project Manager
Participant: Project Sponsor
Approval: Executive Sponsor
Approval: Project Sponsor

Kick Off Project


Brief Project Team
Developing Briefing Materials
• Prepare the briefing materials
Conducting Project Team Training
• Plan training
• Prepare training
• Conduct training
• Review project issues
Scheduling a Project Kick-off Meeting
• Schedule the team briefing session
Conducting the Project Kick-off Meeting
• Conduct the team briefing session
Responsible: Project Manager
Participant: Executive Sponsor
Participant: Project Sponsor
Participant: Trainer

Monitor and Control Project


Control the Project
Evaluating Progress
• Assess the Estimate at Completion
• Calculate schedule, deliverable, and budget variances
• Calculate progress-to-date cumulations
• Take corrective action
Conducting Periodic Reviews
• Select review participants
• Prepare for the review
• Conduct the review
• Develop an action item list if necessary
Managing Issues
• Log the issues
• Update the project issue log
• Screen the issues
• Evaluate the issues to identify resolution alternatives
• Approve the preferred resolution for the issue
• Assign responsibility for taking action on the issue
• Close the issue
Managing Change Requests
• Log the change request
• Approve, reject, or defer investigation
• Assign an investigator for accepted change requests
• Assess the impact of the requested change
• Document an overall change assessment and recommendation
• Close the change request
Monitoring Risk
• Monitor risks
• Review the risk management plan
• Update the risk management plan
• Obtain approval of the updated risk management plan
Reporting and Approving Status
• Prepare status reports

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Ernst & Young Navigator Systems Series(R) 3-15
Quick Reference Guide

• Summarize key issues, changes, and variances


• Brief the sponsor on status
• Review progress with the management and control structure
• Resolve issues, change requests, and variances
• Obtain agreement on and approval of the current status
Responsible: Project Manager
Participant: Project Manager
Participant: Team Member

Enterprise Strategy Assessment


Assess Business Environment Performance Drivers
Assess External & Industry & Competitive Performance Drivers
Assessing External Environment Performance Drivers
• Identify the key environmental factors or events affecting the enterprise
• Document external environment opportunities and threats
• Determine if the enterprise is able to take advantage of environmental opportunities and threats
Assessing Industry Performance Drivers
• Assess industry key strategies and operating philosophies
• Assess the overall industry structure
• Assess the industry trends
• Summarize the industry performance drivers assessment
Evaluating Competitive Position
• Review the enterprise's competitors
• Determine the importance of the identified industry to each competitor
• Summarize any significant actions recently taken by competitors
• Rank the enterprise against its competitors
• Determine the amount of influence the enterprise has over its competitors
• Determine the key factors for competitive success
Evaluating Value Chain Impact
• Assess the industry value chain
• Analyze the enterprise value chain position
• Assess the logistics strategy
• Assess the performance within the value chain
Responsible: Industry Specialist
Participant: Industry Specialist
Participant: Strategy Analyst
Assess Products/Services & Markets Performance Drivers
Assessing Enterprise Identification of Market Opportunities
• Assess the market opportunities
• Segment markets served by identified products and services
• Review sales volume trends
• Assess price and cost trends
• Assess product, technology, and manufacturing trends
• Assess new product development trends
• Identify opportunities to scale back or increase the level of product and service offerings
Assessing Strategic Alignment of Products, Services and Markets
• Describe the fit between the strategy and the current product and service profile
• Evaluate the fit between the strategy and the markets served
• Evaluate the marketing strategy
• Evaluate the level of service provided to external customers
• Summarize the product and service alignment
Responsible: Strategy Analyst
Participant: Industry Specialist
Participant: Strategy Analyst
Evaluate Enterprise Stakeholders
Assessing Stakeholder Needs and Requirements
• Identify enterprise stakeholders
• Determine if the enterprise has a formal approach for identifying customer needs and expectations
• Verify stakeholder needs and requirements
• Forecast changes in stakeholder needs and requirements
• Prioritize stakeholder needs and requirements

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3-16 Ernst & Young Navigator Systems Series(R)
Performance Measurement

Assessing Stakeholder Relationships to the Enterprise


• Assess stakeholder perceptions of the enterprise
• Assess the linkage between the strategy and external customer requirements
• Assess the linkage between strategy and other stakeholder needs
• Assess the communications with stakeholders
Developing Enterprise Stakeholder Change Leadership Map
• Identify stakeholder groups
• Identify Change Leaders and create a Change Leadership Map
• Review the Change Leadership Map with the executive sponsor
Responsible: Strategy Analyst
Participant: Industry Specialist
Participant: Organizational Change Management (OCM) Analyst
Participant: Strategy Analyst
Assess Enterprise Financial Position Performance Drivers
Assessing Current Enterprise Financials
• Assess the enterprise financial trends
• Assess the industry financial trends
• Identify the financial performance gaps
• Assess the financial benchmarks
• Assess the financial ratios
Assessing Cash Management Strategies
• Assess cash management strategies
Assessing Tax Strategies
• Assess tax strategies
Assessing Real Estate Assets
• Review the existing plant and facilities
• Determine if the existing plant and facilities require future capital
• Assess real estate assets
Assessing Executive Benefits and Incentive Compensation
• Assess executive benefits and incentive compensation
Assessing Pending Litigation
• Assess current litigation profile
• Assess financial impact related to litigation
Assessing Financial Value and Financial Value Drivers
• Assess the enterprise value model and implications for the value creation process
• Determine the financial value drivers
Assessing Capital Investment Justification Approach
• Assess management's plans and budgeting manual
• Assess the capital investment justification approach
Assessing Alignment of Financial and Competitive Strategies
• Assess alignment of financial and competitive strategies
• Assess the enterprise's financial risk
Assessing Capital Structure and Capital Market Positioning
• Assess the capital structure
• Assess the capital market positioning
Responsible: Valuation and Financial Analyst
Participant: Industry Specialist
Participant: Organizational Alignment (OA) Analyst
Participant: Strategy Analyst
Participant: Valuation and Financial Analyst
Conduct Formal Review of Business Environment Drivers
Confirming Work Products
• Review the issue log
• Schedule the review
• Conduct the review
• Follow up on the review
Responsible: Project Manager
Participant: Project Manager
Participant: Project Sponsor
Participant: Work Product Reviewer

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Ernst & Young Navigator Systems Series(R) 3-17
Quick Reference Guide

Evaluate Enterprise Strategy


Assess Strategic Development and Management Process
Assessing Strategic Development and Management Process
• Assess key activities within the process
• Assess the key inputs
• Assess outputs and milestones
• Assess the strategic development process stakeholders
• Determine if initiatives to implement strategy are planned
• Assess the deployment of resources
• Assess key analytical techniques and tools used
• Summarize opportunities and problems with the overall process
Responsible: Strategy Analyst
Participant: Strategy Analyst
Assess Enterprise Goals and Objectives
Assessing Enterprise Goals and Objectives
• Synthesize the goals and objectives
• Assess methods used to establish goals
• Assess the linkage between goals and strategies
• Assess the balance of goals
• Compare the goals with industry norms
Responsible: Strategy Analyst
Participant: Strategy Analyst
Assess Critical Success Factors and Assumptions
Assessing Critical Success Factors and Assumptions
• Assess the assumptions used
• Synthesize the critical success factors
• Refine the critical success factor associations
• Assess the timing of actions associated with the critical success factors
• Compare the enterprise critical success factors with industry norms
• Allocate initial priorities to the critical success factors
• Document the critical success factor analysis issues and actions
Responsible: Strategy Analyst
Participant: Industry Specialist
Participant: Strategy Analyst
Assess Core Competencies and Capabilities
Assessing Core Competencies and Capabilities
• Determine the time spent on competence building
• Determine the enterprise competitiveness
• Determine how core competence is perceived
• Assess the impact of core competencies
• Assess the capabilities of the enterprise
• Evaluate linkages between core competencies and capabilities and products/services and markets
Responsible: Strategy Analyst
Participant: Industry Specialist
Participant: Strategy Analyst
Assess Process Strategic Alignment
Assessing Process Strategic Alignment
• Analyze the process strategic link
• Identify any facets of a process that are inhibitors of enterprise strategy
• Assess the importance of mega and major processes to the long-term success of the enterprise
• Analyze the process problems
Developing Target Process List
• Review the strategic alignment of processes
• Develop the process targeting criteria
• Identify processes to be analyzed in more detail
• Document the target process list
Responsible: Business Analyst
Participant: Business Analyst
Participant: Industry Specialist
Participant: Strategy Analyst
Conduct Formal Review of Enterprise Strategy Assessment

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3-18 Ernst & Young Navigator Systems Series(R)
Performance Measurement

Confirming Work Products


• Review the issue log
• Schedule the review
• Conduct the review
• Follow up on the review
Responsible: Project Manager
Participant: Project Manager
Participant: Project Sponsor
Participant: Work Product Reviewer

Assess Strategy and Execution


Assess Strategic Performance Measurement
Assessing Strategic Performance Measures
• Assess what strategic performance measures the enterprise uses
• Assess the methods used to establish performance measures
• Assess the linkages of measures
Assessing Alignment of Strategic Performance Measurement
• Review the responsibilities and accountabilities in implementing the strategy
• Map performance measures to organization functions
• Determine the vertical consistency of measures between levels
• Assess the emphasis placed on measurement in the enterprise
Assessing Performance Measurement System Flexibility
• Analyze the executive information needs
• Review the format and frequency of use of the key performance measures
• Determine whether there is a process of reviewing measures for applicability
• Assess the current methods used to capture measurement information
Identifying Performance Measurement Gaps
• Determine how the enterprise monitors its performance
• Link enterprise measures with enterprise results
• Identify opportunities for uses of measurement in the enterprise
Responsible: Strategy Analyst
Participant: Industry Specialist
Participant: Strategy Analyst
Evaluate Existing Enterprise Initiatives
Validating Enterprise Prioritization Criteria
• Determine the prioritization criteria currently used by the enterprise
• Identify inadequacies in the existing prioritization criteria
• Update prioritization criteria
Evaluating Existing Enterprise Initiatives
• Identify existing enterprise initiatives
• Identify the processes affected by the initiatives
• Determine the strategic relevance of each initiative
• Determine the alignment between initiatives
• Evaluate the time-based performance of each initiative
• Assess the costs and benefits of each initiative
• Evaluate the current status and results of each initiative
• Assess the current project management practices at the enterprise
• Summarize the existing initiatives evaluation
Responsible: Business Process Innovation Advisor
Participant: Business Analyst
Participant: Strategy Analyst
Participant: Valuation and Financial Analyst
Assess Strategy Implementation History
Assessing Strategy Implementation History
• Identify the strategy that will be evaluated
• Ask participants to the assess implementation history
• Document the results at a high level
• Conduct a debriefing session on the results
Responsible: Strategy Analyst
Participant: Organizational Change Management (OCM) Analyst
Participant: Strategy Analyst
Conduct Formal Review of Strategy and Execution

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Ernst & Young Navigator Systems Series(R) 3-19
Quick Reference Guide

Confirming Work Products


• Review the issue log
• Schedule the review
• Conduct the review
• Follow up on the review
Responsible: Project Manager
Participant: Project Manager
Participant: Project Sponsor
Participant: Work Product Reviewer

Develop Enterprise Strategic Issues


Perform SWOT Analysis
Performing SWOT Analysis
• Determine the level of SWOT Analysis
• Identify the strengths and weaknesses
• Analyze the strategy against the strengths and weaknesses
• Map the environmental influences to strengths and weaknesses
• Identify the opportunities and threats
• Identify the costs associated with threats or loss of opportunities
• Allocate initial priorities to opportunities and threats
• Summarize the SWOT Analysis
Responsible: Project Manager
Participant: Industry Specialist
Participant: Strategy Analyst
Determine Strategic Issues
Determining Strategic Issues
• Identify the issues resulting from the SWOT analysis
• Define the issues
• Summarize the issues
Responsible: Strategy Analyst
Participant: Industry Specialist
Participant: Strategy Analyst
Identify Short-term Improvement Opportunities
Identifying Short-term Improvement Opportunities
• Identify short-term improvements
• Define short-term improvement projects
• Estimate the short-term improvement costs
• Prioritize the short-term improvement projects
• Discuss the advantages of the short-term improvements
Creating a Short-term Improvements Implementation Plan
• Draft the short-term improvement implementation timeline
• Develop the short-term improvement project implementation plan
• Develop the short-term improvement project charter
Securing Sponsorship for Short-term Improvements
• Review identified short-term improvements
• Identify the sponsors and change leaders pivotal to the success of the short-term improvement project
• Provide education on change leadership
• Develop the sponsor partnership
• Develop the change leadership process for short-term improvements
• Develop a plan for monitoring the effectiveness of change leaders
• Document sign-off on short-term improvement opportunities
Responsible: Project Manager
Participant: Business Analyst
Participant: Industry Specialist
Participant: Organizational Change Management (OCM) Analyst
Participant: Project Manager
Participant: Project Sponsor
Participant: Strategy Analyst
Conduct Formal Review of Strategic Issues
Confirming Work Products
• Review the issue log
• Schedule the review

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3-20 Ernst & Young Navigator Systems Series(R)
Performance Measurement

• Conduct the review


• Follow up on the review
Responsible: Project Manager
Participant: Project Manager
Participant: Project Sponsor
Participant: Work Product Reviewer

Review and Approve Enterprise Strategy Assessment Stage


Assess Stage Results
Assessing Stage Results
• Review the stage results
• Identify and select examples for knowledge transfer
• Review the issue log
• Identify new risks and assumptions
• Assess the impact on the project charter and project plan
• Summarize the stage results
• Reconcile with the enterprise knowledge base
Responsible: Project Manager
Participant: Process Quality Advisor
Participant: Project Sponsor
Assemble Enterprise Strategy Assessment
Assembling a Deliverable
• Finalize the physical packaging of the deliverable
• Confirm the deliverable contents
• Edit the deliverable
• Assemble the deliverable
Responsible: Project Manager
Participant: Business Analyst
Participant: Project Sponsor
Review Enterprise Strategy Assessment
Reviewing and Confirming a Deliverable
• Review and confirm the deliverable
Responsible: Project Manager
Participant: Executive Sponsor
Participant: Information Architect
Participant: Project Sponsor
Obtain Management Approval of Enterprise Strategy Assessment
Obtaining Management Approval of a Deliverable
• Confirm the review participants
• Schedule the external review
• Conduct the external review session
• Secure management approval
• Follow up on review issues
Responsible: Project Manager
Participant: Executive Sponsor
Participant: Project Sponsor
Approval: Executive Sponsor
Approval: Project Sponsor
Publish Enterprise Strategy Assessment
Publishing a Deliverable
• Publish the deliverable
Responsible: Project Manager
Participant: Project Manager

Major Process and Infrastructure Alignment


Assess Enterprise People Infrastructure
Assess the Current Organizational Environment
Performing Culture Assessment
• Conduct employee surveys, interviews, or focus groups to gain insight into the enterprise culture
• Evaluate to what extent the current enterprise culture is adaptive and will support change
• Evaluate to what extent the current enterprise culture supports the enterprise strategy

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Ernst & Young Navigator Systems Series(R) 3-21
Quick Reference Guide

• Identify differences in the perceptions of the culture and the desired culture
• Identify issues associated with the current enterprise culture and their implications
• Communicate the results of the culture assessment
Assessing Human Resource Management Practices
• Assess the distribution of roles and responsibilities related to corporate human resource policy formation and execution
• Assess the effectiveness of human resource management practices
Assessing Current Organizational Performance Levers Framework
• Assess organizational performance levers as an integrated system
• Assess the communication lever
• Assess compensation benefits and rewards lever
• Assess the education and development lever
• Assess the staffing and deployment lever
• Assess the leadership effectiveness lever
• Assess the organization design and structure lever
• Assess the performance management lever
• Identify elements in the organizational performance levers framework that produce performance gaps
• Identify elements in the organizational performance levers framework that are potential barriers to organizational change
Responsible: Organizational Change Management (OCM) Analyst
Participant: Organizational Alignment (OA) Analyst
Assess Current Organizational Change Management Process
Assessing Organizational Change Management Process
• Determine if the organization has an existing change management process
• Determine if the organization performs activities associated with clarifying and aligning change
• Determine if there are any change readiness activities regularly performed on the change projects
• Determine if the organization works to align performance
• Determine if there are integrated planning activities performed
• Determine if there are implementation activities performed
Responsible: Organizational Change Management (OCM) Analyst
Participant: Organizational Change Management (OCM) Analyst
Conduct Formal Review of People Infrastructure Assessment
Confirming Work Products
• Review the issue log
• Schedule the review
• Conduct the review
• Follow up on the review
Responsible: Project Manager
Participant: Project Manager
Participant: Project Sponsor
Participant: Work Product Reviewer

Assess Enterprise Information Systems and Technology


Assess Current Applications
Developing the Current Application Portfolio Assessment
• Develop the user assessment and ranking
• Develop the IS unit assessment
• Assess the satisfaction of information requirements
• Assess the applications' security features
• Develop a summary assessment of each current application
• Assess the overall application portfolio
• Define current application-related opportunities and problems
Responsible: Business Analyst
Participant: Business Analyst
Participant: Information Architect
Information Source: Key User
Information Source: Technology Support
Assess Current Data Collections
Developing the Current Data Collections Portfolio Assessment
• Assess the current data collections
• Assess the integration of data
• Assess the overall data collection portfolio
• Define the current data collection-related opportunities and problems
Responsible: Business Analyst

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Performance Measurement

Participant: Business Analyst


Participant: Information Architect
Participant: Key User
Participant: Technical Specialist
Assess Current Technology
Developing the Current Technology Assessment
• Consult with technology experts
• Consult with the technology component vendors
• Assess the technology components' security features
• Assess each technology component
• Assess the overall current technology environment
• Define the technology component-related opportunities and problems
Developing the Business Evaluation of Current Technology
• Identify the impacts of the current technical environment on the business
• Document technology risks and issues related to the business
• Assemble a business evaluation of the current technical environment
Responsible: Business Analyst
Participant: Business Analyst
Participant: Data Center Operations Support
Participant: Information Architect
Participant: Key User
Participant: Technology Support
Conduct Formal Review of IS and Technology Assessment
Confirming Work Products
• Review the issue log
• Schedule the review
• Conduct the review
• Follow up on the review
Responsible: Project Manager
Participant: Project Manager
Participant: Project Sponsor
Participant: Work Product Reviewer

Assess Major Process Performance Drivers


Assess Major Process Key Characteristics
Assessing Major Process Key Characteristics
• Validate the major process flows
• Assess responsibilities within the process
• Evaluate the inputs and outputs of major processes
• Assess the resource consumption of each major process
• Assess the major process domains
• Assess the value chain linkages
• Evaluate the relationships among processes
Responsible: Business Analyst
Participant: Business Analyst
Evaluate Current Major Process Performance
Evaluating Current Major Process Performance
• Determine the overall goals and objectives of the process
• Evaluate the input and output performance measures
• Assess the business process effectiveness
• Analyze the business process efficiency
• Determine the principal cost, cycle time, and quality factors
Responsible: Project Manager
Participant: Business Analyst
Approval: Program Manager
Approval: Project Sponsor
Assess Major Process Stakeholders
Assessing Process Stakeholder Needs and Requirements
• Verify stakeholder needs and requirements
• Forecast changes in stakeholder needs and requirements
• Prioritize stakeholder needs and requirements
Assessing Major Process Stakeholder Satisfaction

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Ernst & Young Navigator Systems Series(R) 3-23
Quick Reference Guide

• Review existing measures for assessing customer satisfaction


• Assess the stakeholder perceptions of the process
• Map the stakeholder needs to the process outputs
• Assess the value in satisfying each need
• Determine the level to which the process satisfies the stakeholder needs and requirements
• Update the stakeholder satisfaction summary
Assessing Stakeholders' Perceived Need for Change
• Conduct facilitated session
• Determine whether stakeholders perceive change as a business imperative
• Reach consensus on the results of the business imperative analysis
Developing Major Process Stakeholder Map
• Identify the key roles in the change process
• Prepare a stakeholder map for each major process area
• Summarize the essential people and relationships
• Confirm the Stakeholder Map with the executive sponsor
Responsible: Business Analyst
Participant: Business Analyst
Participant: Industry Specialist
Participant: Organizational Change Management (OCM) Analyst
Participant: Strategy Analyst
Assess Process Organizational Performance Levers Framework
Assessing Process Organizational Performance Levers Framework
• Identify the process subcultures and behaviors
• Assess the alignment of behaviors to process objectives
• Identify the impact of levers on the process performance
Responsible: Organizational Alignment (OA) Analyst
Participant: Organizational Alignment (OA) Analyst
Evaluate Process Technology
Evaluating Process Technology
• Review the technology needs of the process
• Develop the user assessment of the system's effectiveness and the alignment of process
• Refine the process's current associations of data collections to applications
• Determine appropriateness of the technology for the process
• Identify opportunities and problems associated with process technology
Responsible: Process Simulation Specialist
Participant: Technical Specialist
Conduct Formal Review of Major Process Drivers
Confirming Work Products
• Review the issue log
• Schedule the review
• Conduct the review
• Follow up on the review
Responsible: Project Manager
Participant: Project Manager
Participant: Project Sponsor
Participant: Work Product Reviewer

Conduct Cost and Profitability Analysis


Determine Cost and Revenue Data Requirements
Determining Cost and Revenue Data Requirements
• Understand the impact of enterprise operations on cost
• Review the enterprise current cost methodology
• Identify relevant business dimensions for cost and profitability analysis
• Review the dimension breadth and depth with management
Responsible: Cost Analyst
Participant: Cost Analyst
Conduct Cost Analysis
Conducting Cost Analysis
• Obtain the cost data
• Perform pareto analysis on the cost data
• Determine the major cost areas

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3-24 Ernst & Young Navigator Systems Series(R)
Performance Measurement

• Determine if functional areas support specific dimensions


• Conduct facilitated sessions with personnel from functional areas
• Determine the major cost drivers
• Allocate functional area costs to dimensions
Responsible: Cost Analyst
Participant: Cost Analyst
Conduct Profitability Analysis
Conducting Profitability Analysis
• Obtain the revenue data
• Conduct Pareto Analysis on revenue data
• Determine the top revenue generators
• Combine the cost and revenue data
• Analyze the profitability data
Responsible: Cost Analyst
Participant: Cost Analyst
Summarize Cost and Profitability Analysis
Summarizing Cost and Profitability Analysis
• Determine the strategic implications of cost and profitability analysis results
• Link the cost and profitability analysis results with enterprise strategic performance measures
• Identify improvement opportunities from the cost and profitability analysis
Responsible: Valuation and Financial Analyst
Participant: Cost Analyst
Conduct Formal Review of Cost and Profitability Analysis
Confirming Work Products
• Review the issue log
• Schedule the review
• Conduct the review
• Follow up on the review
Responsible: Project Manager
Participant: Project Manager
Participant: Project Sponsor
Participant: Work Product Reviewer

Assess Enterprise Facilities and Utilization


Assess Physical Design of Facilities
Assessing Physical Design of Facilities
• Assess the principal characteristics of the facilities
• Analyze the operational facilities
Responsible: Facilities Analyst
Participant: Facilities Analyst
Assess Facility Utilization and Ownership Strategies
Assessing Facility Capacity Utilization
• Develop understanding of the current facilities
• Determine the current capacity utilization of current facilities
• Determine impact of capacity utilization on the enterprise value chain
• Analyze alternative utilization scenarios
• Determine if existing facilities will meet future needs
• Determine the consolidation, expansion, outsourcing, or other facility utilization options
Assessing Facility Lease/Buy Policies
• Review the enterprise's ownership of facilities
• Evaluate the decision-making approach for scheduled maintenance versus addition of new facilities
• Review the enterprise's real estate holdings
Responsible: Facilities Analyst
Participant: Facilities Analyst
Conduct Formal Review of Facility and Utilization Assessment
Confirming Work Products
• Review the issue log
• Schedule the review
• Conduct the review
• Follow up on the review
Responsible: Project Manager

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Ernst & Young Navigator Systems Series(R) 3-25
Quick Reference Guide

Participant: Project Manager


Participant: Project Sponsor
Participant: Work Product Reviewer

Develop Major Process and Infrastructure Issues


Perform Process and Infrastructure SWOT Analysis
Performing Process and Infrastructure SWOT Analysis
• Determine the level of SWOT analysis
• Identify the strengths and weaknesses
• Analyze the strategy against the strengths and weaknesses
• Map the environmental influences to strengths and weaknesses
• Identify opportunities and threats
• Identify the costs associated with threats or loss of opportunities
• Allocate the initial priorities to opportunities and threats
Responsible: Project Manager
Participant: Business Analyst
Participant: Industry Specialist
Determine Process and Infrastructure Issues
Determining Process and Infrastructure Issues
• Identify issues resulting from the SWOT analysis
• Define the issues
• Summarize the issues
Responsible: Business Analyst
Participant: Business Analyst
Participant: Industry Specialist
Identify Short-term Improvement Opportunities
Identifying Short-term Improvement Opportunities
• Identify short-term improvements
• Define short-term improvement projects
• Estimate the short-term improvement costs
• Prioritize the short-term improvement projects
• Discuss the advantages of the short-term improvements
Creating a Short-term Improvements Implementation Plan
• Draft the short-term improvement implementation timeline
• Develop the short-term improvement project implementation plan
• Develop the short-term improvement project charter
Securing Sponsorship for Short-term Improvements
• Review identified short-term improvements
• Identify the sponsors and change leaders pivotal to the success of the short-term improvement project
• Provide education on change leadership
• Develop the sponsor partnership
• Develop the change leadership process for short-term improvements
• Develop a plan for monitoring the effectiveness of change leaders
• Document sign-off on short-term improvement opportunities
Responsible: Project Manager
Participant: Business Analyst
Participant: Industry Specialist
Participant: Organizational Change Management (OCM) Analyst
Participant: Project Manager
Participant: Project Sponsor
Participant: Strategy Analyst
Conduct Formal Review of Process and Infrastructure Issues
Confirming Work Products
• Review the issue log
• Schedule the review
• Conduct the review
• Follow up on the review
Responsible: Project Manager
Participant: Project Manager
Participant: Project Sponsor
Participant: Work Product Reviewer

Review and Approve Major Process & Infrastructure Alignment

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Performance Measurement

Assess Stage Results


Assessing Stage Results
• Review the stage results
• Identify and select examples for knowledge transfer
• Review the issue log
• Identify new risks and assumptions
• Assess the impact on the project charter and project plan
• Summarize the stage results
• Reconcile with the enterprise knowledge base
Responsible: Project Manager
Participant: Process Quality Advisor
Participant: Project Sponsor
Develop Major Process & Infrastructure Alignment Summary
Writing an Introduction
• Write an introductory section
Responsible: Project Manager
Participant: Business Analyst
Approval: Project Sponsor
Assemble Major Process and Infrastructure Alignment Analysis
Assembling a Deliverable
• Finalize the physical packaging of the deliverable
• Confirm the deliverable contents
• Edit the deliverable
• Assemble the deliverable
Responsible: Project Manager
Participant: Business Analyst
Participant: Project Sponsor
Review Major Process and Infrastructure Alignment
Reviewing and Confirming a Deliverable
• Review and confirm the deliverable
Responsible: Project Manager
Participant: Executive Sponsor
Participant: Information Architect
Participant: Project Sponsor
Obtain Mgt Approval of Process & Infrastructure Alignment
Obtaining Management Approval of a Deliverable
• Confirm the review participants
• Schedule the external review
• Conduct the external review session
• Secure management approval
• Follow up on review issues
Responsible: Project Manager
Participant: Executive Sponsor
Participant: Project Sponsor
Approval: Executive Sponsor
Approval: Project Sponsor
Publish Major Process and Infrastructure Alignment
Publishing a Deliverable
• Publish the deliverable
Responsible: Project Manager
Participant: Project Manager

Value Proposition Identification


Identify Benchmarks & Leading Practices
Plan for Benchmarking and Secondary Research
Planning for Benchmarking and Secondary Research
• Establish the scope
• Review the documented issue and define the characteristics
• Determine the performance measures to be collected
• Determine the other issue characteristics to be collected

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Ernst & Young Navigator Systems Series(R) 3-27
Quick Reference Guide

• Begin the initial identification of the final project outputs


• Develop the comparison parameters
• Develop the research approach
Outlining Benchmarking Data Collection Instrument
• Begin initial identification of final outputs
• Develop preliminary questionnaires
• Develop preliminary methods and tools to be used to capture and compare information
• Complete the documentation of the baseline process
• Develop the preliminary knowledge repository
• Begin developing summary tables for collected information
Responsible: Project Manager
Participant: Business Analyst
Participant: Industry Specialist
Participant: Knowledge Base Coordinator
Participant: Project Manager
Participant: Strategy Analyst
Consult Internal Sources
Consulting Internal Sources
• Study and document similar processes at this and other company sites
• Consult with the process owners and operators
• Search the internal library or information center
• Consult with specialists
Responsible: Industry Specialist
Participant: Business Analyst
Participant: Industry Specialist
Participant: Strategy Analyst
Conduct Secondary Research
Conducting Secondary Research
• Survey the secondary sources
• Evaluate the quality of information obtained and modify the search
• Select a short list of potential benchmarking partners
• Summarize the secondary research
Responsible: Industry Specialist
Participant: Business Analyst
Participant: Industry Specialist
Participant: Strategy Analyst
Participant: Technical Specialist
Identify Benchmarking Partners
Identifying Benchmarking Partners
• Solicit research partners
• Determine the benchmarking arrangement
Responsible: Project Sponsor
Participant: Business Analyst
Participant: Industry Specialist
Participant: Strategy Analyst
Refine Benchmarking Data Collection Instrument
Refining Benchmarking Data Collection Instrument
• Validate the preliminary survey instrument, methods, and tools
• Pretest the benchmarking data collection instrument
• Refine the benchmarking data collection instrument
• Obtain a sign-off on the benchmarking data collection instrument
Responsible: Project Sponsor
Participant: Business Analyst
Participant: Industry Specialist
Participant: Knowledge Base Coordinator
Participant: Strategy Analyst
Collect Benchmarking Data
Collecting Benchmarking Data
• Send an information packet to the participating partners
• Schedule mutual research activities
• Prepare the team for information collection
• Collect data on the benchmark processes

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Performance Measurement

• Collect data on the target processes


Responsible: Industry Specialist
Participant: Business Analyst
Participant: Industry Specialist
Participant: Strategy Analyst
Identify Performance Issue Best Practices
Identifying Performance Issue Best Practices
• Identify the industry best practices that address the enterprise performance issues
• Assess performance issue assumptions
Responsible: Organizational Alignment (OA) Analyst
Participant: Business Analyst
Participant: Industry Specialist
Participant: Strategy Analyst
Conduct Formal Review of Benchmarks and Leading Practices
Confirming Work Products
• Review the issue log
• Schedule the review
• Conduct the review
• Follow up on the review
Responsible: Project Manager
Participant: Project Manager
Participant: Project Sponsor
Participant: Work Product Reviewer

Conduct Gap Analysis


Analyze and Document Benchmark and Leading Practice Findings
Analyzing and Documenting Benchmarking and Leading Practice Findings
• Determine the current competitive gap between benchmark and in-house processes
• Qualitatively analyze the benchmarking and leading practices gaps
• Quantitatively analyze the benchmarking and leading practices gaps
• Write a report of the benchmarking and leading practice findings
Responsible: Industry Specialist
Participant: Business Analyst
Participant: Industry Specialist
Participant: Organizational Alignment (OA) Analyst
Participant: Strategy Analyst
Participant: Technical Specialist
Identify Performance Gaps
Identifying Performance Gaps
• Contrast the business processes with industry best practices
• Compare the gap information provided by benchmarking and leading practice studies
• Summarize the gaps
Responsible: Organizational Alignment (OA) Analyst
Participant: Business Analyst
Participant: Industry Specialist
Participant: Strategy Analyst
Conduct Formal Review of Performance Gap Analysis
Confirming Work Products
• Review the issue log
• Schedule the review
• Conduct the review
• Follow up on the review
Responsible: Project Manager
Participant: Project Manager
Participant: Project Sponsor
Participant: Work Product Reviewer

Develop Value Propositions


Identify Opportunities to Close Performance Gaps
Identifying Opportunities to Close Performance Gaps
• Determine whether benchmarks and leading practices address performance issues
• Review performance gaps

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• Map issues to identified gaps


• Assess strategic relevance
• Identify opportunities and problems
• Analyze the major strategic opportunities for technology
• Assess the information systems impact
• Assess the underlying assumptions
• Identify the improvement opportunities from gaps
• Assess the organizational impact
Responsible: Organizational Alignment (OA) Analyst
Participant: Business Analyst
Participant: Industry Specialist
Participant: Strategy Analyst
Develop Value Proposition Key Question Information
Identifying Value Proposition Key Questions
• Answer each key question with valid business solutions
• Assess the impact of key questions on the customer
• Determine the depth of the key question
• Identify what type of issue the key question is addressing
Developing Data Packages for Value Proposition Key Questions
• Develop data packages
Identifying Potential Answers to Value Proposition Key Questions
• Identify potential answers to value proposition key questions
Responsible: Business Process Innovation Advisor
Participant: Business Analyst
Participant: Industry Specialist
Participant: Organizational Alignment (OA) Analyst
Participant: Strategy Analyst
Participant: Technical Specialist
Assemble Value Proposition Information
Assembling Value Propositions
• Assemble the key questions, data packages, and potential answers
• Review the evaluation of existing enterprise initiatives
• Re-format the current initiatives into value propositions
• Create one listing of all value propositions and current initiatives
• Summarize the value proposition information
Responsible: Valuation and Financial Analyst
Participant: Business Analyst
Participant: Industry Specialist
Participant: Strategy Analyst
Participant: Technical Specialist
Identify Short-term Improvement Opportunities
Identifying Short-term Improvement Opportunities
• Identify short-term improvements
• Define short-term improvement projects
• Estimate the short-term improvement costs
• Prioritize the short-term improvement projects
• Discuss the advantages of the short-term improvements
Creating a Short-term Improvements Implementation Plan
• Draft the short-term improvement implementation timeline
• Develop the short-term improvement project implementation plan
• Develop the short-term improvement project charter
Securing Sponsorship for Short-term Improvements
• Review identified short-term improvements
• Identify the sponsors and change leaders pivotal to the success of the short-term improvement project
• Provide education on change leadership
• Develop the sponsor partnership
• Develop the change leadership process for short-term improvements
• Develop a plan for monitoring the effectiveness of change leaders
• Document sign-off on short-term improvement opportunities
Responsible: Project Manager
Participant: Business Analyst
Participant: Industry Specialist

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Performance Measurement

Participant: Organizational Change Management (OCM) Analyst


Participant: Project Manager
Participant: Project Sponsor
Participant: Strategy Analyst
Conduct Formal Review of Value Proposition Development
Confirming Work Products
• Review the issue log
• Schedule the review
• Conduct the review
• Follow up on the review
Responsible: Project Manager
Participant: Project Manager
Participant: Project Sponsor
Participant: Work Product Reviewer

Review and Approve Value Proposition Identification Stage


Assess Stage Results
Assessing Stage Results
• Review the stage results
• Identify and select examples for knowledge transfer
• Review the issue log
• Identify new risks and assumptions
• Assess the impact on the project charter and project plan
• Summarize the stage results
• Reconcile with the enterprise knowledge base
Responsible: Project Manager
Participant: Process Quality Advisor
Participant: Project Sponsor
Assemble Value Propositions
Assembling a Deliverable
• Finalize the physical packaging of the deliverable
• Confirm the deliverable contents
• Edit the deliverable
• Assemble the deliverable
Responsible: Project Manager
Participant: Business Analyst
Participant: Project Sponsor
Review Value Propositions
Reviewing and Confirming a Deliverable
• Review and confirm the deliverable
Responsible: Project Manager
Participant: Executive Sponsor
Participant: Information Architect
Participant: Project Sponsor
Obtain Management Approval of Enterprise Value Propositions
Obtaining Management Approval of a Deliverable
• Confirm the review participants
• Schedule the external review
• Conduct the external review session
• Secure management approval
• Follow up on review issues
Responsible: Project Manager
Participant: Executive Sponsor
Participant: Project Sponsor
Approval: Executive Sponsor
Approval: Project Sponsor
Publish Enterprise Value Propositions
Publishing a Deliverable
• Publish the deliverable
Responsible: Project Manager
Participant: Project Manager

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Ernst & Young Navigator Systems Series(R) 3-31
Quick Reference Guide

Initial Business Case Development


Conduct Cost/Benefit Analysis
Identify Cost/Benefit Assumptions
Identifying Cost/Benefit Assumptions
• Document any assumptions
Responsible: Cost Analyst
Participant: Business Analyst
Participant: Cost Analyst
Participant: Project Manager
Participant: Strategy Analyst
Identify Costs
Identifying Costs
• Identify the investment scenarios
• Identify direct and indirect costs
• Identify fixed and variable costs
• Identify recurring and non-recurring costs
• Identify capital and expense items
• Summarize the overall cost
Responsible: Cost Analyst
Participant: Business Analyst
Participant: Cost Analyst
Participant: Project Manager
Identify Benefits
Identifying Benefits
• Identify the benefits
• Categorize the benefits
• Summarize the overall benefits
Responsible: Cost Analyst
Participant: Business Analyst
Participant: Cost Analyst
Participant: Industry Specialist
Participant: Project Manager
Participant: Strategy Analyst
Participant: Valuation and Financial Analyst
Construct Cost/Benefit Model
Constructing Cost/Benefit Model
• Consolidate all assumptions, costs, and benefits
• Construct a standard presentation model
Evaluating the Cost/Benefit Scenarios and Options
• Review cost/benefit information and identify scenarios and options
• Conduct sensitivity analyses on the cost/benefit models
• Weigh the qualitative and quantitative factors
• Summarize the cost/benefit model
Responsible: Cost Analyst
Participant: Business Analyst
Participant: Cost Analyst
Participant: Project Manager
Participant: Valuation and Financial Analyst
Conduct Formal Review of Cost/Benefit Model
Confirming Work Products
• Review the issue log
• Schedule the review
• Conduct the review
• Follow up on the review
Responsible: Project Manager
Participant: Project Manager
Participant: Project Sponsor
Participant: Work Product Reviewer

Analyze Risk and Return of Value Propositions


Identify Risks Associated with Value Propositions

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Identifying Risks Associated with Value Propositions


• Identify the economic and regulatory risks
• Identify the product, market, and competitive risks
• Identify technological risks
• Identify other issues related to the value propositions
• Assess the reasons for the risk
Evaluating Risk Factors
• Perform a situation analysis for each risk factor
• Identify the implications for process performance
• Assign a risk level to each risk factor
• Identify possible events that can affect the outcome of the value proposition
• Develop a risk management plan
Assessing Value Proposition Implementation Success Factors
• Involve the sponsors in assessing implementation risk
• Identify the level of risk associated with each value proposition
• List several steps that can be taken to reduce risk
Responsible: Project Manager
Participant: Business Analyst
Participant: Cost Analyst
Participant: Industry Specialist
Participant: Organizational Change Management (OCM) Analyst
Participant: Project Manager
Participant: Strategy Analyst
Participant: Valuation and Financial Analyst
Approval: Project Sponsor
Estimate Financial Returns of Value Propositions
Estimating Financial Returns
• Assess a range of appropriate discount rates
• Identify investment scenarios and financial assumptions
• Calculate the financial impact
Responsible: Cost Analyst
Participant: Project Manager
Participant: Valuation and Financial Analyst
Plot Risks and Returns on Risk/Return Matrix
Plotting Risks and Returns on Risk/Return Matrix
• Identify the risks associated with each value proposition
• Identify the return/benefits associated with each value proposition
• Plot the risk/return information on the matrix
Responsible: Project Manager
Participant: Business Analyst
Participant: Cost Analyst
Participant: Strategy Analyst
Participant: Valuation and Financial Analyst
Conduct Formal Review of Risk and Return Assessment
Confirming Work Products
• Review the issue log
• Schedule the review
• Conduct the review
• Follow up on the review
Responsible: Project Manager
Participant: Project Manager
Participant: Project Sponsor
Participant: Work Product Reviewer

Map Value Propositions Against Improvement Matrix


Plot Value Propositions on Improvement Matrix
Plotting Value Propositions on the Improvement Matrix
• Review the risk/return matrix to assist in plotting the value propositions
• Categorize the value propositions by the degree of change
• Categorize the value propositions by the pace of change
• Plot each value proposition and initiative on the improvement matrix
Responsible: Valuation and Financial Analyst
Participant: Business Analyst

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Quick Reference Guide

Participant: Strategy Analyst


Participant: Valuation and Financial Analyst
Conduct Formal Review of Improvement Matrix
Confirming Work Products
• Review the issue log
• Schedule the review
• Conduct the review
• Follow up on the review
Responsible: Project Manager
Participant: Project Manager
Participant: Project Sponsor
Participant: Work Product Reviewer

Assess Improvement Portfolio Change Readiness


Prepare Improvement Portfolio Change Readiness Assessment
Identifying Organizational Change Readiness Assessment Constituencies
• Review stakeholder maps
• Create list of identified stakeholders
• Create change readiness assessment participant invitation memo
Planning Organizational Change Readiness Assessment Session
• Determine the change management tools to use
• Determine the need for customization of the change management tools
• Develop a change readiness assessment session agenda
• Review the change readiness assessment session agenda with the sponsor
• Structure and educate the sponsors regarding their role in the CRA session
• Brief the sponsors on the change readiness assessment process
• Schedule the change readiness assessment session
Responsible: Organizational Change Management (OCM) Analyst
Participant: Organizational Change Management (OCM) Analyst
Conduct Improvement Portfolio Change Readiness Assessment
Presenting Organizational Change Readiness Assessment Session Introduction
• Provide a context for assessing organizational change readiness
• Describe the tools and how to use them
• Review the participants' role in the assessment process
• Introduce the change readiness assessment sessions
• Set the context
Evaluating Change Leadership and Accountability
• Review previous analysis on change leadership
• Define the level of change leadership required
• Prepare for change leadership evaluation
• Conduct the change leadership evaluations
• Document the results of the change leadership evaluation
• Conduct a debriefing session with the participants
• Provide feedback to the individuals evaluated
• Share the overall results of the change leadership evaluation with sponsors and key change leaders
• Update the organizational change management plan
Assessing Implementation History
• Identify the major processes to be evaluated
• Gather feedback on the organization's implementation history
• Document the lessons learned
• Conduct a debriefing session on the results
Evaluating Change Skills
• Identify the change skills required to implement the initiative successfully
• Prepare for evaluating change skills
• Assess change skills
• Document the high-level results
• Conduct a debriefing session with the participants
• Provide feedback to the individuals evaluated
• Share the overall results of the change skills evaluation with sponsors
• Create a change skills development plan
• Update the organizational change management plan

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Performance Measurement

Evaluating Change Implementation Planning and Team Integration


• Identify the specific change initiative to be evaluated
• Assess the level of team effectiveness and integration
• Document the high-level results
• Conduct a debriefing session with the participants
• Share the results with sponsors, project management and change leaders
• Integrate information into the implementation plan
• Update the organizational change management plan
Evaluating Change Initiatives Inventory
• Define the major change initiative parameters
• Identify the organization's change inventory
• Develop the major change initiatives inventory
• Assess the major change initiative risks and impacts
• Identify major initiatives that overlap each other
• Share the results with the change leadership
Evaluating Change Impact
• Identify the change that will be evaluated
• Assess the potential impact of the change
• Document the results of the change impact assessment
• Conduct a debriefing session on the change impact assessment
• Determine activities to address the impact of change
Evaluating Stakeholder Commitment
• Review previous stakeholder analysis related to the change initiative
• Gather data from stakeholders using facilitated sessions
• Document the information obtained from the facilitated sessions
• Conduct a debriefing session with the participants
• Share results of the stakeholder commitment evaluation with project management, sponsors and key change leaders
• Update the organizational change management plan
Determining Communication Effectiveness
• Prepare discussion guidelines
• Gather data from the participants
• Document the results at a high level
• Update communication plans
Assessing Culture
• Determine the appropriate culture or sub-cultures to assess
• Evaluate to what extent the current culture and sub-cultures will support the change initiative
• Ask participants to evaluate the culture
• Document the results of the evaluation
• Conduct a debriefing session with the participants
Responsible: Organizational Change Management (OCM) Analyst
Participant: Executive Sponsor
Participant: Organizational Alignment (OA) Analyst
Participant: Organizational Change Management (OCM) Analyst
Participant: Project Manager
Participant: Project Sponsor
Participant: Strategy Analyst
Develop Change Readiness Assessment Summary
Assessing Organizational Change Enablers
• Identify enablers from each assessment
• Identify the strength of each enabler
• Summarize the change assessment enablers
Assessing Organizational Change Barriers
• Identify barriers from the change assessment
• Identify the strength of each barrier
• Summarize the change assessment barriers
Summarizing and Producing Change Readiness Assessment Summary
• Develop the analysis results summary introduction
• Review and generate quantitative change readiness data
• Document the qualitative remarks
• Summarize the data
• Document the implications of enablers and barriers
• Gather data and produce a summary report

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Quick Reference Guide

Responsible: Organizational Change Management (OCM) Analyst


Participant: Organizational Change Management (OCM) Analyst
Conduct Change Readiness Assessment Sponsor Review Session
Conducting Change Readiness Assessment Sponsor Review Session
• Review Change Readiness Assessment Summary with sponsor(s)
• Discuss the CRA Summary and determine the reliability of the data
• Determine the high-level change management strategies
• Create a change management strategies and tactics document
• Refine the change readiness assessment summary
Responsible: Project Manager
Participant: Organizational Change Management (OCM) Analyst
Participant: Project Manager
Conduct Formal Review of IPD Change Readiness
Confirming Work Products
• Review the issue log
• Schedule the review
• Conduct the review
• Follow up on the review
Responsible: Project Manager
Participant: Project Manager
Participant: Project Sponsor
Participant: Work Product Reviewer

Prioritize Value Propositions


Prioritize Value Propositions
Prioritizing Value Propositions
• Review the current or updated prioritization criteria
• Review value propositions
• Define short-, medium-, and long-term value propositions
• Develop a prioritized list of the value propositions
Responsible: Project Manager
Participant: Business Analyst
Participant: Strategy Analyst
Participant: Valuation and Financial Analyst
Conduct Formal Review of Value Proposition Prioritization
Confirming Work Products
• Review the issue log
• Schedule the review
• Conduct the review
• Follow up on the review
Responsible: Project Manager
Participant: Project Manager
Participant: Project Sponsor
Participant: Work Product Reviewer

Review and Approve Initial Business Case Stage


Assess Stage Results
Assessing Stage Results
• Review the stage results
• Identify and select examples for knowledge transfer
• Review the issue log
• Identify new risks and assumptions
• Assess the impact on the project charter and project plan
• Summarize the stage results
• Reconcile with the enterprise knowledge base
Responsible: Project Manager
Participant: Process Quality Advisor
Participant: Project Sponsor
Assemble Initial Business Case
Assembling a Deliverable
• Finalize the physical packaging of the deliverable
• Confirm the deliverable contents

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• Edit the deliverable


• Assemble the deliverable
Responsible: Project Manager
Participant: Business Analyst
Participant: Project Sponsor
Publish Enterprise Initial Business Case
Publishing a Deliverable
• Publish the deliverable
Responsible: Project Manager
Participant: Project Manager
Review Initial Business Case
Reviewing and Confirming a Deliverable
• Review and confirm the deliverable
Responsible: Project Manager
Participant: Executive Sponsor
Participant: Information Architect
Participant: Project Sponsor
Obtain Management Approval of Initial Business Case
Obtaining Management Approval of a Deliverable
• Confirm the review participants
• Schedule the external review
• Conduct the external review session
• Secure management approval
• Follow up on review issues
Responsible: Project Manager
Participant: Executive Sponsor
Participant: Project Sponsor
Approval: Executive Sponsor
Approval: Project Sponsor

Improvement Portfolio Management


Develop Improvement Portfolio
Develop Improvement Portfolio
Developing the Improvement Portfolio
• Review value propositions
• Verify the pace and degree of change of each value proposition (2x2 matrix)
• Translate value propositions into projects
• Outline project schedules and timing
• Identify resources for the improvement portfolio projects
• Define appropriate measures for each value proposition
• Develop improvement portfolio structures
• Conduct facilitated sessions to review the portfolio
Obtaining Executive Sponsor Commitment to Improvement Portfolio
• Review the improvement portfolio
• Approve the improvement portfolio
Responsible: Project Manager
Participant: Business Analyst
Participant: Industry Specialist
Participant: Organizational Change Management (OCM) Analyst
Participant: Project Manager
Participant: Project Sponsor
Participant: Strategy Analyst
Conduct Formal Review of Improvement Portfolio Development
Confirming Work Products
• Review the issue log
• Schedule the review
• Conduct the review
• Follow up on the review
Responsible: Project Manager
Participant: Project Manager
Participant: Project Sponsor

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Quick Reference Guide

Participant: Work Product Reviewer

Mobilize Portfolio Management Sponsor Team


Identify Portfolio Management Sponsor Team
Identifying Key Portfolio Management Sponsors
• Schedule a meeting with the executive sponsor
• Confirm the stakeholder maps
• Identify the key improvement portfolio stakeholders and sponsors
• Obtain the executive sponsor's involvement
Developing Portfolio Management Change Leadership Map
• Identify the stakeholder groups impacted by the change portfolio.
• Identify Change Leaders and create a Change Leadership Map
• Review the Change Leadership Map with the executive sponsor
Responsible: Project Manager
Participant: Business Analyst
Participant: Organizational Change Management (OCM) Analyst
Participant: Project Manager
Participant: Strategy Analyst
Approval: Executive Sponsor
Approval: Project Sponsor
Charter Improvement Portfolio Management Sponsor Team
Chartering Improvement Portfolio Management Sponsor Team
• Develop the Improvement Portfolio Management Sponsor Team approach
• Confirm the approach with the executive sponsor
• Develop mission statement for the team
• Develop the strategy for the team
• Write the Improvement Portfolio Management Sponsor Team Charter
• Confirm the charter with executive sponsor
Responsible: Project Manager
Participant: Organizational Change Management (OCM) Analyst
Participant: Project Sponsor
Develop Improvement Portfolio Sponsor Team
Conducting Portfolio Management Sponsor Team Education
• Present the Improvement Portfolio
• Inform the sponsors of their roles and expectations going forward
• Educate the sponsors on the role of change management
• Educate the sponsors
Evaluating Change Leadership and Accountability
• Review previous analysis on change leadership
• Define the level of change leadership required
• Prepare for change leadership evaluation
• Conduct the change leadership evaluations
• Document the results of the change leadership evaluation
• Conduct a debriefing session with the participants
• Provide feedback to the individuals evaluated
• Share the overall results of the change leadership evaluation with sponsors and key change leaders
• Update the organizational change management plan
Creating a Change Leadership Development Plan
• Review the sponsorship needs with the executive sponsor
• Schedule and facilitate executive-sponsored change leadership briefings
• Review previous change leadership analysis
• Create the Change Leadership Development Plan
Developing Reinforcement Strategies
• Identify individuals and groups that need to change
• Identify existing positive reinforcements
• Identify existing negative reinforcements
• Create a penalty for negative behaviors
• Generate a detailed listing of reinforcements and penalties
• Involve sponsors in determining appropriate reinforcements
• Identify the reinforcement actions and interventions
• Assess the skill and will of the executive sponsor and change leaders to use reinforcement strategies
• Obtain executive sponsor and change leader endorsement of reinforcement strategies

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Performance Measurement

Responsible: Project Sponsor


Participant: Executive Sponsor
Participant: Organizational Change Management (OCM) Analyst
Participant: Project Manager
Participant: Project Sponsor
Approval: Executive Sponsor
Approval: Project Sponsor
Conduct Formal Review of Portfolio Management Sponsor Team
Confirming Work Products
• Review the issue log
• Schedule the review
• Conduct the review
• Follow up on the review
Responsible: Project Manager
Participant: Project Manager
Participant: Project Sponsor
Participant: Work Product Reviewer

Develop Improvement Portfolio Transition Strategy


Determine Commitment vs. Compliance Implementation Approach
Identifying Stakeholder Involvement Strategy
• Analyze the business situation and the needed pace of change
• Determine the level of commitment required from each stakeholder group
• Determine the level of commitment needed at key milestones
• Identify approaches for involving stakeholders
• Document the stakeholder involvement strategy
Responsible: Project Manager
Participant: Organizational Change Management (OCM) Analyst
Develop Improvement Portfolio Transition Strategy
Assessing Improvement Portfolio Implementation Success Factors
• Complete an implementation success factor analysis with sponsors
• Document the results of the implementation success factor analysis
Developing Improvement Portfolio Transition Strategy
• Develop high-level change management success measures
• Develop high-level change management costs and time frames
• Develop the change management transition strategy
Responsible: Organizational Change Management (OCM) Analyst
Participant: Business Analyst
Participant: Industry Specialist
Participant: Organizational Change Management (OCM) Analyst
Participant: Project Manager
Participant: Strategy Analyst
Conduct Formal Review of Portfolio Transition Strategy
Confirming Work Products
• Review the issue log
• Schedule the review
• Conduct the review
• Follow up on the review
Responsible: Project Manager
Participant: Project Manager
Participant: Project Sponsor
Participant: Work Product Reviewer

Develop Value Proposition Project Charters


Develop Project Charters for Major Value Propositions
Developing Project Charters for Major Value Propositions
• Develop alternate approaches for addressing each value proposition
• Initiate the chartering process
• Formulate the goals, objectives, and opportunity/problems
• Develop the project charter components
• Negotiate and agree on project charter details
• Develop a project workplan
• Develop a project budget

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Quick Reference Guide

• Obtain approval of the project charter


Responsible: Business Process Innovation Advisor
Participant: Business Analyst
Participant: Strategy Analyst
Conduct Formal Review of Value Proposition Project Charters
Confirming Work Products
• Review the issue log
• Schedule the review
• Conduct the review
• Follow up on the review
Responsible: Project Manager
Participant: Project Manager
Participant: Project Sponsor
Participant: Work Product Reviewer

Build Improvement Portfolio Communication Strategy


Build Improvement Portfolio Communication
Building Improvement Portfolio Communication
• Arrange the communication planning meeting
• Prepare the communication planning meeting materials
• Develop the change message
• Evaluate communication stakeholders
• Analyze communication channels
• Review existing communication effectiveness
• Create improvement portfolio communications
Responsible: Project Manager
Participant: Organizational Change Management (OCM) Analyst
Participant: Project Manager
Develop Improvement Portfolio Communication Plan
Creating Improvement Portfolio Communication Plan
• Review the communication stakeholders
• Review the communication channels
• Review communication message
• Develop a sequence of events for the change announcement
• Develop the communication plan
Responsible: Project Manager
Participant: Organizational Change Management (OCM) Analyst
Participant: Project Manager
Approval: Executive Sponsor
Approval: Project Sponsor
Execute Change Announcement
Executing Change Announcement
• Review the communication plan
• Coordinate the change announcement activities
• Prepare and rehearse the change announcement events
• Develop the announcement deliverables
• Deliver the change announcement
• Begin the rollout of change announcement
Responsible: Organizational Change Management (OCM) Analyst
Participant: Organizational Change Management (OCM) Analyst
Conduct Formal Review of Portfolio Communication Strategy
Confirming Work Products
• Review the issue log
• Schedule the review
• Conduct the review
• Follow up on the review
Responsible: Project Manager
Participant: Project Manager
Participant: Project Sponsor
Participant: Work Product Reviewer

Review and Approve Improvement Portfolio Management Stage

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Assemble Improvement Portfolio


Assembling the Improvement Portfolio
• Finalize the physical packaging of the deliverable
• Confirm the deliverable contents
• Edit the deliverable
• Assemble the deliverable
Responsible: Project Manager
Participant: Business Analyst
Participant: Organizational Alignment (OA) Analyst
Participant: Project Manager
Participant: Strategy Analyst
Review Improvement Portfolio
Reviewing the Improvement Portfolio
• Confirm the review participants
• Schedule the review
• Review the deliverable
• Follow up with issues
Responsible: Project Manager
Participant: Project Manager
Participant: Project Sponsor
Approval: Executive Sponsor
Approval: Project Sponsor
Information Source: Project Sponsor
Obtain Management Approval of Improvement Portfolio
Obtaining Management Approval of the Improvement Portfolio
• Obtain management approval
Responsible: Project Manager
Participant: Executive Sponsor
Participant: Project Manager
Participant: Project Sponsor
Approval: Executive Sponsor
Approval: Project Sponsor
Publish the Project Charter and Project Plan
Publishing the Charter and Plan
• Publish the deliverable
Responsible: Project Manager
Participant: Project Manager
Information Source: Project Sponsor

Project Review and Assessment


Review Project Performance
Evaluate Methodology and Tool Use
Assessing Methodology Use
• Evaluate the methodology use
• Identify potential methodology use refinements
Assessing Tool Use
• Evaluate tool use
• Identify potential tool use refinements
Responsible: Project Manager
Participant: Methodology Support
Participant: Process Quality Advisor
Participant: Project Manager
Participant: Technical Specialist
Develop Knowledge Transfer and Future Improvements
Identifying Future Improvements
• Identify team organization improvements
• Identify support improvements
• Identify estimate, workplan, and schedule improvements
• Identify process improvements
• Identify discovered improvements
• Document recommendations for future improvements

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Identifying Knowledge Transfer Improvements


• Identify knowledge transfer opportunities
• Archive and distribute knowledge transfer examples and recommendations
Responsible: Project Manager
Participant: Business Analyst
Participant: Knowledge Base Coordinator
Participant: Methodology Support
Participant: Process Quality Advisor
Participant: Project Manager
Participant: Project Sponsor
Participant: Technical Specialist
Conduct Individual Performance Reviews
Developing Individual Performance Assessments
• Assess the individual performance of each team member
• Document an assessment of the performance of each team member
• Discuss the performance assessment with the team member
Responsible: Project Manager
Participant: Project Manager
Information Source: Project Sponsor
Evaluate Project Performance
Assessing Project Performance
• Review all final deliverables
• Review the project performance
• Review the risk management plan
• Verify risk outcome
• Review the issues and change requests
• Prepare the assessment and discuss it with the sponsor
Responsible: Project Manager
Participant: Project Manager
Participant: Project Sponsor
Information Source: Process Quality Advisor

Close Down Project


Close Project and Control File
Closing the Control File
• Close down the control file
• Close down the site
Responsible: Project Manager
Participant: Project Manager
Approval: Project Sponsor

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Performance Measurement

Phase Deliverables

Enterprise Strategy Assessment


Provides the enterprise with a documented baseline from which to identify the issues to address for
improvement opportunities.
Products
Business Environment Performance Driver Assessment
• External Environment Performance Drivers
• Industry Performance Drivers
• Enterprise Identification of Market Opportunities Assessment
• Products/Services and Markets Strategic Alignment
• Competitive Position Evaluation
• Value Chain Impact Evaluation
• Stakeholder Needs and Requirements Assessment
• Stakeholder Relationships Assessment
• Enterprise Stakeholder Sponsor Matrix
• Financials, Financial Ratios and Financial Benchmarks
• Cash Management Strategies Assessment
• Tax Strategies Assessment
• Real Estate Assets Assessment
• Executive Benefits and Incentive Compensation Assessment
• Pending Litigation Assessment
• Capital Investment Justification Approach Assessment
• Alignment of Financial and Competitive Strategies
• Capital Structure Assessment and Capital Market Positioning
• Financial Value and Financial Value Drivers Assessment
Enterprise Strategy Evaluation
• Strategic Development and Management Process Assessment
• Enterprise Goals and Objectives Assessment
• Critical Success Factors and Assumptions Assessment
• Core Competencies and Capabilities Assessment
• Process Strategic Alignment Assessment
• Target Process List
Strategy and Execution Assessment
• Strategic Performance Measures Assessment
• Alignment of Strategic Performance Measurement
• Performance Measurement System Assessment
• Performance Measurement Gaps
• Enterprise Prioritization Criteria Validation
• Existing Enterprise Initiatives Evaluation

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• Strategy Implementation History


Enterprise Strategic Issues
• SWOT Analysis
• Strategic Issues
• Short-term Improvement Opportunities
• Short-term Improvement Implementation Plan
• Short-Term Improvements Sponsorship Plan

Improvement Portfolio
Develop an improvement portfolio, the infrastructure to manage it, and a plan for building
commitment to the implementation of the portfolio.
Products
Improvement Portfolio
• Improvement Portfolio
• Improvement Portfolio Sponsor Commitment
Improvement Portfolio Communication Strategy
• Improvement Portfolio Communication
• Improvement Portfolio Communication Plan
• Change Announcement Execution
Improvement Portfolio Transition Strategy
• Commitment vs. Compliance Implementation Approach
• Improvement Portfolio Risk Prognosis
• Improvement Portfolio Transition Strategy
Portfolio Management Sponsor Team Infrastructure
• Key Portfolio Management Sponsor List
• Portfolio Management Sponsor Team Matrix
• Portfolio Management Sponsor Team Education
• Sponsor Commitment Evaluation
• Change Leadership Plan
• Sponsor Reinforcement Strategies
• Improvement Portfolio Management Sponsor Team Charter
Value Propositions Project Charters
• Value Propositions Project Charters

Initial Business Case


Assemble all of the value propositions identified during the early stages of the engagement and derive
a "rough order of magnitude" value for each one. From this "rough order of magnitude" value the
engagement team can determine which value propositions will deliver the highest value to the client.

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Performance Measurement

Products
Cost/Benefit Analysis
• Cost/Benefit Assumptions
• Costs
• Benefits
• Cost/Benefit Model
• Cost/Benefit Model Scenarios
Risk and Return of Value Propositions
• Value Proposition Risks
• Risk Factor Events
• Value Proposition Estimated Financial Returns
• Value Proposition Implementation Risk Prognosis
• Risk/Return Matrix
Improvement Matrix
• Improvement Matrix
IPD Change Readiness Assessment Results Summary
• Organizational Change Readiness Assessment Constituencies
• Assessment Plan and Agenda
• Session Introduction
• Change Agent Evaluation
• Change Impact Evaluation
• Change Initiatives Inventory Review
• Change Synergy Evaluation
• Implementation History Summary
• Sponsor Commitment Evaluation
• Stakeholder Resistance Evaluation
• Communication Effectiveness Assessment
• Culture Consistency Evaluation
• Organizational Change Enablers
• Organizational Change Barriers
• Change Readiness Assessment Summary
• Change Readiness Assessment Sponsor Briefing
Value Proposition Prioritization
• Value Proposition Prioritization

Major Process and Infrastructure Alignment


Summarizes the major process performance drivers; process effectiveness and efficiency; and a high-
level analysis of costs and profitability, facilities and utilization, people infrastructure, and
information systems and technology.
Products

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Major Process and Infrastructure Introduction


Enterprise People Infrastructure Assessment
• Culture Assessment
• Human Resource Management Practices Assessment
• Enterprise Organizational Performance Levers Framework
• Organizational Change Management Process Assessment
Enterprise Information Systems and Technology Assessment
• Current Application Portfolio Assessment
• Current Data Collection Portfolio Assessment
• Current Technology Assessment
• Business Evaluation of Current Technology
Major Process Performance Drivers
• Major Process Characteristics Assessment
• Major Process Performance Evaluation
• Process Stakeholder Needs and Requirements Assessment
• Stakeholder Satisfaction Assessment
• Stakeholder Perceived Need for Change Assessment
• Stakeholder Map
• Process Organizational Performance Levers Framework
• Process Technology Evaluation
Cost and Profitability Analysis
• Cost and Revenue Data Requirements
• Cost Analysis
• Profitability Analysis
• Cost and Profitability Analysis Summary
Enterprise Facilities and Utilization Assessment
• Facilities Physical Design Assessment
• Facility Capacity Utilization
• Facility Lease/Buy Policies
Major Process and Infrastructure Issues
• Process and Infrastructure SWOT Analysis
• Process and Infrastructure Issues
• Short-term Improvement Implementation Plan
• Short-term Improvement Opportunities
• Short-Term Improvements Sponsorship Plan

Value Propositions
Identifies the enterprise value propositions which are based on the performance issues previously
identified through benchmarking, and leading practice and performance gap analysis techniques.
These value propositions are input to the business case study to determine the best opportunities for

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the enterprise.
Products
Enterprise Benchmarks & Leading Practices
• Benchmarking Scope
• Benchmarking Data Collection Instrument
• Internal Benchmarking Source Summary
• Business Process Benchmark Secondary Research Findings
• Business Process Benchmarking Partner
• Major Process Benchmarking Data
• Performance Issue Best Practices
Performance Gap Analysis
• Major Process Benchmarking & Leading Practice Data Analysis
• Performance Gaps
Value Propositions
• Enterprise Improvement Opportunities
• Value Proposition Key Questions
• Value Proposition Data Packages
• Potential Answers to Value Propositions
• Value Propositions
• Short-term Improvement Opportunities
• Short-term Improvement Implementation Plan
• Short-Term Improvements Sponsorship Plan

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Project Management Deliverables

Organizational Change Management Plan


Documents the organizational change and readiness plans.
Products
Organizational Change Scope and Impact
• Project Stakeholder Map
• Sponsor Alignment Strategies
• Change Leadership Structure
• Change Scope and Impact

Project Assessments
Is used at the end of the project to document project results and process improvement suggestions;
contains assessments of project deliverables and project performance.
Products
Project Assessments
• Future Improvements
• Stage Assessment
• Project Assessment
• Individual Performance Assessment
• Knowledge Transfer Improvements
• Methodology Use Assessment
• Tool Use Assessment

Project Charter
Defines the scope, objectives, and overall approach to the project; serves as a contract between the
project team and the enterprise, stating what the project is to deliver, the resources, and the project
risks and assumptions.
Products
Project Scope
• Project Assumptions
• Project Goals and Objectives
• Route Map Profile
• Project Scope
• Project Risks

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• Contingent Actions
• Risk Management Strategies
• Related Projects
Project Organization
• Project Organization
• Project Management and Control Structure
• Staffing Plan

Project Management Infrastructure


Establishes the process and technology infrastructure for the project.
Products
Project Control File
• Contact Directory
• Electronic Control File
• Workpaper Filing System
Project Procedures
• Scope Management Procedures
• Knowledge Coordination Procedures
• Issue Management Procedures
• Actuals Capture Procedures
• Quality Management Plan
• Reporting Procedures
• Risk Management Plan
• Management Approval
Project Technology
• Project Hardware - Installed
• Project Office Equipment - Installed
• Project Software - Installed
• Project Technology Plan
• Project Technology Support Assessment

Project Orientation Material


Aids the project manager when he or she updates the management and control structure and the
project team on the schedule, procedures, and development approach.
Products
Project Kickoff Meeting Minutes
• Briefing Materials
• Briefing Schedule

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• Kick-off Meeting Minutes


• Project Training Materials

Project Plan
Defines in detail the specifics for managing the project; provides a detailed workplan, task-level
effort and duration estimates, and the project budget.
Products
Project Workplan
• Task List
• Task Dependency Network
• Task-based Effort Estimate
• Resource Assignment
• External Project Milestone
• Scheduled Task-level Workplan
• Internal Project Milestones
Project Budget
• Project Budget

Project Status
Organizes project status reports and project performance data collected by the project manager,
which serves as the baseline for reporting performance against plan.
Products
Project Performance Data
• Project Progress Data
• Change Request
• Issue
• Status Report
• Work Product Review

Value Proposition
Statement of business value to be delivered by the implementation of a specific solution to a business
need.
Products
Project Investment Analysis
• Project Investment Analysis

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Performance Measurement

Product-Based Estimating Template


Output Deliverables
Enterprise Strategy Assessment
Work Product Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Business Environment Performance Effort 1 168 336 504 0
Driver Assessment
Enterprise Strategy Evaluation Effort 1 58 116 174 0

Strategy and Execution Assessment Effort 1 41 82 123 0

Enterprise Strategic Issues Effort 1 21 42 63 0

Improvement Portfolio
Work Product Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Improvement Portfolio Effort 1 12 24 36 0

Improvement Portfolio Communication Effort 1 491 677 923 0


Strategy
Improvement Portfolio Transition Effort 1 177 322 527 0
Strategy
Portfolio Management Sponsor Team Effort 1 38 50 61 0
Infrastructure
Value Propositions Project Charters Project 3 16 32 48 8

Initial Business Case


Work Product Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Cost/Benefit Analysis Effort 1 120 180 240 0

Risk and Return of Value Propositions Effort 1 22 44 60 0

Improvement Matrix Effort 1 3 6 11 0

IPD Change Readiness Assessment Effort 1 81 122 163 0


Results Summary
Value Proposition Prioritization Effort 1 5 10 15 0

Major Process and Infrastructure Alignment


Work Product Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Major Process and Infrastructure Effort 1 2 4 6 0
Introduction
Enterprise People Infrastructure Effort 1 40 80 120 0
Assessment
Enterprise Information Systems and Effort 1 100 200 300 0
Technology Assessment
Major Process Performance Drivers Effort 1 115 190 287 0

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Cost and Profitability Analysis Effort 1 125 250 375 0

Enterprise Facilities and Utilization Effort 1 50 100 150 0


Assessment
Major Process and Infrastructure Issues Effort 1 21 42 63 0

Value Propositions
Work Product Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Enterprise Benchmarks & Leading Effort 1 60 120 180 0
Practices
Performance Gap Analysis Effort 1 50 100 150 0

Value Propositions Effort 1 100 200 300 0

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Project Management Deliverables


Organizational Change Management Plan
Work Product Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Organizational Change Scope and Effort 1 19 25 32 0
Impact
Note: Change clarification discussions take place concurrently with chartering and planning the project.
Information gathered through these change clarification discussions should feed the development of the project
charter and workplan.
Project Assessments
Work Product Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Project Assessments Effort 1 8 12 16 0

Project Charter
Work Product Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Project Scope Effort 1 24 32 48 0

Project Organization Effort 1 12 16 20 0

Project Management Infrastructure


Work Product Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Project Control File Effort 1 4 5 6 0

Project Procedures Effort 1 4 16 20 0

Project Technology Effort 1 32 60 120 0

Project Orientation Material


Work Product Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Project Kickoff Meeting Minutes Session 6 16 24 32 0
Participants

Project Plan
Work Product Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Project Workplan Effort 1 24 32 48 0

Project Budget Effort 1 12 16 20 0

Project Status
Work Product Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Project Performance Data Work Week 26 6 10 14 0

Note: Project performance data includes review and evaluation information on project quality and project work
products completed to date. The reporting of results to date is addressed in the compilation of the project status
reports.
Value Proposition
Work Product Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)

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Project Investment Analysis Effort 1 16 36 80 4

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Performance Measurement

Task-Based Estimating Template


Project Start-Up and Preparation
Note: Once exported to Microsoft Project, you should first Recalc Duration. Next, check the resource view to
determine which resources are overallocated. Level everyone that is overallocated, with the exception of the Project
Manager. You can do this by selecting the resource(s) that are overallocated, selecting Resource Leveling from the
menu, and clicking the Level Now button. Finally, manually level the Project Manager. Keep in mind that leveling
resources will extend the schedule and result in gaps in the Gantt chart. Adjust these gaps manually to arrive at a
reasonable schedule for the start of the project.
Define Project Charter
Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Define Project Organization Effort 1 12 16 20 0

Define Project Scope Effort 1 24 32 48 0

Develop Value Proposition


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Develop Investment Analysis Effort 1 16 36 80 4

Establish Project Management Infrastructure


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Define Project Standards and Effort 1 6 20 24 0
Procedures
Obtain Necessary Hardware-Software- Effort 1 32 60 120 0
Equipment

Clarify Scope of Organizational Change


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Describe Organizational Change Effort 1 19 25 32 0

Note: Change clarification discussions take place concurrently with chartering and planning the project.
Information gathered through these change clarification discussions should feed the development of the project
charter and workplan.
Develop Project Plan
Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Develop Project Workplan Effort 1 24 32 48 0

Develop Project Budget Effort 1 12 16 20 0

Obtain Management Approval of Project Approvals 3 1 2 3 0


Charter and Plan
Note: Reflects one update of the charter and plan. Replicate this task at key points in the project, as required. For
example, allow one update every two months, or three updates over the life of a six month project.
Kick Off Project
Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)

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Brief Project Team Session 6 6 16 20 0


Participants

Monitor and Control Project


Note: This activity represents a percentage of the total project hours and is based on the duration of the project, the
number of resources, the visibility of the project, the availability of the sponsor, and the criticality of the project.
Note: Adjust the order of this activity in your workplan as you deem necessary. It is often placed at or near the end
of the project plan.
Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Control the Project Work Week 26 7 11 15 0

Note: This span task represents a percentage of the total project hours (between 10 - 13 percent). It is based on the
duration of the project, the number of resources, the visibility of the project, the availability of the sponsor, and the
criticality of the project. Adjust the estimates based on the actual duration of the project. For example, if the
project involves enhancements to a legacy system, the actual project duration may be significantly shorter than 6
months. Also review the expected number of change requests and issues, and modify those product- and task-based
estimates as needed.

Enterprise Strategy Assessment


Assess Business Environment Performance Drivers
Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Assess External & Industry & Effort 1 30 60 90 0
Competitive Performance Drivers
Assess Products/Services & Markets Effort 1 18 36 54 0
Performance Drivers
Evaluate Enterprise Stakeholders Effort 1 10 20 30 0

Assess Enterprise Financial Position Effort 1 100 200 300 0


Performance Drivers
Conduct Formal Review of Business Effort 1 10 20 30 0
Environment Drivers

Evaluate Enterprise Strategy


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Assess Strategic Development and Effort 1 15 30 45 0
Management Process
Assess Enterprise Goals and Objectives Effort 1 8 16 24 0

Assess Critical Success Factors and Effort 1 8 16 24 0


Assumptions
Assess Core Competencies and Effort 1 9 18 27 0
Capabilities
Assess Process Strategic Alignment Effort 1 13 26 39 0

Conduct Formal Review of Enterprise Effort 1 5 10 15 0


Strategy Assessment

Assess Strategy and Execution


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Assess Strategic Performance Effort 1 23 46 69 0
Measurement
Evaluate Existing Enterprise Initiatives Effort 1 11 22 33 0

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Assess Strategy Implementation History Effort 1 4 8 12 0

Conduct Formal Review of Strategy and Effort 1 3 6 9 0


Execution

Develop Enterprise Strategic Issues


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Perform SWOT Analysis Effort 1 10 17 24 0

Determine Strategic Issues Effort 1 6 13 19 0

Identify Short-term Improvement Effort 1 15 30 45 0


Opportunities
Conduct Formal Review of Strategic Effort 1 2 4 6 0
Issues

Review and Approve Enterprise Strategy Assessment Stage


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Assess Stage Results Effort 1 4 6 8 0

Assemble Enterprise Strategy Effort 1 2 3 4 0


Assessment
Review Enterprise Strategy Assessment Reviewers 5 1 2 3 2

Obtain Management Approval of Approvals 3 1 2 3 0


Enterprise Strategy Assessment
Publish Enterprise Strategy Assessment Effort 1 1 2 3 0

Major Process and Infrastructure Alignment


Assess Enterprise People Infrastructure
Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Assess the Current Organizational Effort 1 33 66 99 0
Environment
Assess Current Organizational Change Effort 1 4 8 12 0
Management Process
Conduct Formal Review of People Reviewers 5 1 2 3 0
Infrastructure Assessment

Assess Enterprise Information Systems and Technology


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Assess Current Applications Effort 1 30 60 90 0

Assess Current Data Collections Effort 1 30 60 90 0

Assess Current Technology Effort 1 30 60 90 0

Conduct Formal Review of IS and Reviewers 5 1 2 3 0


Technology Assessment

Assess Major Process Performance Drivers


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Assess Major Process Key Effort 1 15 30 45 0
Characteristics

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Evaluate Current Major Process Effort 1 24 48 72 0


Performance
Assess Major Process Stakeholders Effort 1 18 36 54 0

Assess Process Organizational Effort 1 20 30 40 0


Performance Levers Framework
Evaluate Process Technology Effort 1 30 40 60 0

Conduct Formal Review of Major Effort 1 8 12 16 0


Process Drivers

Conduct Cost and Profitability Analysis


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Determine Cost and Revenue Data Effort 1 19 38 57 0
Requirements
Conduct Cost Analysis Effort 1 45 90 135 0

Conduct Profitability Analysis Effort 1 39 78 117 0

Summarize Cost and Profitability Effort 1 12 24 36 0


Analysis
Conduct Formal Review of Cost and Reviewers 5 1 2 3 0
Profitability Analysis

Assess Enterprise Facilities and Utilization


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Assess Physical Design of Facilities Effort 1 30 60 90 0

Assess Facility Utilization and Effort 1 15 30 45 0


Ownership Strategies
Conduct Formal Review of Facility and Reviewers 5 1 2 3 0
Utilization Assessment

Develop Major Process and Infrastructure Issues


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Perform Process and Infrastructure Effort 1 10 17 24 0
SWOT Analysis
Determine Process and Infrastructure Effort 1 6 13 19 0
Issues
Identify Short-term Improvement Effort 1 15 30 45 0
Opportunities
Conduct Formal Review of Process and Effort 1 2 4 6 0
Infrastructure Issues

Review and Approve Major Process & Infrastructure Alignment


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Assess Stage Results Effort 1 4 6 8 0

Develop Major Process & Infrastructure Effort 1 2 3 4 0


Alignment Summary
Assemble Major Process and Effort 1 2 3 4 0
Infrastructure Alignment Analysis
Review Major Process and Infrastructure Reviewers 5 1 2 3 2
Alignment

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Obtain Mgt Approval of Process & Approvals 3 1 2 3 0


Infrastructure Alignment
Publish Major Process and Effort 1 1 2 3 0
Infrastructure Alignment

Value Proposition Identification


Identify Benchmarks & Leading Practices
Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Plan for Benchmarking and Secondary Effort 1 8 16 24 10
Research
Consult Internal Sources Effort 1 9 18 27 0

Conduct Secondary Research Effort 1 10 20 30 0

Identify Benchmarking Partners Effort 1 5 10 15 0

Refine Benchmarking Data Collection Effort 1 6 12 18 0


Instrument
Collect Benchmarking Data Effort 1 10 20 30 0

Identify Performance Issue Best Effort 1 9 18 27 0


Practices
Conduct Formal Review of Benchmarks Effort 1 3 6 9 0
and Leading Practices

Conduct Gap Analysis


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Analyze and Document Benchmark and Effort 1 16 24 32 0
Leading Practice Findings
Identify Performance Gaps Effort 1 30 70 110 0

Conduct Formal Review of Performance Effort 1 4 6 8 0


Gap Analysis

Develop Value Propositions


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Identify Opportunities to Close Effort 1 20 40 60 0
Performance Gaps
Develop Value Proposition Key Question Effort 1 30 60 90 0
Information
Assemble Value Proposition Information Effort 1 30 60 90 0

Identify Short-term Improvement Effort 1 15 30 45 0


Opportunities
Conduct Formal Review of Value Effort 1 5 10 15 0
Proposition Development

Review and Approve Value Proposition Identification Stage


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Assess Stage Results Effort 1 4 6 8 0

Assemble Value Propositions Effort 1 2 3 4 0

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Review Value Propositions Reviewers 5 1 2 3 2

Obtain Management Approval of Approvals 3 1 2 3 0


Enterprise Value Propositions
Publish Enterprise Value Propositions Effort 1 1 2 3 0

Initial Business Case Development


Conduct Cost/Benefit Analysis
Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Identify Cost/Benefit Assumptions Effort 1 15 20 30 0

Identify Costs Effort 1 45 60 80 0

Identify Benefits Effort 1 45 60 80 0

Construct Cost/Benefit Model Effort 1 20 40 50 0

Conduct Formal Review of Cost/Benefit Reviewers 5 1 2 3 0


Model

Analyze Risk and Return of Value Propositions


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Identify Risks Associated with Value Effort 1 4 7 8 0
Propositions
Estimate Financial Returns of Value Effort 1 10 21 25 0
Propositions
Plot Risks and Returns on Risk/Return Effort 1 6 12 19 0
Matrix
Conduct Formal Review of Risk and Reviewers 5 2 4 8 0
Return Assessment

Map Value Propositions Against Improvement Matrix


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Plot Value Propositions on Improvement Effort 1 2 4 8 0
Matrix
Conduct Formal Review of Improvement Reviewers 5 1 2 3 0
Matrix

Assess Improvement Portfolio Change Readiness


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Prepare Improvement Portfolio Change Effort 1 20 30 40 0
Readiness Assessment
Conduct Improvement Portfolio Change Effort 1 20 30 40 0
Readiness Assessment
Develop Change Readiness Effort 1 20 30 40 0
Assessment Summary
Conduct Change Readiness Effort 1 20 30 40 0
Assessment Sponsor Review Session
Conduct Formal Review of IPD Change Reviewers 5 1 2 3 0
Readiness

Prioritize Value Propositions


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)

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Prioritize Value Propositions Effort 1 4 8 12 0

Conduct Formal Review of Value Effort 1 1 2 3 0


Proposition Prioritization

Review and Approve Initial Business Case Stage


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Assess Stage Results Effort 1 4 6 8 0

Assemble Initial Business Case Effort 1 2 3 4 0

Publish Enterprise Initial Business Case Effort 1 1 2 3 0

Review Initial Business Case Reviewers 5 1 2 3 2

Obtain Management Approval of Initial Approvals 3 1 2 3 0


Business Case

Improvement Portfolio Management


Develop Improvement Portfolio
Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Develop Improvement Portfolio Effort 1 10 20 30 0

Conduct Formal Review of Improvement Effort 1 2 4 8 0


Portfolio Development

Mobilize Portfolio Management Sponsor Team


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Identify Portfolio Management Sponsor Effort 1 10 13 15 0
Team
Charter Improvement Portfolio Effort 1 12 15 18 0
Management Sponsor Team
Develop Improvement Portfolio Sponsor Effort 1 15 20 25 0
Team
Conduct Formal Review of Portfolio Reviewers 5 1 2 3 0
Management Sponsor Team

Develop Improvement Portfolio Transition Strategy


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Determine Commitment vs. Compliance Effort 1 16 20 24 0
Implementation Approach
Develop Improvement Portfolio Effort 1 160 300 500 0
Transition Strategy
Conduct Formal Review of Portfolio Reviewers 5 1 2 3 0
Transition Strategy

Develop Value Proposition Project Charters


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Develop Project Charters for Major Value Project 3 16 32 48 8
Propositions
Conduct Formal Review of Value Reviewers 5 1 2 3 0
Proposition Project Charters

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Build Improvement Portfolio Communication Strategy


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Build Improvement Portfolio Effort 1 100 150 200 0
Communication
Develop Improvement Portfolio Effort 1 260 350 500 0
Communication Plan
Execute Change Announcement Effort 1 130 175 220 0

Conduct Formal Review of Portfolio Reviewers 5 1 2 3 0


Communication Strategy

Review and Approve Improvement Portfolio Management Stage


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Assemble Improvement Portfolio Effort 1 4 6 8 0

Review Improvement Portfolio Project Team 5 1 2 3 2


Member
Obtain Management Approval of Approvals 3 1 2 3 2
Improvement Portfolio
Publish the Project Charter and Project Effort 1 1 2 3 0
Plan

Project Review and Assessment


Review Project Performance
Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Evaluate Methodology and Tool Use Effort 1 4 8 12 0

Develop Knowledge Transfer and Future Effort 1 8 16 24 0


Improvements
Conduct Individual Performance Project Team 5 1 1 2 4
Reviews Member
Evaluate Project Performance Effort 1 8 16 24 0

Close Down Project


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Close Project and Control File Effort 1 4 8 12 0

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Performance Measurement

Risk Questionnaire

Key Resource Availability


Availability of Project The project sponsor is: o Low
Sponsor • Available full-time
• Available part-time o Medium
• Not available or not identified o High
Decision-making Authority Authority of user participants to make critical decisions in a o Low
timely manner:
• User participants have complete decision-making authority o Medium
• User participants have limited decision-making authority o High
• User participants have no real decision-making authority
Subject Matter Expertise Knowledge of the participants in the subject matter required o Low
for their role and responsibilities:
• Participants are fully knowledgeable o Medium
• Participants are somewhat knowledgeable o High
• Participants are not knowledgeable
Time Allocation Allocation of key project participants to the project: o Low
• All key participants are sufficiently allocated to the project
• Key participants are partially allocated to the project o Medium
• Key participants are insufficiently allocated to the project o High

Project Definition
Complexity of Knowledge Knowledge coordination needs are: o Low
Coordination • Simple
• Moderate o Medium
• Complex o High
Project Deliverables The project deliverables are: o Low
• Well-defined
• Defined, but at a high-level o Medium
• Vague o High
Project Scope The project scope is: o Low
• Well-defined
• Defined, but at a high-level o Medium
• Vague o High
Availability of The status of the existing documentation and procedures is: o Low
Documentation • Complete and current
• More than 75% complete and current o Medium
• Nonexistent, less than 75% complete, or outdated o High
Benefits of Project The benefits of the project are: o Low
• Well-defined or quantified or of strategic importance
• Defined in general, not quantified o Medium
• Not defined or unclear o High
Business Knowledge of Project team members who are highly knowledgeable about o Low
Project Team or experienced in the industry, people, process, and
technology: o Medium
• All o High
• Half
• None

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Dependence of Other The number of projects that are dependent on this project: o Low
Projects on this Project • 0
• 1 o Medium
• 2 or more o High
Dependence on Other The number of other projects on which this project is o Low
Projects dependent:
• 0 o Medium
• 1 o High
• 2 or more
Logical Project Scope The logical scope of the project encompasses: o Low
• A single enterprise
• Between one and two business units o Medium
• More than two business units o High

Project Management Structure


Scope Management The scope management procedures for the project are: o Low
Procedures • Well-defined and accepted
• Established but unclear o Medium
• Nonexistent o High
Knowledge Coordination The knowledge coordination procedures for this project are: o Low
Procedures • Well-defined and accepted
• Established but unclear o Medium
• Nonexistent o High
Methodology Use The methodology and other standards to be used on the o Low
project:
• Use of a common, formal methodology o Medium
• Use of informal practices and standards o High
• No methodology
Methodology Experience The experience of the organization with the methodology: o Low
• Full life cycle experience with the methodology
• Single phase or partial life cycle experience with the o Medium
methodology o High
• This is the first project to use the methodology
Quality Management The quality management procedures for the project are: o Low
Procedures • Well-defined and accepted
• Established but unclear o Medium
• Nonexistent o High

Project Size
Calendar Time The estimated calendar time for project completion: o Low
• 4 months or less
• 5 -12 months o Medium
• Over 12 months o High
Organizations to Coordinate The number of user organizations involved with the project: o Low
• 1
• 2 to 4 o Medium
• Over 4 o High
Hours of Effort The total estimated hours of effort for the project: o Low
• 5,000 or less
• 5,001-20,000 o Medium
• Over 20,000 o High

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Project Team Size The estimated project team size, at its peak: o Low
• 4 or fewer members
• 5-7 members o Medium
• Over 15 members o High
Sites The number of different physical locations that will be o Low
considered:
• 1 site o Medium
• 1 to 3 o High
• Over 3

Sponsorship and Commitment


Commitment of Management The general attitude of management: o Low
• Understands value of and supports the project
• Are somewhat reluctant o Medium
• Are very skeptical or resistant o High
Commitment of The general attitude of the organizations: o Low
Organizations • Understand value of and supports the project
• Are somewhat reluctant o Medium
• Are very skeptical or resistant o High
Project Sponsorship The project sponsor is: o Low
• Identified, enthusiastic, and strong user influence
• Identified but passive o Medium
• Unknown o High
Number of Project Sponsors The project has: o Low
• One project sponsor
• Two project sponsors o Medium
• More than two project sponsors o High
Project Scope is within The project scope is: o Low
Project Sponsor's Span-of- • Completely within the project sponsor's direct span-of-
control o Medium
Control • Partially outside the project sponsor's direct span-of- o High
control
• Outside the project sponsor's direct span-of-control

Staffing
Project Manager Experience The project manager experience level: o Low
• 3 or more prior projects of similar scope
• 1 or 2 prior projects of similar scope o Medium
• No prior projects of similar scope o High
Full-time Project Team The project team is: o Low
• Assigned to project full-time
• At least half the team is assigned full-time o Medium
• Less than half the team is assigned full-time o High
Experience as a Team The experience of team members as a team: o Low
• All have worked together before
• Some have worked together before o Medium
• Team members are strangers o High
Team Location The physical location of the team: o Low
• Team is located together
• Most of the team is located together o Medium
• Team is located at several sites o High

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Full-time Project Team The project team is: o Low


• Assigned to project full-time
• At least half the team is assigned full-time o Medium
• Less than half the team is assigned full-time o High

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Performance Management Framework
Alignment

Performance Measurement
Quick Reference Guide
Ernst & Young Navigator Systems Series(R) 4-1
Quick Reference Guide

Performance Management
Framework Alignment

During this phase, document the components of the Performance Management Framework, which
include the Strategic framework, the Decisioning framework, and the Improvements framework.
These components illustrate an important management function within the enterprise. Use the
Strategic framework to summarize the direction of the enterprise and build a business performance
model which illustrates the key management variables within the organization. Use the Decisioning
framework to define how decisions are made within the enterprise to achieve the overall strategy. Use
the Improvement framework to identify the improvement objectives important to the enterprise
strategy and to document the current enterprise initiatives with relationship to the strategy. Then,
review the framework infrastructure to identify issues relating to the people and technology.
Assess the framework alignment to identify areas of opportunities in which the enterprise can
enhance the efficiency and effectiveness of its management. This means eliminating or not starting
excess activities that do not tie directly to the enterprise strategy. Use the alignment review to
identify areas of the enterprise that should adopt a new performance measurement system that will
help increase control over the components of the framework.
Use performance measurement improvement opportunities to identify the performance measurement
improvement opportunities that are based on the performance issues previously identified. Use
benchmarking and leading practice and performance gap analysis techniques to identify the
improvement opportunities. Then, use the performance measurement opportunities in the business
case to determine the best opportunities for the enterprise to pursue.
Finally, develop a business case, a cost/benefit analysis for all possible performance measurement
opportunities, and analyze risks associated with the opportunities. Assess how ready the organization
is to accept the change that is defined in the proposed initiatives. Use the information obtained
during the assessment to prioritize the performance measurement improvement opportunities and to
develop the initial project charters.

This phase has the following stages:


• Project Start-Up and Preparation
• Performance Management Framework Assessment
• Performance Measurement Improvement Opportunities
• Business Case Development
• Performance Measurement Definition Planning
• Project Review and Assessment

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Performance Measurement

P ro jec t
S tart-u p
an d
P reparatio n

P erfo rm anc e P erfo rm an ce P erfo rm an c e


B u sines s
M anag em en t M easu rem e n t M ea su rem ent
C ase
Fram ew ork Im p ro vem en t D efinition
D evelo p m en t
A ssessm en t O p p o rtun ities P lann in g

P ro jec t
R eview and
A sses sm en t

S PM0 16 7

Figure 4-1 Dependency of Stages in Performance Management Framework Alignment

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Project Start-Up and Preparation


During this stage, establish the foundation for the project by developing the project charter and
project plan and receiving management approval for them. The project charter serves as a formal
agreement between the project team (as represented by the project manager) and the user community
(as represented by the project sponsor). It establishes, on a general level, the project's direction. The
project plan is a more detailed account of the work that will be done, the budget and other resources
that will be used to accomplish this work, and the management practices that will be followed to
control it. The project charter includes a summary of the various portions of the project plan. The
project charter and project plan should be developed in parallel.

Deliverables
• Organizational Change Management Plan
• Project Charter
• Value Proposition
• Project Management Infrastructure
• Project Orientation Material
• Project Plan
• Project Status

Define
Project
Charter

Develop Kick-off
Value Project
Proposition

Establish
Project
Management
Infrastructure

Clarify Scope
of
Organizational
Change

Develop
Project
Plan

Monitor and Control Project

PM507

Figure 4-2 Dependency of Activities in Project Start-Up and Preparation

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Performance Measurement

Performance Management Framework Assessment


During this stage, separate the Performance Management Framework into the three key management
functions, then review the elements that make up each function for effectiveness and understanding.
Use data gathering to consolidate the information necessary to assess the performance management
framework. Use the strategic framework to summarize the enterprise's strategy, vision, and value
chain. Assess the enterprise business performance model for accuracy and management consensus.
Assess and validate the balanced scorecard and capital investment performance measurement
techniques to ensure they are being used are effective. Use the improvement framework to analyze
improvement objectives and current initiatives to ensure they are effective and are aligned to the
enterprise strategy. Use the decisioning framework to assess the current product-related, enterprise
optimization, and improvement decision-making process. Analyze the capital decisioning process for
effectiveness. Assess and validate the activity-based information performance measurement
technique to ensure it is being used and is effective.
Review the performance measurement techniques for current information technology applications and
for future requirements. Review and summarize the framework infrastructure components. Review
the organizational environment. Combine the information technology elements and review them for
consistency throughout measurement techniques and the enterprise's current systems.
Finally, identify all of the issues that are identified during this assessment, consolidate them, and use
them to identify potential improvement opportunities.

Deliverables

Figure 4-3 Dependency of Activities in Performance Management Framework Assessment

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Performance Measurement Improvement Opportunities


In this stage, identify the performance measurement improvement opportunities that are based on the
performance issues previously identified. Use benchmarking and leading practice and performance
gap analysis techniques to identify the improvement opportunities. Then, use these performance
measurement opportunities in the business case to determine the best opportunities for the enterprise.

Deliverables

Figure 4-4 Dependency of Activities in Performance Measurement Improvement Opportunities

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Performance Measurement

Business Case Development


In this stage, develop a cost/benefit/risk analysis for possible performance measurement opportunities,
analyze risks associated with the opportunities, and document the returns expected at the completion
of the performance measurement initiatives. Assess the change readiness of the organization to
accept the proposed initiatives. Using this information, prioritize performance measurement
opportunities and develop initial project charters.

Deliverables

Figure 4-5 Dependency of Activities in Business Case Development

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Performance Measurement Definition Planning


During this stage, identify performance measurement projects. Create the initial project charters for
each performance measurement project. Outline the scope and high-level project workplan for each
performance measurement project.

Deliverables

Figure 4-6 Dependency of Activities in Performance Measurement Definition Planning

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Performance Measurement

Project Review and Assessment


During this stage, review the project from various perspectives to determine what was effective and
what could be improved in future project efforts. Review the project deliverables and the project
control file. Organize them for hand-off to subsequent projects where they will be used to define
project baselines. Assess the performance of the project team. Obtain the approval of the project
sponsor and conclude the project.

Deliverables
• Project Assessments
• Project Management Infrastructure

Review Project Close Down


Performance Project

PM515

Figure 4-7 Dependency of Activities in Project Review and Assessment

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Phase Workplan, Techniques, and Technique Fragment


Steps
Project Start-Up and Preparation
Define Project Charter
Define Project Organization
Defining a Management and Control Structure
• Define the management and control structure
• Formalize the management roles and responsibilities
• Identify the participating managers and liaison personnel
• Define the management reporting requirements
• Secure approval of the management and control structure
Defining the Project Organization
• Determine the project roles
• Determine the staffing requirements
• Map the roles to the resources
• Develop the team organization chart
Developing a Staffing Plan
• Convert staffing requirements
• Consult your staffing coordinator
• Review available candidates
• Arrange consultant services
• Assemble the staffing plan
Responsible: Project Manager
Participant: Project Manager
Define Project Scope
Defining Project Goals and Objectives
• Confirm business goals, objectives, and opportunities/problems
• Define or confirm project objectives
• Define or confirm project goals
• Document assumptions and benefits
Selecting a Route Map
• Review project objectives and route map profile phase objectives
• Select the route map profile phase
• Document the project phase and approach
• Document any assumptions or risks
Defining Project Scope
• Establish the deliverable scope
• Establish the logical scope
• Establish the organizational scope
• Establish the financial scope
• Establish the temporal scope
• Document assumptions regarding scope
Identifying Related Projects
• Identify any related projects
• Review related project information
• Document related projects on a diagram
Evaluating Project Risk
• Identify the project-related risks
• Assign a risk level to each risk factor
• Identify the risk management strategies
• Document assumptions
• Identify any contingent actions
Defining Project Assumptions
• Document project assumptions

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• Communicate assumptions with appropriate project management


Responsible: Project Manager
Participant: Project Manager
Information Source: Project Sponsor

Develop Value Proposition


Develop Investment Analysis
Developing an Investment Analysis
• Review the company's financial analysis standards
• Identify the benefits
• Identify the costs
• Identify the alternative investment scenarios for a value sensitivity analysis
• Develop the cash flow schedule
• Calculate the economic performance indicators
• Document any assumptions
• Conduct a sensitivity analysis
• Assemble the investment analysis in a value proposition statement
Responsible: Project Manager
Participant: Valuation and Financial Analyst

Establish Project Management Infrastructure


Define Project Standards and Procedures
Developing Issue Management Procedures
• Develop the issue management procedures
• Create an issue worksheet
• Create the issue log
• Create an issue storage mechanism
Developing Scope Management Procedures
• Establish guidelines and standards for change requests
• Establish the change request evaluation procedures
• Create a change request worksheet
• Create a change request log
• Define how to administer scope updates and change requests
• Define the change request reporting requirements
• Create a change request storage mechanism
Developing a Quality Management Plan
• Establish deliverable completeness and correctness criteria
• Document requirements for metric gathering and analysis tasks
• Appoint a process quality advisor
• Document process review task and schedule requirements
• Document product review task and schedule requirements
Developing a Risk Management Plan
• Develop the risk management plan
• Document risk management review requirements
Developing Knowledge Coordination Procedures
• Document software toolset use for KBO capture
• Document knowledge base object (KBO) naming conventions
• Define the knowledge base views
• Define the control structures
• Define the encyclopedia and model management procedures
Developing Reporting Standards and Procedures
• Define reporting information needs
• Document the reporting cycles and formats
• Communicate reporting standards to the project team
Developing Actuals Capture Procedures
• Select the information or the measures you wish to collect
• Establish the collection frequency
• Establish the mode of collection for the information
• Document and communicate actuals capture procedures
Creating the Project Control File
• Establish the workpaper filing system
• Create the electronic project control file

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Creating the Contact Directory


• Decide what information you would like to maintain in the contact directory
• Define a collection method for the information
• Distribute and communicate the contact directory
Responsible: Project Manager
Participant: Knowledge Base Coordinator
Participant: Project Manager
Obtain Necessary Hardware-Software-Equipment
Assessing Project Technology Support
• Determine the technology-related needs for the project
• Assess the current technology infrastructure in meeting the project needs
Developing a Project Technology Plan
• Document the current technology that will support the project needs
• Document the hardware that must be obtained
• Document the software that must be obtained
• Document any additional office equipment that must be obtained
Installing Project Hardware
• Obtain the additional hardware needed to meet the project needs
• Install the hardware
Installing Project Software
• Obtain the additional software needed to meet the project needs
• Install the software
Installing Project Office Equipment
• Obtain the additional office equipment needed to meet the project needs
• Schedule the installation of the office equipment
Responsible: Technology Support
Participant: Technology Support

Clarify Scope of Organizational Change


Describe Organizational Change
Describing the Scope and Impact of the Change Initiative
• Identify the expected outcomes of this project
• Identify the key components of the change initiative that are essential for successful implementation
• Identify constraints relevant to this project
• Identify the primary reason driving the decision to change
• Identify why this project is important
• Identify the sponsors and key change leaders that will authorize the changes
• Identify the primary stakeholders affected by the change initiative
• Identify the expectations of change initiative
Developing a Stakeholder Map
• Identify the key roles in the change process
• Prepare a stakeholder map for each major process area
• Summarize the essential people and relationships
• Confirm the Stakeholder Map with the executive sponsor
Developing Change Leadership
• Segment the stakeholder groups affected by the change
• Identify sponsors of the change initiative
• Identify Change Leaders and create a Change Leadership Map
Developing Sponsor Alignment Strategies
• Assess the level of sponsor awareness and understanding of the change initiative
• Schedule a series of executive briefings to develop sponsor awareness and alignment with change objectives
• Organize the executive briefing materials for the sponsor awareness and alignment sessions
• Conduct the sponsor awareness and alignment sessions
• Document the results of the sponsor awareness and alignment sessions
Responsible: Organizational Change Management (OCM) Analyst
Participant: Organizational Change Management (OCM) Analyst
Approval: Project Manager

Develop Project Plan


Develop Project Workplan
Deriving a Workplan Task List

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• Review the project charter


• Document assumptions
• Identify the project stages, activities, and tasks
• Refine the deliverable-to-workplan task mapping
• Refine the project workplan tasks
Developing a Task Dependency Network
• Define the task dependency links
• Incorporate iteration
• Add partitioning and task splitting
Estimating the Task-Based Effort
• Determine the estimating strategy
• Document the estimating assumptions
• Identify the estimating elements for the project
• Refine the element numbers used for task-based estimating
• Select the guideline hours for each task
• Identify tasks to be replicated
• Calculate the task-based estimate
• Adjust the selected guideline hours
• Document the task-based estimate
Assigning Resources to Roles and Tasks
• Assign resources to roles and tasks
Documenting External Milestones
• Document external milestones
Scheduling a Task-level Workplan
• Adjust the workplan to meet schedule requirements
• Apply the resource constraints
• Apply the external milestones
• Schedule and resource level the project
Determining Internal Milestones
• Derive the internal milestones
Responsible: Project Manager
Participant: Project Manager
Develop Project Budget
Developing a Budget
• Document the estimating assumptions
• Determine project applicable budget cost categories
• Determine additional costs
• Determine the labor cost target
• Determine direct vs. indirect and fixed vs. variable cost considerations
• Determine the labor cost estimate
• Estimate the travel and living costs
• Determine training requirements
• Determine training frequency
• Determine training sources
• Determine training logistics
• Estimate the training cost
• Determine team facility requirements
• Determine team resource requirements
• Determine solution requirements
• Estimate technology-related costs
• Estimate people-related costs
• Estimate process-related costs
• Determine the project support costs
• Summarize the costs for the budget
Responsible: Project Sponsor
Participant: Project Manager
Approval: Project Sponsor
Obtain Management Approval of Project Charter and Plan
Obtaining Management Approval of the Charter and Plan
• Confirm the review participants
• Schedule the review

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• Conduct the review


• Obtain management approval
• Follow up on issues
Responsible: Project Manager
Participant: Executive Sponsor
Participant: Project Manager
Participant: Project Sponsor
Approval: Executive Sponsor
Approval: Project Sponsor

Kick Off Project


Brief Project Team
Developing Briefing Materials
• Prepare the briefing materials
Conducting Project Team Training
• Plan training
• Prepare training
• Conduct training
• Review project issues
Scheduling a Project Kick-off Meeting
• Schedule the team briefing session
Conducting the Project Kick-off Meeting
• Conduct the team briefing session
Responsible: Project Manager
Participant: Executive Sponsor
Participant: Project Sponsor
Participant: Trainer

Monitor and Control Project


Control the Project
Evaluating Progress
• Assess the Estimate at Completion
• Calculate schedule, deliverable, and budget variances
• Calculate progress-to-date cumulations
• Take corrective action
Conducting Periodic Reviews
• Select review participants
• Prepare for the review
• Conduct the review
• Develop an action item list if necessary
Managing Issues
• Log the issues
• Update the project issue log
• Screen the issues
• Evaluate the issues to identify resolution alternatives
• Approve the preferred resolution for the issue
• Assign responsibility for taking action on the issue
• Close the issue
Managing Change Requests
• Log the change request
• Approve, reject, or defer investigation
• Assign an investigator for accepted change requests
• Assess the impact of the requested change
• Document an overall change assessment and recommendation
• Close the change request
Monitoring Risk
• Monitor risks
• Review the risk management plan
• Update the risk management plan
• Obtain approval of the updated risk management plan
Reporting and Approving Status
• Prepare status reports

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Performance Measurement

• Summarize key issues, changes, and variances


• Brief the sponsor on status
• Review progress with the management and control structure
• Resolve issues, change requests, and variances
• Obtain agreement on and approval of the current status
Responsible: Project Manager
Participant: Project Manager
Participant: Team Member

Performance Management Framework Assessment


Performance Measurement Improvement Opportunities
Business Case Development
Performance Measurement Definition Planning
Project Review and Assessment
Review Project Performance
Evaluate Methodology and Tool Use
Assessing Methodology Use
• Evaluate the methodology use
• Identify potential methodology use refinements
Assessing Tool Use
• Evaluate tool use
• Identify potential tool use refinements
Responsible: Project Manager
Participant: Methodology Support
Participant: Process Quality Advisor
Participant: Project Manager
Participant: Technical Specialist
Develop Knowledge Transfer and Future Improvements
Identifying Future Improvements
• Identify team organization improvements
• Identify support improvements
• Identify estimate, workplan, and schedule improvements
• Identify process improvements
• Identify discovered improvements
• Document recommendations for future improvements
Identifying Knowledge Transfer Improvements
• Identify knowledge transfer opportunities
• Archive and distribute knowledge transfer examples and recommendations
Responsible: Project Manager
Participant: Business Analyst
Participant: Knowledge Base Coordinator
Participant: Methodology Support
Participant: Process Quality Advisor
Participant: Project Manager
Participant: Project Sponsor
Participant: Technical Specialist
Conduct Individual Performance Reviews
Developing Individual Performance Assessments
• Assess the individual performance of each team member
• Document an assessment of the performance of each team member
• Discuss the performance assessment with the team member
Responsible: Project Manager
Participant: Project Manager
Information Source: Project Sponsor
Evaluate Project Performance
Assessing Project Performance

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• Review all final deliverables


• Review the project performance
• Review the risk management plan
• Verify risk outcome
• Review the issues and change requests
• Prepare the assessment and discuss it with the sponsor
Responsible: Project Manager
Participant: Project Manager
Participant: Project Sponsor
Information Source: Process Quality Advisor

Close Down Project


Close Project and Control File
Closing the Control File
• Close down the control file
• Close down the site
Responsible: Project Manager
Participant: Project Manager
Approval: Project Sponsor

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Performance Measurement

Phase Deliverables

Business Case
Describe a method to develop a cost/benefit/risk analysis for all possible performance measurement
opportunities; describes the readiness or lack of readiness of the organization to accept the proposed
initiatives; provides the information needed to prioritize the performance measurement opportunities
and to develop the initial project charter.
Products
Business Case Introduction
Cost/Benefit/Risk Analysis
• Cost/Benefit Assumptions
• Costs
• Benefits
• Cost/Benefit Model
• Cost/Benefit Model Scenarios
• Risks
• Implementation Risk Assessment
• Risk Factor Events
Change Readiness Assessment Results Summary
• Organizational Change Readiness Assessment Constituencies
• Assessment Plan and Agenda
• Session Introduction
• Change Agent Evaluation
• Change Impact Evaluation
• Change Initiatives Inventory Review
• Change Synergy Evaluation
• Sponsor Commitment Evaluation
• Stakeholder Resistance Evaluation
• Communication Effectiveness Assessment
• Culture Consistency Evaluation
• Organizational Change Enablers
• Organizational Change Barriers
• Change Readiness Assessment Summary
• Change Readiness Assessment Sponsor Briefing
Improvement Opportunity Prioritization
• Performance Measurement Opportunity Prioritization

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Initial Project Charter - Performance Measurement Definition


Provides an initial, high-level definition and justification of a project, including project goals and
objectives, logical and deliverable scope, project management approaches, workplan, product-based
effort estimate, budget, project investment analysis, and project organization; it provides the first
opportunity for management to review and approve the proposed project.
Products
Performance Measurement Definition Plan Introduction
Initial Project Scope
• Initial Project Goals and Objectives
• Initial Deliverable Scope
• Initial Logical Scope
Initial Project Investment Analysis
• Initial Project Investment Analysis
Initial Related Projects
• Related Project Overview
• Initial Related Project
High-level Project Workplan
• Activity List
• Activity Dependency Network
• Product-based Effort Estimate
• Initial External Project Milestones
• Scheduled Activity-level Workplan
• Initial Internal Project Milestone
High-level Budget
• High-level Budget
Initial Project Charter Executive Summary
Initial Project Management Approach
• Initial Route Map Profile Phase and Approach
• Initial Issue Management Approach
• Initial Knowledge Coordination Approach
• Initial Knowledge Transfer Approach
• Initial Quality Management Approach
• Initial Risk Management Approach
• Initial Scope Management Approach
• Initial Training Approach
Initial Project Organization
• Initial Project Organization

Performance Management Framework Assessment

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Performance Measurement

Identifies the components of the Performance Management Framework; identifies areas of


opportunities for the enterprise to enhance the efficiency and effectiveness of the management;
identifies those areas of the enterprise that should adopt new performance measurement systems.
Products
Performance Management Framework Assessment Introduction
Performance Management Framework Data
• Performance Management Framework Data
• Performance Measurement Questionnaire
• Performance Measurement Questionnaire Analysis
• Interview Schedule
• Interview Preparation Materials
• Interview Notes
• Interview Feedback Packages
Strategic Framework Assessment
• Performance Management Framework Data
• Enterprise Strategy and Vision
• Enterprise Value Chain Verification
• Enterprise Business Performance Model
• Strategic Performance Measurement System Assessment
• Balanced Scorecard Validation
• Capital Investment Audit Procedure Assessment
• Strategic Perf Meas System Information Technology Issues
• Strategic Framework Alignment Issues
Improvement Framework Assessment
• Improvement Objectives
• Current Improvement Initiative Performance
• Improvement Initiative Implementation History
• Improvement Framework Alignment Issues
Decisioning Framework Assessment
• Product-Related Decision-Making Process
• Enterprise Optimization Decision Process
• Improvement Decision Process
• Activity Based Information Validation
• Capital Decisioning Process
• Decision-Making Information Technology Issues
• Decisioning Framework Alignment Issues
Performance Management Framework Infrastructure Assessment
• Culture Assessment
• Human Resource Management Practices Assessment
• Organizational Performance Levers Framework Assessment
• Organizational Performance Levers
• People Principles

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• Performance Management Framework Technology


• Organizational Change Management Process Assessment
• Performance Management Framework Infrastructure Issues
Project Assessments
• Future Improvements
• Stage Assessment
• Project Assessment
• Individual Performance Assessment
• Knowledge Transfer Improvements
• Methodology Use Assessment
• Tool Use Assessment

Performance Measurement Improvement Opportunities


Identifies the performance measurement improvement opportunities that are based on identified
performance issues; specifies benchmarking and leading practice and performance gap analysis
techniques that identify improvement opportunities, which are then used in the business case to
determine the best opportunities for the enterprise.
Products
Performance Measurement Improvement Opportunity Introduction
Performance Measurement Short-Term Improvement Program
• Short-term Improvement Opportunities
• Short-term Improvement Implementation Plan
• Short-Term Improvements Sponsorship Plan
Performance Measurement Improvement Opportunities
• Benchmarking Scope
• Benchmarking Data Collection Instrument
• Internal Benchmarking Source Summary
• Business Process Benchmark Secondary Research Findings
• Performance Measurement Benchmarking Data
• Performance Issue Best Practices
• Performance Gaps
• Performance Measurement Improvement Opportunities

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Performance Measurement

Project Management Deliverables

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Product-Based Estimating Template


Output Deliverables
Business Case
Work Product Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Business Case Introduction Effort 1 2 3 4 0

Cost/Benefit/Risk Analysis Effort 1 86 145 184 0

Change Readiness Assessment Results Effort 1 81 122 163 0


Summary
Improvement Opportunity Prioritization Effort 1 9 18 27 0

Initial Project Charter - Performance Measurement Definition


Work Product Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Performance Measurement Definition Effort 1 2 3 4 0
Plan Introduction
Initial Project Scope Project 3 4 8 12 4

Initial Project Investment Analysis Project 3 4 8 12 4

Initial Related Projects Project 3 2 3 4 2

High-level Project Workplan Project 3 4 8 16 0

High-level Budget Project 3 2 3 4 1

Initial Project Charter Executive Project 3 2 4 6 2


Summary
Initial Project Management Approach Project 3 6 9 15 4

Initial Project Organization Project 3 2 3 4 1

Performance Management Framework Assessment


Work Product Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Performance Management Framework Effort 1 2 3 4 0
Assessment Introduction
Performance Management Framework Effort 1 77 94 121 32
Data
Strategic Framework Assessment Effort 1 104 196 284 12

Improvement Framework Assessment Effort 1 36 64 85 16

Decisioning Framework Assessment Effort 1 59 88 147 2

Performance Management Framework Effort 1 71 130 171 6


Infrastructure Assessment
Project Assessments Effort 1 8 12 16 0

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Performance Measurement

Performance Measurement Improvement Opportunities


Work Product Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Performance Measurement Improvement Effort 1 2 3 4 0
Opportunity Introduction
Performance Measurement Short-Term Effort 1 16 32 48 4
Improvement Program
Performance Measurement Improvement Effort 1 93 166 239 12
Opportunities

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Quick Reference Guide

Project Management Deliverables

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Performance Measurement

Task-Based Estimating Template


Project Start-Up and Preparation
Note: Once exported to Microsoft Project, you should first Recalc Duration. Next, check the resource view to
determine which resources are overallocated. Level everyone that is overallocated, with the exception of the Project
Manager. You can do this by selecting the resource(s) that are overallocated, selecting Resource Leveling from the
menu, and clicking the Level Now button. Finally, manually level the Project Manager. Keep in mind that leveling
resources will extend the schedule and result in gaps in the Gantt chart. Adjust these gaps manually to arrive at a
reasonable schedule for the start of the project.
Define Project Charter
Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Define Project Organization Effort 1 12 16 20 0

Define Project Scope Effort 1 24 32 48 0

Develop Value Proposition


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Develop Investment Analysis Effort 1 16 36 80 4

Establish Project Management Infrastructure


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Define Project Standards and Effort 1 6 20 24 0
Procedures
Obtain Necessary Hardware-Software- Effort 1 32 60 120 0
Equipment

Clarify Scope of Organizational Change


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Describe Organizational Change Effort 1 19 25 32 0

Note: Change clarification discussions take place concurrently with chartering and planning the project.
Information gathered through these change clarification discussions should feed the development of the project
charter and workplan.
Develop Project Plan
Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Develop Project Workplan Effort 1 24 32 48 0

Develop Project Budget Effort 1 12 16 20 0

Obtain Management Approval of Project Approvals 3 1 2 3 0


Charter and Plan
Note: Reflects one update of the charter and plan. Replicate this task at key points in the project, as required. For
example, allow one update every two months, or three updates over the life of a six month project.
Kick Off Project
Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)

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Brief Project Team Session 6 6 16 20 0


Participants

Monitor and Control Project


Note: This activity represents a percentage of the total project hours and is based on the duration of the project, the
number of resources, the visibility of the project, the availability of the sponsor, and the criticality of the project.
Note: Adjust the order of this activity in your workplan as you deem necessary. It is often placed at or near the end
of the project plan.
Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Control the Project Work Week 26 7 11 15 0

Note: This span task represents a percentage of the total project hours (between 10 - 13 percent). It is based on the
duration of the project, the number of resources, the visibility of the project, the availability of the sponsor, and the
criticality of the project. Adjust the estimates based on the actual duration of the project. For example, if the
project involves enhancements to a legacy system, the actual project duration may be significantly shorter than 6
months. Also review the expected number of change requests and issues, and modify those product- and task-based
estimates as needed.

Performance Management Framework Assessment


Performance Measurement Improvement Opportunities
Business Case Development
Performance Measurement Definition Planning
Project Review and Assessment
Review Project Performance
Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Evaluate Methodology and Tool Use Effort 1 4 8 12 0

Develop Knowledge Transfer and Future Effort 1 8 16 24 0


Improvements
Conduct Individual Performance Project Team 5 1 1 2 4
Reviews Member
Evaluate Project Performance Effort 1 8 16 24 0

Close Down Project


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Close Project and Control File Effort 1 4 8 12 0

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Performance Measurement

Risk Questionnaire

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Performance Measurement Definition

Performance Measurement
Quick Reference Guide
Ernst & Young Navigator Systems Series(R) 5-1
Quick Reference Guide

Performance Measurement
Definition

During this phase, develop models that support the Performance Management Framework. The
models include the balanced scorecard model, the activity-based performance measurement model,
the personal performance measurement model, and the capital decisioning model. Use the balanced
scorecard model to establish a balanced set of performance measures for the strategic control and
management of the organization. Develop the activity-based performance measurement model to
focus on the managing of the processes, including developing process-oriented performance
measurement and activity-based costing. Use the personal performance measurement model to
develop measures to manage individual's performance. Use the capital decisioning model to develop
procedures to evaluate investment opportunities, as well as reappraise the current capital investments.
Based on the models, and previously developed business cases, refine the business case. Perform a
cost/benefit analysis on the models and analyze risks associated with implementing the models.
Use pilot planning to develop a master plan for performing pilot projects and effectively
implementing the performance measurement models. Assess change management enablers, define
the pilot approach, develop a transition management plan and create initial project charters.

This phase has the following objectives:


• Define performance measurement models in support of the performance management
framework
• Identify performance improvement opportunities
• Perform in-depth analysis of one or more measurement systems
• Prepare plans to develop technology-specific designs of the new measurement sytem
• Refine the capital decisioning processes

This phase has the following characteristics:


• An integrated people, process, and technology approach is used
• Current people, process, and technology infrastructure will be described
• Highly experienced strategy, cost and business analysts are required
• Performance measurement and capital decisioning models are defined

This phase has the following stages:


• Project Start-Up and Preparation

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Performance Measurement

• Strategic Performance Measurement


• Activity-Based Performance Measurement
• Personal Performance Management
• Capital Decisioning
• Business Case Refinement
• Pilot Planning
• Project Review and Assessment

P ro jec t
S tart-u p
an d
P rep aratio n

S trateg ic A ctivity-B ased


P erform ance P erform an ce
M easurem en t M easurem ent

P ersonal B u sin es s
C apital P ilo t
P erform an ce C ase
D ecisioning
M anagement P lan n in g
R efin em en t

P ro jec t
R eview an d
A ssessm en t

S P M 0183

Figure 5-1 Dependency of Stages in Performance Measurement Definition

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Project Start-Up and Preparation


During this stage, establish the foundation for the project by developing the project charter and
project plan and receiving management approval for them. The project charter serves as a formal
agreement between the project team (as represented by the project manager) and the user community
(as represented by the project sponsor). It establishes, on a general level, the project's direction. The
project plan is a more detailed account of the work that will be done, the budget and other resources
that will be used to accomplish this work, and the management practices that will be followed to
control it. The project charter includes a summary of the various portions of the project plan. The
project charter and project plan should be developed in parallel.

Deliverables
• Organizational Change Management Plan
• Project Charter
• Value Proposition
• Project Management Infrastructure
• Project Orientation Material
• Project Plan
• Project Status

Define
Project
Charter

Develop Kick-off
Value Project
Proposition

Establish
Project
Management
Infrastructure

Clarify Scope
of
Organizational
Change

Develop
Project
Plan

Monitor and Control Project

PM507

Figure 5-2 Dependency of Activities in Project Start-Up and Preparation

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Performance Measurement

Strategic Performance Measurement


During this stage, gather performance measurement information from executive management
interviews and facilitated sessions, and stakeholder, customer, and staff surveys. Use this information
in the balanced scorecard model. Summarize the corporate strategic goals and objectives, critical
success factors, and suggestions for specific measures to be incorporated within the balanced
scorecard model, a comprehensive performance measurement system that gives executive
management a well-rounded view of the enterprise. Discuss measurement prioritization, anticipated
behavioral consequences, target performance levels, or any unresolved issues regarding the balanced
scorecard model.
Develop a balanced set of performance measures that are strategically linked to the organization's
mission and goals. Identify strategic performance targets that can help an organization exceed
stakeholder and customer expectations. The balanced scorecard model helps management make more
beneficial decisions by focusing attention on future long-term investments and growth. Define the
reporting frequency and report format to help integrate the balanced scorecard into the organization.

Deliverables
• Balanced Scorecard Model

Figure 5-3 Dependency of Activities in Strategic Performance Measurement

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Activity-Based Performance Measurement


In this stage, identify and target processes for detailed analysis. Decompose the targeted processes
into their component activities to help understand the current state of processes and activities needed
for the performance measurement model and concepts under discussion. Depending on the
information needs of management and scope of the project, develop the following three models:
• A model that determines the cost of the enterprise's process and activities.
• A costing and profitability model that determines the cost and profitability of the enterprise's
products/services and other cost objects. This model uses activity-based costing principles to
determine the cost and profitability of cost objects.
• A model that measures the performance of the processes.
Populate all three models with initial activity-based performance information and provide an analysis
of the results.
Activity-based information helps management control the processes that, in turn, consume valuable
resources and provide the output needed for the organization to satisfy its customers. This
information can also be used to model operations, analyze proposed changes, strengthen its basis for
managerial accountability, and support other improvement initiatives.

Deliverables
• Activity-Based Performance Measurement Model

Figure 5-4 Dependency of Activities in Activity-Based Performance Measurement

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Personal Performance Management


During this stage, identify personal performance measures and align them with the organization's
strategies and objectives. As a result, develop a performance management model for subsequent
implementation.
Use the current state evaluation to review the organization's current state personal performance
management framework. Align personal performance measures with the organization's strategies and
objectives, and design a revised personal performance management measurement model.
At the conclusion of this stage, the team will have developed a personal performance management
model, with measures aligned with the organization's strategies and objectives.

Deliverables
• Personal Performance Management Model

Figure 5-5 Dependency of Activities in Personal Performance Management

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Capital Decisioning
In this stage, develop a framework for the enterprise's revised approach for developing capital
investment plans, for evaluating individual project proposals, and for monitoring accepted projects on
an ongoing basis. Identify potential enhancements in any of these areas and discuss proposed
revisions to the enterprise's capital decisioning approach with management personnel. Once
approved, test and validate the major components of the revised approach to identify any further
refinements. These tests, which are performed using actual investment proposals and data, also help
to solidify management support for the revised approach.

Deliverables
• Capital Decisioning Model

Figure 5-6 Dependency of Activities in Capital Decisioning

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Performance Measurement

Business Case Refinement


In this stage, refine the business case by developing a cost/benefit analysis for the implementation of
performance measurement models. Analyze risks associated with the implementation of the models
and performance measurement initiatives in the enterprise.

Deliverables
• Refined Business Case

Figure 5-7 Dependency of Activities in Business Case Refinement

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Pilot Planning
In this stage, develop a master plan for performing a series of pilot projects that quickly and
effectively implement the Performance Measurement Model. First, integrate the performance
measures. Next, integrate the performance measures with the strategic framework. Assess the effect
of these integrations on the performance measures. Assess the implications on the people and
technology infrastructures. Assess change management enablers and barriers and develop high-level
strategies to enhance the enablers and address the barriers in order to facilitate implementation
efforts. Define the pilot approach. Describe future events including IT implementation strategies,
software development, data conversion, training, and organizational or operational changes.
Develop a pilot phase transition management plan incorporating the data from the enablers and
barriers management plan, the detailed transition management plan, and communication plans.
Create initial project charters for each development project, including infrastructure work. Use the
process descriptions as a starting point. Outline the scope and a high-level project workplan for each
development project. Describe how each major aspect of the performance measures is to be designed,
piloted, tested, and implemented.
Finally, create the master plan to show, at a high level, the dependencies and relationships among the
individual projects.

Deliverables
• Master Plan - Pilot Plan
• Initial Project Charter - Pilot

Figure 5-8 Dependency of Activities in Pilot Planning

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Performance Measurement

Project Review and Assessment


During this stage, review the project from various perspectives to determine what was effective and
what could be improved in future project efforts. Review the project deliverables and the project
control file. Organize them for hand-off to subsequent projects where they will be used to define
project baselines. Assess the performance of the project team. Obtain the approval of the project
sponsor and conclude the project.

Deliverables
• Project Assessments
• Project Management Infrastructure

Review Project Close Down


Performance Project

PM515

Figure 5-9 Dependency of Activities in Project Review and Assessment

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Phase Workplan, Techniques, and Technique Fragment


Steps
Project Start-Up and Preparation
Define Project Charter
Define Project Organization
Defining a Management and Control Structure
• Define the management and control structure
• Formalize the management roles and responsibilities
• Identify the participating managers and liaison personnel
• Define the management reporting requirements
• Secure approval of the management and control structure
Defining the Project Organization
• Determine the project roles
• Determine the staffing requirements
• Map the roles to the resources
• Develop the team organization chart
Developing a Staffing Plan
• Convert staffing requirements
• Consult your staffing coordinator
• Review available candidates
• Arrange consultant services
• Assemble the staffing plan
Responsible: Project Manager
Participant: Project Manager
Define Project Scope
Defining Project Goals and Objectives
• Confirm business goals, objectives, and opportunities/problems
• Define or confirm project objectives
• Define or confirm project goals
• Document assumptions and benefits
Selecting a Route Map
• Review project objectives and route map profile phase objectives
• Select the route map profile phase
• Document the project phase and approach
• Document any assumptions or risks
Defining Project Scope
• Establish the deliverable scope
• Establish the logical scope
• Establish the organizational scope
• Establish the financial scope
• Establish the temporal scope
• Document assumptions regarding scope
Identifying Related Projects
• Identify any related projects
• Review related project information
• Document related projects on a diagram
Evaluating Project Risk
• Identify the project-related risks
• Assign a risk level to each risk factor
• Identify the risk management strategies
• Document assumptions
• Identify any contingent actions
Defining Project Assumptions
• Document project assumptions

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• Communicate assumptions with appropriate project management


Responsible: Project Manager
Participant: Project Manager
Information Source: Project Sponsor

Develop Value Proposition


Develop Investment Analysis
Developing an Investment Analysis
• Review the company's financial analysis standards
• Identify the benefits
• Identify the costs
• Identify the alternative investment scenarios for a value sensitivity analysis
• Develop the cash flow schedule
• Calculate the economic performance indicators
• Document any assumptions
• Conduct a sensitivity analysis
• Assemble the investment analysis in a value proposition statement
Responsible: Project Manager
Participant: Valuation and Financial Analyst

Establish Project Management Infrastructure


Define Project Standards and Procedures
Developing Issue Management Procedures
• Develop the issue management procedures
• Create an issue worksheet
• Create the issue log
• Create an issue storage mechanism
Developing Scope Management Procedures
• Establish guidelines and standards for change requests
• Establish the change request evaluation procedures
• Create a change request worksheet
• Create a change request log
• Define how to administer scope updates and change requests
• Define the change request reporting requirements
• Create a change request storage mechanism
Developing a Quality Management Plan
• Establish deliverable completeness and correctness criteria
• Document requirements for metric gathering and analysis tasks
• Appoint a process quality advisor
• Document process review task and schedule requirements
• Document product review task and schedule requirements
Developing a Risk Management Plan
• Develop the risk management plan
• Document risk management review requirements
Developing Knowledge Coordination Procedures
• Document software toolset use for KBO capture
• Document knowledge base object (KBO) naming conventions
• Define the knowledge base views
• Define the control structures
• Define the encyclopedia and model management procedures
Developing Reporting Standards and Procedures
• Define reporting information needs
• Document the reporting cycles and formats
• Communicate reporting standards to the project team
Developing Actuals Capture Procedures
• Select the information or the measures you wish to collect
• Establish the collection frequency
• Establish the mode of collection for the information
• Document and communicate actuals capture procedures
Creating the Project Control File
• Establish the workpaper filing system
• Create the electronic project control file

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Creating the Contact Directory


• Decide what information you would like to maintain in the contact directory
• Define a collection method for the information
• Distribute and communicate the contact directory
Responsible: Project Manager
Participant: Knowledge Base Coordinator
Participant: Project Manager
Obtain Necessary Hardware-Software-Equipment
Assessing Project Technology Support
• Determine the technology-related needs for the project
• Assess the current technology infrastructure in meeting the project needs
Developing a Project Technology Plan
• Document the current technology that will support the project needs
• Document the hardware that must be obtained
• Document the software that must be obtained
• Document any additional office equipment that must be obtained
Installing Project Hardware
• Obtain the additional hardware needed to meet the project needs
• Install the hardware
Installing Project Software
• Obtain the additional software needed to meet the project needs
• Install the software
Installing Project Office Equipment
• Obtain the additional office equipment needed to meet the project needs
• Schedule the installation of the office equipment
Responsible: Technology Support
Participant: Technology Support

Clarify Scope of Organizational Change


Describe Organizational Change
Describing the Scope and Impact of the Change Initiative
• Identify the expected outcomes of this project
• Identify the key components of the change initiative that are essential for successful implementation
• Identify constraints relevant to this project
• Identify the primary reason driving the decision to change
• Identify why this project is important
• Identify the sponsors and key change leaders that will authorize the changes
• Identify the primary stakeholders affected by the change initiative
• Identify the expectations of change initiative
Developing a Stakeholder Map
• Identify the key roles in the change process
• Prepare a stakeholder map for each major process area
• Summarize the essential people and relationships
• Confirm the Stakeholder Map with the executive sponsor
Developing Change Leadership
• Segment the stakeholder groups affected by the change
• Identify sponsors of the change initiative
• Identify Change Leaders and create a Change Leadership Map
Developing Sponsor Alignment Strategies
• Assess the level of sponsor awareness and understanding of the change initiative
• Schedule a series of executive briefings to develop sponsor awareness and alignment with change objectives
• Organize the executive briefing materials for the sponsor awareness and alignment sessions
• Conduct the sponsor awareness and alignment sessions
• Document the results of the sponsor awareness and alignment sessions
Responsible: Organizational Change Management (OCM) Analyst
Participant: Organizational Change Management (OCM) Analyst
Approval: Project Manager

Develop Project Plan


Develop Project Workplan
Deriving a Workplan Task List

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• Review the project charter


• Document assumptions
• Identify the project stages, activities, and tasks
• Refine the deliverable-to-workplan task mapping
• Refine the project workplan tasks
Developing a Task Dependency Network
• Define the task dependency links
• Incorporate iteration
• Add partitioning and task splitting
Estimating the Task-Based Effort
• Determine the estimating strategy
• Document the estimating assumptions
• Identify the estimating elements for the project
• Refine the element numbers used for task-based estimating
• Select the guideline hours for each task
• Identify tasks to be replicated
• Calculate the task-based estimate
• Adjust the selected guideline hours
• Document the task-based estimate
Assigning Resources to Roles and Tasks
• Assign resources to roles and tasks
Documenting External Milestones
• Document external milestones
Scheduling a Task-level Workplan
• Adjust the workplan to meet schedule requirements
• Apply the resource constraints
• Apply the external milestones
• Schedule and resource level the project
Determining Internal Milestones
• Derive the internal milestones
Responsible: Project Manager
Participant: Project Manager
Develop Project Budget
Developing a Budget
• Document the estimating assumptions
• Determine project applicable budget cost categories
• Determine additional costs
• Determine the labor cost target
• Determine direct vs. indirect and fixed vs. variable cost considerations
• Determine the labor cost estimate
• Estimate the travel and living costs
• Determine training requirements
• Determine training frequency
• Determine training sources
• Determine training logistics
• Estimate the training cost
• Determine team facility requirements
• Determine team resource requirements
• Determine solution requirements
• Estimate technology-related costs
• Estimate people-related costs
• Estimate process-related costs
• Determine the project support costs
• Summarize the costs for the budget
Responsible: Project Sponsor
Participant: Project Manager
Approval: Project Sponsor
Obtain Management Approval of Project Charter and Plan
Obtaining Management Approval of the Charter and Plan
• Confirm the review participants
• Schedule the review

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• Conduct the review


• Obtain management approval
• Follow up on issues
Responsible: Project Manager
Participant: Executive Sponsor
Participant: Project Manager
Participant: Project Sponsor
Approval: Executive Sponsor
Approval: Project Sponsor

Kick Off Project


Brief Project Team
Developing Briefing Materials
• Prepare the briefing materials
Conducting Project Team Training
• Plan training
• Prepare training
• Conduct training
• Review project issues
Scheduling a Project Kick-off Meeting
• Schedule the team briefing session
Conducting the Project Kick-off Meeting
• Conduct the team briefing session
Responsible: Project Manager
Participant: Executive Sponsor
Participant: Project Sponsor
Participant: Trainer

Monitor and Control Project


Control the Project
Evaluating Progress
• Assess the Estimate at Completion
• Calculate schedule, deliverable, and budget variances
• Calculate progress-to-date cumulations
• Take corrective action
Conducting Periodic Reviews
• Select review participants
• Prepare for the review
• Conduct the review
• Develop an action item list if necessary
Managing Issues
• Log the issues
• Update the project issue log
• Screen the issues
• Evaluate the issues to identify resolution alternatives
• Approve the preferred resolution for the issue
• Assign responsibility for taking action on the issue
• Close the issue
Managing Change Requests
• Log the change request
• Approve, reject, or defer investigation
• Assign an investigator for accepted change requests
• Assess the impact of the requested change
• Document an overall change assessment and recommendation
• Close the change request
Monitoring Risk
• Monitor risks
• Review the risk management plan
• Update the risk management plan
• Obtain approval of the updated risk management plan
Reporting and Approving Status
• Prepare status reports

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• Summarize key issues, changes, and variances


• Brief the sponsor on status
• Review progress with the management and control structure
• Resolve issues, change requests, and variances
• Obtain agreement on and approval of the current status
Responsible: Project Manager
Participant: Project Manager
Participant: Team Member

Strategic Performance Measurement


Gather Performance Measurement Information
Perform Executive Management Interviews
Scheduling Executive Management Interviews
• Confirm the project scope
• Determine the interviewing approach
• Confirm the executive management to be interviewed
• Schedule the executive management interviews
• Request preliminary documentation
Preparing for Executive Management Interviews
• Assign team members to interviews
• Review the baseline performance measurement materials
• Familiarize team members with the interview topics
• Develop an interview session outline
Conducting Executive Management Interviews
• Establish a relaxed tone for the interview
• Conduct the initial executive management interviews
• Assist in identifying enterprise goals and measures
• Follow the structure given in the interview guide
• Ask the appropriate interview questions
• Conduct the second executive management interviews
• Review the issues, ideas, and major points covered
Analyzing and Documenting Executive Management Interviews
• Document any findings and recommendations
• Prepare the feedback package
• Confirm the feedback package contents
• Monitor open issues
• Distribute the feedback package
Responsible: Project Manager
Participant: Business Analyst
Participant: Industry Specialist
Participant: Strategy Analyst
Perform Executive Management Facilitated Sessions
Planning for Executive Management Facilitated Sessions
• Determine the data gathering sessions required
• Identify the data gathering session participants
• Schedule the data gathering sessions
Preparing for Facilitated Sessions
• Identify and brief the facilitator
• Develop the workshop approach and prepare the agenda
• Describe workshop outputs and associated standards
• Prepare workshop session materials
• Arrange the facilities, supplies, and equipment
Conducting Executive Management Facilitated Sessions
• Perform a pre-flight checkout
• Introduce the facilitated session
• Conduct the initial executive management session
• Conduct the second executive management session
• Conduct the third executive management session
• Conclude the session
Analyzing and Documenting Facilitated Sessions
• Assess the workshop outputs

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Ernst & Young Navigator Systems Series(R) 5-17
Quick Reference Guide

• Develop facilitated session feedback package


• Distribute the feedback package
• Monitor open issues
Responsible: Project Manager
Participant: Business Analyst
Participant: Facilitated Session Leader
Conduct Formal Review of Measurement Information
Confirming Work Products
• Review the issue log
• Schedule the review
• Conduct the review
• Follow up on the review
Responsible: Project Manager
Participant: Project Manager
Participant: Project Sponsor
Participant: Work Product Reviewer

Develop Balanced Scorecard Model


Specify Balanced Scorecard Purpose and Goals
Specifying Balanced Scorecard Purpose and Goals
• Determine the organization's specific balanced scorecard objectives
• Define the goals of the balanced scorecard
Responsible: Strategy Analyst
Participant: Key User
Participant: Strategy Analyst
Establish the Process Level for Balanced Scorecard
Establishing the Process Level for Balanced Scorecard
• Define the organizational or divisional scope
• Identify the most important business or process goals
• Define the alignment between process and corporate goals
• Develop a process flow of the mega process
• Summarize critical value chain processes
• Summarize the business process effectiveness
• Summarize the business process efficiency
• Summarize the critical business processes
• Summarize the key capabilities
• Summarize critical success factors
Responsible: Project Manager
Participant: Business Analyst
Participant: Operational Executive
Participant: Strategy Analyst
Approval: Executive Sponsor
Approval: Project Sponsor
Information Source: Industry Specialist
Facilitate Performance Measurement Evaluation and Comparison
Evaluating Current Performance Measures
• Summarize the strategic performance measures used by the enterprise
• Summarize the methods used to establish performance measures
• Summarize the linkages of measures
• Summarize the emphasis placed on measurement in the enterprise
• Summarize the executive information needs
• Summarize how the enterprise monitors its performance
Evaluating Competitor Best Practices
• Review investment analysts input
• Review benchmark information on the competition's performance and best practices
• Consult with industry specialists
• Develop competitor profiles
• Determine long-term best practices
• Summarize the research
Describing Measures Using Internal and External Benchmarks
• Review benchmark information on key internal business processes
• Review benchmarks to competitive market standards

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Performance Measurement

• Review the necessary benchmarking data


• Report external data
Brainstorming Additional Performance Measurements
• Identify opportunities for uses of measurement in the enterprise
• Identify new ways to examine the measurement categories
• Develop new performance measures where gaps exist
Responsible: Strategy Analyst
Participant: Business Analyst
Participant: Industry Specialist
Participant: Strategy Analyst
Establish Financial Goals and Performance Measures
Administering a Stakeholder Survey
• Identify enterprise stakeholders
• Conduct stakeholder interviews
• Prepare the survey
• Provide a media for survey questions and feedback
• Administer the stakeholder survey
• Log the surveys in when they are received back from the respondents
• Obtain investment analysts input
• Evaluate stakeholder concerns
Developing Financial Goals and Performance Measures
• Identify current financial performance measures
• Summarize the alignment of financial and competitive strategies
• Summarize the financial benchmarks
• Summarize the financial ratios
• Define financial goals and performance measures
Responsible: Project Manager
Participant: Industry Specialist
Participant: Strategy Analyst
Participant: Valuation and Financial Analyst
Approval: Executive Sponsor
Approval: Project Sponsor
Establish Customer Goals and Performance Measures
Obtaining External Customer Input
• Identify appropriate customers
• Conduct customer interviews
• Develop the customer survey template
• Prepare the survey
• Provide a media for survey questions and feedback
• Administer the customer feedback survey
• Log the surveys in when they are received back from the respondents
• Gather customer feedback data
• Develop a customer satisfaction index
• Redefine the organization's perspective on performance
Developing Customer Goals and Performance Measures
• Include customer feedback during management meetings
• Determine customer goals
• Develop appropriate measures for each customer goal
• Assess the linkage between the strategy and external customer requirements
• Develop customer measures through indirect methods
Responsible: Project Manager
Participant: Business Analyst
Participant: Industry Specialist
Participant: Strategy Analyst
Approval: Executive Sponsor
Approval: Project Sponsor
Establish Internal Goals and Performance Measures
Developing Internal Improvement Goals and Performance Measures
• Focus on business process measures
• Summarize the enterprise core competencies
• Summarize the shareholder and customer concerns
• Develop internal goals and performance measures

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Quick Reference Guide

Responsible: Project Manager


Participant: Business Analyst
Participant: Industry Specialist
Participant: Strategy Analyst
Approval: Executive Sponsor
Approval: Project Sponsor
Establish Innovation Goals and Performance Measures
Administering a Staff Suggestion Survey
• Identify appropriate staff members
• Prepare the staff suggestion survey
• Provide a media for survey questions and feedback
• Administer a staff suggestion survey
• Log the surveys in when they are received back from the respondents
• Establish procedures to respond to staff suggestions
Developing Innovation Goals and Performance Measures
• Develop product and process innovation measures
Responsible: Project Manager
Participant: Business Analyst
Participant: Industry Specialist
Participant: Strategy Analyst
Approval: Executive Sponsor
Approval: Project Sponsor
Align Performance Measures to Business Strategy
Aligning Performance Measures to Business Strategy
• Review the enterprise mission statement
• Review the enterprise strategies
• Eliminate nonessential performance measures
• Rank measures according to their importance to the organization
• Map performance measures to organization functions
• Determine the level of strategy linkage
• Determine the vertical consistency of measures between levels
• Determine the level of business performance model linkage
• Identify any necessary tradeoffs among the performance measures
Responsible: Strategy Analyst
Participant: Business Analyst
Participant: Strategy Analyst
Select Key Performance Measures
Selecting Key Performance Measures
• Rank the accessibility of each candidate measure
• Rank the clarity of each candidate measure
• Rank the relevance of each candidate measure
• Rank the dynamism of each candidate measure
• Rank how easily each candidate measure is implemented
• Rank each measure in terms of cross functional linkage
• Assess the behavioral implications for nonfinancial measures
• Assess positive behavior and negative implications for each measure
• Pick measures that the majority accept
• Select the most important performance measures
Balancing the Performance Measurement Set
• Evaluate the balance of the measurement set as a whole
• Counterbalance the measures
• Create a balance between objective and subjective measurements
• Clarify measurement definitions
• Define the measurement's corresponding calculations
• Confirm the proactive nature of the balanced scorecard
• Review the usefulness of the balanced scorecard
Responsible: Strategy Analyst
Participant: Business Analyst
Participant: Strategy Analyst
Establish Measurement Target Performance Levels
Establishing Measurement Target Performance Levels
• Discuss the target-setting process

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• Discuss management issues


• Develop performance targets for each measure
• Finalize performance targets for each measure
• Reflect targets on the balanced scorecard
• Post the performance measurement targets
• Plan an internal review
• Iterate the process to gain management consensus
• Revise the balanced scorecard as necessary
Responsible: Project Manager
Participant: Business Analyst
Participant: Key User
Participant: Strategy Analyst
Approval: Executive Sponsor
Approval: Project Sponsor
Information Source: Industry Specialist
Establish the Measurement Reporting Scheme
Defining Measurement Reports Format and Frequency
• Decide on the performance measurement report disbursement
• Define the format of measurement reports
• Define the frequency of measurement reports
• Prepare a sample measurement report
Determining Measurement Review Frequency
• Determine the frequency that performance measures will be taken
• Determine the flexibility of the review process
Responsible: Project Manager
Participant: Business Analyst
Approval: Executive Sponsor
Approval: Project Sponsor
Information Source: Key User
Identify Short-term Improvements in Strategic Measurement
Identifying Short-term Improvements in Strategic Measurement
• Identify and evaluate short-term improvements
• Prioritize the short-term improvement opportunities
• Estimate the short-term improvement costs
Responsible: Project Manager
Participant: Business Analyst
Participant: Strategy Analyst
Conduct Formal Review of Balanced Scorecard Model
Confirming Work Products
• Review the issue log
• Schedule the review
• Conduct the review
• Follow up on the review
Responsible: Project Manager
Participant: Project Manager
Participant: Project Sponsor
Participant: Work Product Reviewer

Review and Approve Strategic Performance Measurement Stage


Assess Stage Results
Assessing Stage Results
• Review the stage results
• Identify and select examples for knowledge transfer
• Review the issue log
• Identify new risks and assumptions
• Assess the impact on the project charter and project plan
• Summarize the stage results
• Reconcile with the enterprise knowledge base
Responsible: Project Manager
Participant: Process Quality Advisor
Participant: Project Sponsor
Develop Strategic Performance Measurement Summary

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Quick Reference Guide

Writing an Introduction
• Write an introductory section
Responsible: Project Manager
Participant: Business Analyst
Approval: Project Sponsor
Assemble Strategic Performance Measurement Deliverables
Assembling a Deliverable
• Finalize the physical packaging of the deliverable
• Confirm the deliverable contents
• Edit the deliverable
• Assemble the deliverable
Responsible: Project Manager
Participant: Business Analyst
Participant: Project Sponsor
Review Strategic Performance Measurement Deliverables
Reviewing and Confirming a Deliverable
• Review and confirm the deliverable
Responsible: Project Manager
Participant: Executive Sponsor
Participant: Information Architect
Participant: Project Sponsor
Obtain Approval of Performance Measurement Deliverables
Obtaining Management Approval of a Deliverable
• Confirm the review participants
• Schedule the external review
• Conduct the external review session
• Secure management approval
• Follow up on review issues
Responsible: Project Manager
Participant: Executive Sponsor
Participant: Project Sponsor
Approval: Executive Sponsor
Approval: Project Sponsor
Publish Strategic Performance Measurement Deliverables
Publishing a Deliverable
• Publish the deliverable
Responsible: Project Manager
Participant: Project Manager

Activity-Based Performance Measurement


Conduct Data Gathering
Validate the Scope of Cost Objects
Validating the Scope of Cost Objects
• Refine the cost objects
• Develop reference numbers for cost objects
Responsible: Project Manager
Participant: Cost Analyst
Approval: Executive Sponsor
Approval: Project Sponsor
Information Source: Industry Specialist
Target Processes for Detailed Analysis
Targeting Processes for Detailed Analysis
• Validate the completeness of the process model
• Define targeting criteria
• Obtain information needed for process targeting
• Create a process/resource matrix
• Select processes to be analyzed in more detail
• Determine the process managers
Responsible: Project Manager
Participant: Business Analyst
Participant: Cost Analyst

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Performance Measurement

Participant: Operational Executive


Approval: Executive Sponsor
Approval: Project Sponsor
Plan Data Gathering
Planning Data Gathering
• Identify the data needed
• Identify the data currently available
• Decide on a data gathering approach
• Determine the interviewing approach
• Determine the data gathering sessions required
• Identify the data gathering session participants
• Schedule the data gathering sessions
• Request preliminary information
• Brief operational executives about data gathering plans
Responsible: Project Manager
Participant: Business Analyst
Participant: Cost Analyst
Participant: IS Management
Information Source: Process Simulation Specialist
Conduct Facilitated Sessions
Preparing for Facilitated Sessions
• Identify and brief the facilitator
• Develop the workshop approach and prepare the agenda
• Describe workshop outputs and associated standards
• Prepare workshop session materials
• Arrange the facilities, supplies, and equipment
Conducting Facilitated Sessions
• Perform a pre-flight checkout
• Introduce the facilitated session
• Conduct the session
• Conclude the session
Analyzing and Documenting Facilitated Sessions
• Assess the workshop outputs
• Develop facilitated session feedback package
• Distribute the feedback package
• Monitor open issues
Responsible: Project Manager
Participant: Business Analyst
Participant: Cost Analyst
Participant: Facilitated Session Leader
Conduct Data Gathering Interviews
Preparing for Data Gathering Interviews
• Assign team members to interviews
• Familiarize team members with the interview topics
• Develop an interview session outline
Conducting Data Gathering Interviews
• Establish a relaxed tone for the interview
• Follow the structure given in the interview guide
• Ask the appropriate interview questions
• Review the issues, ideas, and major points covered
Analyzing and Documenting Data Gathering Interviews
• Document any findings and recommendations
• Prepare the feedback package
• Confirm the feedback package contents
• Monitor open issues
• Distribute the feedback package
Responsible: Project Manager
Participant: Business Analyst
Participant: Cost Analyst
Verify Data Gathering Sessions
Verifying Data Gathering Sessions

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Quick Reference Guide

• Determine the best way to review the feedback package


• Schedule participant review
• Conduct participant review of feedback package
• Refine workshop outputs
Responsible: Business Analyst
Participant: Business Analyst
Establish ABC Model Technology Enablers
Establishing ABC Model Technology Enablers
• Select an activity-based costing software package
• Transfer data from source to activity-based costing software
• Select a decision support software package
• Determine training requirements
Responsible: Cost Analyst
Participant: Cost Analyst
Participant: IS Management
Participant: Technology Support
Approval: Project Manager
Conduct Formal Review of Data Gathering
Confirming Work Products
• Review the issue log
• Schedule the review
• Conduct the review
• Follow up on the review
Responsible: Project Manager
Participant: Project Manager
Participant: Project Sponsor
Participant: Work Product Reviewer

Perform Process and Activity Analysis


Describe Targeted Processes
Describing Targeted Processes
• Validate the completeness of the targeted processes
• Describe the processes
• Establish a preliminary understanding of activities
• Develop process flowcharts
Responsible: Project Manager
Participant: Business Analyst
Participant: Key User
Describe Current Activities
Describing Current Activities
• Identify the activities within each sub-process
• Describe the activities
Responsible: Business Analyst
Participant: Business Analyst
Participant: Cost Analyst
Participant: Key User
Conduct Value Analysis
Conducting Value Analysis
• Establish agreed-upon definitions of value-added and non-value-added
• Identify the output provided and customers served for each process
• Assess whether the activities add value for the end customer
• Indicate the activity classification on the process flowcharts
• Categorize non-value-added activities by type
Responsible: Project Manager
Participant: Business Analyst
Participant: Facilitated Session Leader
Participant: Operational Executive
Information Source: Industry Specialist
Conduct Root Cause Analysis
Conducting Root Cause Analysis
• Identify problems in the processes
• Identify root causes

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• Organize root causes into categories


• Indicate the root causes on process flowcharts
• Identify possible improvement opportunities
Responsible: Business Analyst
Participant: Business Analyst
Identify Short-term Activity-Based Management Improvements
Identifying Short-term Improvements in Performance Management
• Identify and evaluate short-term improvements
• Prioritize the short-term improvement opportunities
• Estimate the short-term improvement costs
Responsible: Project Manager
Participant: Business Analyst
Participant: Cost Analyst
Participant: Strategy Analyst
Information Source: Industry Specialist
Conduct Formal Review of Process and Activity Analysis
Confirming Work Products
• Review the issue log
• Schedule the review
• Conduct the review
• Follow up on the review
Responsible: Project Manager
Participant: Project Manager
Participant: Project Sponsor
Participant: Work Product Reviewer

Develop Process and Activity Costing Model


Define Activity Cost Pools
Defining Activity Cost Pools
• Determine the level of detail needed for the activity cost pools
• Identify candidate activities for pooling
• Prepare activity cost pools
Responsible: Cost Analyst
Participant: Cost Analyst
Information Source: Business Analyst
Define Resource Cost Pools
Defining Resource Cost Pools
• Examine the entire general ledger
• Identify data expansion capabilities
• Combine and sequence the cost centers
• Note any previously made cross-charges or cost transfers
• Prepare resource cost pools
Responsible: Cost Analyst
Participant: Cost Analyst
Develop Cost Flow Architecture
Developing Cost Flow Architecture
• Identify candidates for direct charging of costs
• Determine methods to assign remaining costs
• Prepare the cost flow architecture
Responsible: Cost Analyst
Participant: Cost Analyst
Prepare Resource Driver Dictionary
Preparing Resource Driver Dictionary
• List possible drivers for each resource cost pool
• Rank resource drivers according to their appropriateness
• Select the appropriate resource drivers
• Describe each resource driver
• Quantify each resource driver
• Review resource drivers and resource consumption factors for reasonableness
• Prepare the resource driver dictionary
Responsible: Cost Analyst
Participant: Cost Analyst

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Conduct Process and Activity Cost Analysis


Conducting Process and Activity Cost Analysis
• Calculate a resource costing rate for each resource cost pool
• Assign costs to activity cost pools
• Determine the cost of processes
• Review process and activity cost calculations
• Interpret the process and activity costing results
• Prepare the process and activity cost analysis
Responsible: Cost Analyst
Participant: Cost Analyst
Conduct Formal Review of Process and Activity Costing Model
Confirming Work Products
• Review the issue log
• Schedule the review
• Conduct the review
• Follow up on the review
Responsible: Project Manager
Participant: Project Manager
Participant: Project Sponsor
Participant: Work Product Reviewer

Develop Object Costing and Profitability Model


Prepare Activity Driver Dictionary
Validating Activity Cost Pools
• Review activity cost pools for object costing purposes
• Refine activity cost pools
Preparing Activity Driver Dictionary
• List the possible drivers for each activity cost pool
• Rank the activity drivers according to their appropriateness
• Select appropriate activity drivers
• Review activity cost pools with no natural drivers
• Describe each activity driver
• Quantify each activity driver
• Review the relationships for reasonableness
• Prepare the activity driver dictionary
Responsible: Cost Analyst
Participant: Cost Analyst
Develop Bills of Resources
Preparing Bills of Resources
• Prepare the enhanced bill of material
• Prepare the enhanced bill of labor
• Prepare the bill of activities
• Finalize any remaining costs consumed by cost objects
• Prepare bill of resources
Responsible: Cost Analyst
Participant: Cost Analyst
Participant: IS Management
Conduct Object Costing and Profitability Analysis
Assigning Costs to Cost Objects
• Calculate the direct material charge for each cost object
• Calculate the direct labor charge for each cost object
• Calculate the activity cost charge for each cost object
• Calculate miscellaneous overhead cost charges
• Assign costs to cost objects
• Perform a reasonableness audit
• Prepare a total cost summary for each cost object
Determining Cost Object Profitability
• Obtain the revenue data
• Reconcile the calculated revenue to the total revenue
• Calculate cost object profitability
• Analyze the profitability data

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Summarizing Object Cost and Profitability Analysis


• Review the cost calculations
• Interpret the object costing results
• Interpret the object profitability results
• Determine the strategic implications of cost and profitability analysis results
• Identify improvement opportunities from the cost and profitability analysis
• Prepare object cost and profitability analysis
Responsible: Cost Analyst
Participant: Cost Analyst
Conduct Formal Review of Costing and Profitability Model
Confirming Work Products
• Review the issue log
• Schedule the review
• Conduct the review
• Follow up on the review
Responsible: Project Manager
Participant: Project Manager
Participant: Project Sponsor
Participant: Work Product Reviewer

Develop Process and Activity Performance Measurement Model


Determine Process Effectiveness and Efficiency Requirements
Determining Process Effectiveness and Efficiency Requirements
• Review the critical success factors
• Assess the current strategic performance measures
• Assess relevant process domains
• Assess process stakeholder needs and requirements
• Establish effectiveness and efficiency requirements for the process
Responsible: Business Analyst
Participant: Business Analyst
Participant: Project Manager
Participant: Strategy Analyst
Approval: Executive Sponsor
Approval: Project Sponsor
Information Source: Industry Specialist
Information Source: Key User
Determine In-Process Control Requirements
Evaluating Current Process Performance
• Determine the current process performance
• Identify areas of poor performance
• Contrast the business process performance with industry best performance
• Summarize business process performance
Identifying In-Process Control Requirements
• Select root causes that should be monitored
• Determine the principal cost, cycle time, and quality factors
• Identify activities that have a major affect on process performance
• Summarize in-process control requirements
Responsible: Business Analyst
Participant: Business Analyst
Participant: Organizational Alignment (OA) Analyst
Information Source: Key User
Design New Process and Activity Performance Measurement Set
Specifying New Process and Activity Performance Measures
• Prioritize and balance the process performance drivers
• Assess alignment of current measures with process performance drivers
• Eliminate unnecessary performance measures
• Develop new performance measures where gaps exist
• Rank the appropriateness of the measure
• Assess the behavioral implications for nonfinancial measures
• Assess positive behavior and negative implications for each measure
• Select appropriate measures
Responsible: Business Analyst
Participant: Business Analyst

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Participant: Organizational Alignment (OA) Analyst


Participant: Strategy Analyst
Approval: Executive Sponsor
Approval: Project Sponsor
Information Source: Industry Specialist
Information Source: Key User
Establish Performance Targets
Establishing Performance Targets
• Discuss the target-setting process
• Develop performance targets for each measure
• Review relationships for reasonableness
• Plan an internal review
• Revise the measurement set as necessary
Responsible: Project Manager
Participant: Business Analyst
Participant: Industry Specialist
Participant: Key User
Participant: Strategy Analyst
Approval: Executive Sponsor
Approval: Project Sponsor
Establish Measurement Reporting Scheme
Defining Measurement Reports Format and Frequency
• Decide on the performance measurement report disbursement
• Define the format of measurement reports
• Define the frequency of measurement reports
• Prepare a sample measurement report
Determining Measurement Review Frequency
• Determine the frequency that performance measures will be taken
• Determine the flexibility of the review process
Responsible: Project Manager
Participant: Business Analyst
Approval: Executive Sponsor
Approval: Project Sponsor
Information Source: Key User
Conduct Formal Review of Process Performance Model
Confirming Work Products
• Review the issue log
• Schedule the review
• Conduct the review
• Follow up on the review
Responsible: Project Manager
Participant: Project Manager
Participant: Project Sponsor
Participant: Work Product Reviewer

Review and Approve Activity-Based Measurement Stage


Assess Stage Results
Assessing Stage Results
• Review the stage results
• Identify and select examples for knowledge transfer
• Review the issue log
• Identify new risks and assumptions
• Assess the impact on the project charter and project plan
• Summarize the stage results
• Reconcile with the enterprise knowledge base
Responsible: Project Manager
Participant: Process Quality Advisor
Participant: Project Sponsor
Develop Activity-Based Performance Measurement Summaries
Writing an Introduction
• Write an introductory section
Responsible: Project Manager
Participant: Business Analyst

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Approval: Project Sponsor


Assemble Activity-Based Performance Measurement Model
Assembling a Deliverable
• Finalize the physical packaging of the deliverable
• Confirm the deliverable contents
• Edit the deliverable
• Assemble the deliverable
Responsible: Project Manager
Participant: Business Analyst
Participant: Project Sponsor
Review Activity-Based Performance Measurement Model
Reviewing and Confirming a Deliverable
• Review and confirm the deliverable
Responsible: Project Manager
Participant: Executive Sponsor
Participant: Information Architect
Participant: Project Sponsor
Obtain Approval of Activity-Based Measurement Model
Obtaining Management Approval of a Deliverable
• Confirm the review participants
• Schedule the external review
• Conduct the external review session
• Secure management approval
• Follow up on review issues
Responsible: Project Manager
Participant: Executive Sponsor
Participant: Project Sponsor
Approval: Executive Sponsor
Approval: Project Sponsor
Publish Activity-Based Performance Measurement Model
Publishing a Deliverable
• Publish the deliverable
Responsible: Project Manager
Participant: Project Manager

Personal Performance Management


Assess Current State Personal Performance Management Lever
Document Current Personal Performance Framework
Reviewing the Performance Management Lever
• Document the major features of the performance management lever
• Document the existing types of performance measures
• Document the performance management process
Reviewing the Compensation, Benefits, and Rewards Lever
• Collect and review existing compensation, benefits, and rewards information
• Determine the method for determining base pay
• Define job level and pay range policies and philosophies
• Define employee health, welfare, and retirement benefits policies and philosophies
• Define employee involvement in pay program design and maintenance
• Define the labor union agreement terms
• Determine the basis for pay progression
• Define the norms for success and career and pay progression
• Define the sales incentive programs
• Define any employee gainsharing or small group incentive plans used
• Define the management incentive plan
• Define the executive stock plans
• Determine the executive perquisites
Reviewing the Organization Design and Structure Lever
• Conduct an operational-level analysis
• Conduct a group-level analysis
• Conduct an individual-level analysis

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Reviewing the Staffing and Deployment Lever


• Analyze the critical components of the staffing and deployment lever
Responsible: Organizational Alignment (OA) Analyst
Participant: Business Analyst
Participant: Organizational Alignment (OA) Analyst
Information Source: Executive Sponsor
Information Source: Key User
Information Source: Operational Executive
Information Source: Project Sponsor
Information Source: Senior Executive
Conduct Formal Review of Current State Assessment
Confirming Work Products
• Review the issue log
• Schedule the review
• Conduct the review
• Follow up on the review
Responsible: Project Manager
Participant: Project Manager
Participant: Project Sponsor
Participant: Work Product Reviewer

Align Personal Measures with Strategies and Objectives


Identify Personal Performance Drivers
Selecting Primary Performance Drivers
• Evaluate input from previously-conducted work
• Evaluate strategic, financial, and organizational considerations
• Rate the influencing factors
• Select the most significant factors as performance drivers
Responsible: Organizational Alignment (OA) Analyst
Participant: Key User
Participant: Organizational Alignment (OA) Analyst
Participant: Strategy Analyst
Approval: Project Sponsor
Align Personal Performance Management Measures with Drivers
Relating Current Measures to Performance Drivers
• Analyze the personal performance measures' strategic links
Developing New Measures to Support Performance Drivers
• Determine the gap between performance drivers and current personal performance measures
• Assess the strategic relevance of personal measurement gaps
• Identify new personal performance measures
Conducting Preliminary Sensitivity Analyses
• Consolidate all performance drivers, personal performance measures, and associated assumptions
• Construct a sensitivity analysis model
• Conduct sensitivity analyses using the model
• Make necessary changes to the model
Evaluating Balance of the Measurement Set as a Whole
• Create a list of all performance drivers and personal performance measures
• Review the evaluation of performance drivers, personal performance measures, and their relationships
• Categorize the personal performance measures
Responsible: Project Manager
Participant: Organizational Alignment (OA) Analyst
Approval: Executive Sponsor
Approval: Project Sponsor
Information Source: Key User
Conduct Formal Review of Aligned Performance Measures
Confirming Work Products
• Review the issue log
• Schedule the review
• Conduct the review
• Follow up on the review
Responsible: Project Manager
Participant: Project Manager

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Participant: Project Sponsor


Participant: Work Product Reviewer

Design Personal Performance Management Measurement Model


Build Revised Personal Performance Measurement Model
Customizing Measures for the Organization
• Identify personal performance measures to be customized
• Prioritize and weight performance measures
• Determine the frequency of measurement
• Customize other characteristics as needed
Anticipating the Measurement Model's Results
• Estimate probability of different outcomes
• Identify the likely effects on the organization
• Identify tactics to address barriers to implementation
Refining Personal Performance Measurement Framework
• Review the selected personal performance measures
• Modify the selected set of personal performance measures as required
• Summarize the selected personal performance measures
Responsible: Project Manager
Participant: Key User
Participant: Organizational Alignment (OA) Analyst
Approval: Executive Sponsor
Approval: Project Sponsor
Information Source: Industry Specialist
Identify Short-term Improvements in Performance Management
Identifying Short-term Improvements in Performance Management
• Identify and evaluate short-term improvements
• Prioritize the short-term improvement opportunities
• Estimate the short-term improvement costs
Responsible: Project Manager
Participant: Organizational Alignment (OA) Analyst
Participant: Project Manager
Information Source: Industry Specialist
Conduct Formal Review of Personal Performance Model
Confirming Work Products
• Review the issue log
• Schedule the review
• Conduct the review
• Follow up on the review
Responsible: Project Manager
Participant: Project Manager
Participant: Project Sponsor
Participant: Work Product Reviewer

Review and Approve Personal Performance Management Stage


Assess Stage Results
Assessing Stage Results
• Review the stage results
• Identify and select examples for knowledge transfer
• Review the issue log
• Identify new risks and assumptions
• Assess the impact on the project charter and project plan
• Summarize the stage results
• Reconcile with the enterprise knowledge base
Responsible: Project Manager
Participant: Process Quality Advisor
Participant: Project Sponsor
Develop Personal Performance Management Summary
Writing an Introduction
• Write an introductory section
Responsible: Project Manager
Participant: Business Analyst

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Approval: Project Sponsor


Review Personal Performance Management Deliverables
Reviewing and Confirming a Deliverable
• Review and confirm the deliverable
Responsible: Project Manager
Participant: Executive Sponsor
Participant: Project Manager
Participant: Project Sponsor
Obtain Approval of Personal Performance Deliverables
Obtaining Management Approval of a Deliverable
• Confirm the review participants
• Schedule the external review
• Conduct the external review session
• Secure management approval
• Follow up on review issues
Responsible: Project Manager
Participant: Executive Sponsor
Participant: Project Manager
Participant: Project Sponsor
Approval: Executive Sponsor
Approval: Project Sponsor
Publish Personal Performance Management Deliverables
Publishing a Deliverable
• Publish the deliverable
Responsible: Project Manager
Participant: Project Manager
Assemble Personal Performance Management Deliverables
Assembling a Deliverable
• Finalize the physical packaging of the deliverable
• Confirm the deliverable contents
• Edit the deliverable
• Assemble the deliverable
Responsible: Project Manager
Participant: Business Analyst
Participant: Project Sponsor

Capital Decisioning
Develop Capital Decisioning Model
Develop Initial Capital Decisioning Model
Developing Initial Capital Decisioning Model
• Review current capital decisioning process assessment
• Incorporate enhancements to investment strategy development procedures
• Incorporate enhancements to investment planning procedures/guidelines
• Incorporate enhancements to project management procedures
• Incorporate enhancements to investment reappraisal procedures
Responsible: Valuation and Financial Analyst
Participant: Business Analyst
Participant: Key User
Participant: Valuation and Financial Analyst
Approval: Project Manager
Approval: Project Sponsor
Information Source: Industry Specialist
Information Source: Strategy Analyst
Test and Refine Capital Decisioning Model
Testing and Refining Revised Investment Planning and Approval Procedures
• Determine scope of test
• Assemble test team
• Develop best case investment model
• Test sensitivities
• Validate model
• Rank investment priorities

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• Refine model based on test results


Responsible: Valuation and Financial Analyst
Participant: Business Analyst
Participant: Key User
Participant: Valuation and Financial Analyst
Approval: Executive Sponsor
Approval: Project Sponsor
Identify Short-term Capital Decisioning Improvements
Identifying Short-term Improvements in Capital Decisioning
• Identify and evaluate short-term improvements
• Prioritize the short-term improvement opportunities
• Estimate the short-term improvement costs
Responsible: Project Manager
Participant: Business Analyst
Participant: Valuation and Financial Analyst
Information Source: Industry Specialist
Information Source: Strategy Analyst
Conduct Formal Review of Initial Capital Decisioning Model
Confirming Work Products
• Review the issue log
• Schedule the review
• Conduct the review
• Follow up on the review
Responsible: Project Manager
Participant: Project Manager
Participant: Project Sponsor
Participant: Work Product Reviewer

Review and Approve Capital Decisioning Stage


Assess Stage Results
Assessing Stage Results
• Review the stage results
• Identify and select examples for knowledge transfer
• Review the issue log
• Identify new risks and assumptions
• Assess the impact on the project charter and project plan
• Summarize the stage results
• Reconcile with the enterprise knowledge base
Responsible: Project Manager
Participant: Process Quality Advisor
Participant: Project Sponsor
Develop Capital Decisioning Model Summaries
Writing an Introduction
• Write an introductory section
Responsible: Project Manager
Participant: Business Analyst
Approval: Project Sponsor
Assemble Capital Decisioning Model
Assembling a Deliverable
• Finalize the physical packaging of the deliverable
• Confirm the deliverable contents
• Edit the deliverable
• Assemble the deliverable
Responsible: Project Manager
Participant: Business Analyst
Participant: Project Sponsor
Review Capital Decisioning Model
Reviewing and Confirming a Deliverable
• Review and confirm the deliverable
Responsible: Project Manager
Participant: Executive Sponsor
Participant: Information Architect

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Participant: Project Sponsor


Obtain Approval of Capital Decisioning Model
Obtaining Management Approval of a Deliverable
• Confirm the review participants
• Schedule the external review
• Conduct the external review session
• Secure management approval
• Follow up on review issues
Responsible: Project Manager
Participant: Executive Sponsor
Participant: Project Sponsor
Approval: Executive Sponsor
Approval: Project Sponsor
Publish Capital Decisioning Model
Publishing a Deliverable
• Publish the deliverable
Responsible: Project Manager
Participant: Project Manager

Business Case Refinement


Perform Cost/Benefit and Risk Analysis
Determine Cost/Benefit Assumptions
Identifying Cost/Benefit Assumptions
• Document any assumptions
Responsible: Cost Analyst
Participant: Business Analyst
Participant: Cost Analyst
Participant: Project Manager
Participant: Strategy Analyst
Determine Costs
Identifying Costs
• Identify the investment scenarios
• Identify direct and indirect costs
• Identify fixed and variable costs
• Identify recurring and non-recurring costs
• Identify capital and expense items
• Summarize the overall cost
Responsible: Cost Analyst
Participant: Business Analyst
Participant: Cost Analyst
Participant: Project Manager
Determine Benefits
Identifying Benefits
• Identify the benefits
• Categorize the benefits
• Summarize the overall benefits
Responsible: Cost Analyst
Participant: Business Analyst
Participant: Cost Analyst
Participant: Industry Specialist
Participant: Project Manager
Participant: Strategy Analyst
Participant: Valuation and Financial Analyst
Construct Cost/Benefit Model
Constructing Cost/Benefit Model
• Construct a standard presentation model
Evaluating Cost/Benefit Scenarios and Options
• Review cost/benefit information and identify scenarios and options
• Conduct sensitivity analyses on the cost/benefit models
• Weigh the qualitative and quantitative factors

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• Summarize the cost/benefit model


Responsible: Cost Analyst
Participant: Business Analyst
Participant: Cost Analyst
Participant: Project Manager
Participant: Valuation and Financial Analyst
Determine Risks Associated with Alternatives
Determining Risks
• Identify the economic and regulatory risks
• Identify the product, market, and competitive risks
• Identify the technological risks
• Identify other issues related to the model
• Assess the reasons for the risks
Assessing Implementation Risk
• Complete an implementation success factor analysis with sponsors
• Identify level of risk associated with each of the pilot activities
• List several steps that can be taken to reduce risk
Evaluating Risk Factors
• Perform a situation analysis for each risk factor
• Identify the implications for overall performance
• Assign a risk level to each risk factor
• Identify possible events that can affect the outcome of the models
• Develop a risk management plan
Responsible: Project Manager
Participant: Business Analyst
Participant: Cost Analyst
Participant: Organizational Change Management (OCM) Analyst
Participant: Project Manager
Participant: Strategy Analyst
Participant: Valuation and Financial Analyst
Approval: Project Sponsor
Conduct Formal Review of Cost/Benefit and Risk Analysis
Confirming Work Products
• Review the issue log
• Schedule the review
• Conduct the review
• Follow up on the review
Responsible: Project Manager
Participant: Project Manager
Participant: Project Sponsor
Participant: Work Product Reviewer

Review and Approve Business Case Refinement


Assess Stage Results
Assessing Stage Results
• Review the stage results
• Identify and select examples for knowledge transfer
• Review the issue log
• Identify new risks and assumptions
• Assess the impact on the project charter and project plan
• Summarize the stage results
• Reconcile with the enterprise knowledge base
Responsible: Project Manager
Participant: Process Quality Advisor
Participant: Project Sponsor
Develop Refined Business Case Summary Sections
Writing an Introduction
• Write an introductory section
Responsible: Project Manager
Participant: Business Analyst
Approval: Project Sponsor
Assemble Refined Business Case

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Assembling a Deliverable
• Finalize the physical packaging of the deliverable
• Confirm the deliverable contents
• Edit the deliverable
• Assemble the deliverable
Responsible: Project Manager
Participant: Business Analyst
Participant: Project Sponsor
Review Refined Business Case
Reviewing and Confirming a Deliverable
• Review and confirm the deliverable
Responsible: Project Manager
Participant: Executive Sponsor
Participant: Information Architect
Participant: Project Sponsor
Obtain Approval of Refined Business Case
Obtaining Management Approval of a Deliverable
• Confirm the review participants
• Schedule the external review
• Conduct the external review session
• Secure management approval
• Follow up on review issues
Responsible: Project Manager
Participant: Executive Sponsor
Participant: Project Sponsor
Approval: Executive Sponsor
Approval: Project Sponsor
Publish Refined Business Case
Publishing a Deliverable
• Publish the deliverable
Responsible: Project Manager
Participant: Project Manager

Pilot Planning
Integrate Performance Measurement Models
Integrate Performance Measurement Models
Comparing Performance Measurement Models
• Compare performance measurement model features and objectives
• Identify overlaps and inconsistencies
• Resolve overlaps and inconsistencies
Integrating Performance Measurement Models
• Link the balanced scorecard model to other models
• Link the activity-based performance measurement model to other models
• Link the personal performance management model to other models
• Link the capital decisioning model to other models
Responsible: Project Manager
Participant: Business Analyst
Participant: Cost Analyst
Participant: Organizational Alignment (OA) Generalist
Information Source: Industry Specialist
Reconcile with Measurement Frameworks
Reconciling Models with Measurement Frameworks
• Evaluate measurement models against the strategic framework
• Evaluate measurement models against the decisioning framework
• Evaluate measurement models against the improvement framework
• Evaluate measurement models against the performance management framework infrastructure
• Modify integrated performance measurement models
Responsible: Project Manager
Participant: Business Analyst
Participant: Information Architect
Participant: Organizational Alignment (OA) Generalist

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Participant: Project Manager


Assess Performance Measurement Model Implications
Assessing Model Implications on People Infrastructure
• Identify potentially undesirable changes in behavior motivated by the model
• Identify changes in behavior necessary to implement and sustain the model
• Identify potential people infrastructure changes
Assessing Model Implications on Information Systems
• Assess the current data coverage
• Assess current applications coverage
Responsible: Project Manager
Participant: Application Designer
Participant: Organizational Alignment (OA) Analyst
Participant: Organizational Change Management (OCM) Analyst
Conduct Formal Review of Integrated Perf Meas Models
Confirming Work Products
• Review the issue log
• Schedule the review
• Conduct the review
• Follow up on the review
Responsible: Project Manager
Participant: Project Manager
Participant: Project Sponsor
Participant: Work Product Reviewer

Integrate Measurement Models into Key Management Processes


Integrate Measurement Models into Communications Process
Integrating Measurement Models into Communication Process
• Summarize the current communication process
• Describe modifications to the future state communication process
• Identify standard communication that report performance information
• Develop additional communication to report performance information
• Develop processes to gather, distribute, and feed back performance information
Responsible: Organizational Change Management (OCM) Analyst
Participant: Business Analyst
Participant: Key User
Participant: Organizational Alignment (OA) Analyst
Participant: Organizational Change Management (OCM) Analyst
Integrate Measurement Models into Business Review Process
Integrating Measurement Models into Business Review Process
• Summarize the current business review process
• Describe the future state business review process
• Integrate the measurement models at varying levels
• Establish procedures to reassess the performance measurement models periodically
• Establish procedures to use the performance measurement models as management tools
Responsible: Business Analyst
Participant: Business Analyst
Participant: Key User
Integrate Measurement Models into Budgeting Process
Integrating Measurement Models into Budgeting Process
• Summarize the current budgeting process
• Summarize the data collection and maintenance costs
• Describe the future state budget process
• Quantify potential costs
• Use nonfinancial measures to make decisions on business operations investments
Responsible: Business Analyst
Participant: Business Analyst
Participant: Key User
Integrate Measurement Models into Human Resource Process
Integrating Measurement Models into Human Resource Process
• Redefine employee job definitions and descriptions
• Align performance management objectives with the performance measurement models

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• Identify changes to the current personnel evaluation processes


• Reengineer the current personnel compensation processes
• Correctly align the performance measures and compensation packages
• Reward all achieved targets
• Increase the management's awareness
• Establish procedures to enforce the use of performance measures
Responsible: Organizational Alignment (OA) Analyst
Participant: Organizational Alignment (OA) Analyst
Participant: Organizational Change Management (OCM) Analyst
Conduct Formal Review of Key Mgmt Process Integration Plans
Confirming Work Products
• Review the issue log
• Schedule the review
• Conduct the review
• Follow up on the review
Responsible: Project Manager
Participant: Project Manager
Participant: Project Sponsor
Participant: Work Product Reviewer

Define Pilot Strategies


Determine Sequence of Measurement Development Work
Determining Sequence of Measurement Development Work
• Identify dependencies and precedences of integrated performance measurement models
• Sequence the development of performance measurement model elements
• Estimate time and resource requirements
• Prioritize performance measurement development projects
Responsible: Project Manager
Participant: Application Designer
Participant: Business Analyst
Participant: Project Manager
Participant: Technical Specialist
Define Pilot Strategies
Defining IT Implementation Strategy
• Determine the implementation path
Developing a Data Conversion Strategy
• Determine the scope and pace of data conversion
• Determine the data conversion techniques
• Determine the data conversion security approach
• Determine the data maintenance and synchronization approach
• Determine data conversion contingency actions
Developing a Training Strategy
• Determine the scope and pace of training
• Determine the key training program objectives
• Develop the preliminary curriculum design
• Determine the training program development approach
Developing an Organizational Performance Levers Development Strategy
• Determine the required organizational and operational changes
• Determine the approach to organizational changes
• Determine the approach to communicating changes
• Develop the human resource strategy
• Determine the operations and procedures conversion approach
Responsible: Project Manager
Participant: Application Designer
Participant: Business Analyst
Participant: Key User
Participant: Project Manager
Participant: Project Sponsor
Participant: Technical Specialist
Approval: Project Sponsor
Conduct Formal Review of Pilot Strategy Definition
Confirming Work Products

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• Review the issue log


• Schedule the review
• Conduct the review
• Follow up on the review
Responsible: Project Manager
Participant: Project Manager
Participant: Project Sponsor
Participant: Work Product Reviewer

Develop Perf Meas Model Short-term Improvements


Identify Perf Meas Model Short-term Improvements
Identifying Short-term Improvement Opportunities
• Identify short-term improvements
• Define short-term improvement projects
• Estimate the short-term improvement costs
• Prioritize the short-term improvement projects
• Discuss the advantages of the short-term improvements
Responsible: Business Analyst
Participant: Business Analyst
Participant: Industry Specialist
Participant: Organizational Change Management (OCM) Analyst
Participant: Project Manager
Participant: Strategy Analyst
Approval: Project Sponsor
Conduct Formal Review of Perf Meas Short-term Improvements
Confirming Work Products
• Review the issue log
• Schedule the review
• Conduct the review
• Follow up on the review
Responsible: Project Manager
Participant: Project Manager
Participant: Project Sponsor
Participant: Work Product Reviewer

Assess Change Management Enablers and Barriers


Prepare Change Management Enablers and Barriers Assessment
Planning a Change Enablers and Barriers Assessment Session
• Define the purpose and objectives of the sessions
• Determine scope of assessment activities
• Estimate hours and resources
• Obtain change management diagnostic tools
• Review appropriateness of change management tools
• Determine whether the assessment tools need to be customized
• Develop the session agenda
• Review the session agenda with the sponsors
• Structure the sponsors' responsibilities for the sessions
• Brief the sponsors on the enablers and barriers assessment process
• Schedule the change enablers and barriers assessment sessions
Identifying Change Enablers and Barriers Assessment Constituencies
• Review the stakeholder map
• Create a list of identified constituencies
• Identify the number of enablers and barriers sessions to hold
• Create an assessment session participant invitation memo
Responsible: Organizational Change Management (OCM) Analyst
Participant: Business Process Innovation Advisor
Participant: Organizational Change Management (OCM) Analyst
Conduct Change Enablers and Barriers Assessment
Presenting Change Enablers and Barriers Assessment Session Introduction
• Provide a context for assessing enablers and barriers
• Provide a brief description of the tools that will be used and how to use them
• Review the participants' role in the enabler and barrier process
• Introduce the enabler and barrier session

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• Present the business context


Evaluating Change Leadership and Accountability
• Review previous analysis on change leadership
• Define the level of change leadership required
• Prepare for change leadership evaluation
• Conduct the change leadership evaluations
• Document the results of the change leadership evaluation
• Conduct a debriefing session with the participants
• Provide feedback to the individuals evaluated
• Share the overall results of the change leadership evaluation with sponsors and key change leaders
• Update the organizational change management plan
Assessing Implementation History
• Identify the major processes to be evaluated
• Gather feedback on the organization's implementation history
• Document the lessons learned
• Conduct a debriefing session on the results
Evaluating Change Skills
• Identify the change skills required to implement the initiative successfully
• Prepare for evaluating change skills
• Assess change skills
• Document the high-level results
• Conduct a debriefing session with the participants
• Provide feedback to the individuals evaluated
• Share the overall results of the change skills evaluation with sponsors
• Create a change skills development plan
• Update the organizational change management plan
Evaluating Change Implementation Planning and Team Integration
• Identify the specific change initiative to be evaluated
• Assess the level of team effectiveness and integration
• Document the high-level results
• Conduct a debriefing session with the participants
• Share the results with sponsors, project management and change leaders
• Integrate information into the implementation plan
• Update the organizational change management plan
Evaluating Change Initiatives Inventory
• Define the major change initiative parameters
• Identify the organization's change inventory
• Develop the major change initiatives inventory
• Assess the major change initiative risks and impacts
• Identify major initiatives that overlap each other
• Share the results with the change leadership
Evaluating Change Impact
• Identify the change that will be evaluated
• Assess the potential impact of the change
• Document the results of the change impact assessment
• Conduct a debriefing session on the change impact assessment
• Determine activities to address the impact of change
Assessing Culture
• Determine the appropriate culture or sub-cultures to assess
• Evaluate to what extent the current culture and sub-cultures will support the change initiative
• Ask participants to evaluate the culture
• Document the results of the evaluation
• Conduct a debriefing session with the participants
Evaluating Stakeholder Commitment
• Review previous stakeholder analysis related to the change initiative
• Gather data from stakeholders using facilitated sessions
• Document the information obtained from the facilitated sessions
• Conduct a debriefing session with the participants
• Share results of the stakeholder commitment evaluation with project management, sponsors and key change leaders
• Update the organizational change management plan
Determining Communication Effectiveness
• Prepare discussion guidelines

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• Gather data from the participants


• Document the results at a high level
• Update communication plans
Responsible: Organizational Change Management (OCM) Analyst
Participant: Executive Sponsor
Participant: Organizational Alignment (OA) Generalist
Participant: Organizational Change Management (OCM) Analyst
Participant: Project Manager
Participant: Project Sponsor
Participant: Strategy Analyst
Develop Change Enablers and Barriers Assessment Summary
Assessing Organizational Change Enablers
• Identify enablers from each assessment
• Identify the strength of each enabler
• Summarize the change assessment enablers
Assessing Organizational Change Barriers
• Identify barriers from the change assessment
• Identify the strength of each barrier
• Summarize the change assessment barriers
Creating High-Level Enablers and Barriers Strategies
• Identify strategies and tactics to leverage the change management enablers
• Identify strategies and tactics to address change management barriers
• Discuss the implications of high-level strategies
• Document the high-level enablers and barriers strategies
Creating Change Enablers and Barriers Assessment Summary
• Develop an introduction to the assessment results summary
• Generate and review quantitative change readiness data
• Document qualitative remarks
• Summarize the data
• Document the implications of the enablers and barriers
• Produce a concise report for the enablers and barriers session
Responsible: Organizational Change Management (OCM) Analyst
Participant: Organizational Change Management (OCM) Analyst
Conduct Change Enablers and Barriers Sponsor Review Session
Conducting Change Enablers and Barriers Sponsor Review Session
• Review Change Enablers and Barriers Summary with sponsors
• Discuss Change Enablers and Barriers Assessment Summary
• Determine high-level change management strategies
• Create change management strategies and tactics document
• Refine change enablers and barriers assessment summary
Responsible: Project Sponsor
Participant: Organizational Change Management (OCM) Analyst
Participant: System Change Analyst
Conduct Formal Review of Change Enablers and Barriers
Confirming Work Products
• Review the issue log
• Schedule the review
• Conduct the review
• Follow up on the review
Responsible: Project Manager
Participant: Project Manager
Participant: Project Sponsor
Participant: Work Product Reviewer

Develop Pilot Transition Management Plan


Develop Enablers and Barriers Management Plan
Preparing Enablers and Barriers Management Planning
• Develop the enablers and barriers planning approach
• Prepare enablers and barriers planning meetings
• Conduct the enablers and barriers planning meetings
Producing Enablers and Barriers Management Planning Summary
• Develop the strategies to manage the transition

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• Summarize the strategies and tactics


• Produce a report
Communicating Enablers and Barriers Planning Feedback
• Schedule a feedback meeting with the Transition Council
• Prepare planning report for feedback with Change Agent Teams
• Present enablers and barriers planning information to the Transition Council
• Solicit feedback and guidance for going forward with the planned strategies
• Get agreement and proceed with enablers and barriers planning
Creating the Enablers and Barriers Management Plan
• Identify success measures for enablers and barriers management
• Identify the costs and time frames of the enablers and barriers
• Complete the enablers and barriers management plan template
Conducting Enablers and Barriers Management Plan Feedback Session
• Schedule feedback meeting
• Present the enablers and barriers management plan
• Document meeting output
Responsible: Organizational Change Management (OCM) Analyst
Participant: Organizational Change Management (OCM) Analyst
Participant: Project Sponsor
Develop and Document Support Programs for Implementation
Developing and Documenting Programs to Support Each Implementation Phase
• Identify needed education and training
• Identify required resources
• Identify other support mechanisms
Responsible: Project Sponsor
Participant: Industry Specialist
Participant: Organizational Alignment (OA) Analyst
Participant: Organizational Change Management (OCM) Analyst
Assess Transition Communication Requirements
Assessing Transition Communication Requirements
• Arrange the communication planning meeting
• Prepare the communication planning meeting materials
• Develop the change message
• Evaluate communication stakeholders
• Analyze communication channels
• Review effectiveness of existing communication
• Create transition communication
Responsible: Organizational Change Management (OCM) Analyst
Participant: Organizational Change Management (OCM) Analyst
Participant: System Change Analyst
Develop Transition Communication Plan
Creating Transition Communication Plan
• Review the communication stakeholders
• Review the communication channels
• Review communication message
• Develop sequence of events for change communications
• Develop transition communication plan
Responsible: Organizational Change Management (OCM) Analyst
Participant: Organizational Change Management (OCM) Analyst
Participant: System Change Analyst
Build Commitment for Performance Measurement
Building Commitment for Performance Measurement
• Anticipate the resistance to change
• Use proactive steps to counteract negative implications
• Identify the recipient groups that require performance measurement information
• Document the communication message
• Communicate the importance of the plan
• Define the purpose of the communication strategy
• Determine the effects of the changes on the market and financial performance
• Resolve employee queries regarding the performance measures
• Communicate the value of the performance measures

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• Establish communication schedules and format


• Identify opportunities to use the measurement system for external communication
Responsible: Organizational Change Management (OCM) Analyst
Participant: Organizational Change Management (OCM) Analyst
Participant: System Change Analyst
Build a Performance Measurement Transition Team
Building a Performance Measurement Transition Team
• Select a facilitator for the transition process
• Select a dedicated transition team
• Define the performance measurement implementation priority
• Involve long-term expertise to assist during implementation
• Encourage experimentation with the preliminary pilot
Responsible: Project Manager
Participant: Business Analyst
Participant: Key User
Participant: Organizational Change Management (OCM) Analyst
Develop and Document Transition Management Plan
Developing and Documenting the Transition Management Plan
• Create an integrated transition plan
• Define the key roles needed to implement the change
• Assign responsibility for the transition management plan
• Refine change management infrastructure
Responsible: Organizational Change Management (OCM) Analyst
Participant: Business Process Innovation Advisor
Participant: Organizational Change Management (OCM) Analyst
Develop Performance Measurement Management Plan
Developing Measurement Feedback Loop
• Select feedback providers
• Provide employees performance feedback
Establishing Corrective Action Procedures
• Determine the corrective action procedures and policies
• Involve other appropriate departments in establishing the procedures
Developing Measurement Monitoring System
• Develop procedures to monitor performance measures
• Document procedures to monitor performance measures
• Link the measures to the information system databases
Responsible: Organizational Change Management (OCM) Analyst
Participant: Business Analyst
Participant: Organizational Change Management (OCM) Analyst
Conduct Formal Review of Pilot Transition Management Plan
Confirming Work Products
• Review the issue log
• Schedule the review
• Conduct the review
• Follow up on the review
Responsible: Project Manager
Participant: Project Manager
Participant: Project Sponsor
Participant: Work Product Reviewer

Develop Initial Project Charters - Pilot


Define Initial Project Goals and Objectives - Pilot
Defining Project Goals and Objectives
• Confirm business goals, objectives, and opportunities/problems
• Define or confirm project objectives
• Define or confirm project goals
• Document assumptions and benefits
Responsible: Project Manager
Participant: Business Process Innovation Advisor
Develop Initial Project Route Map
Selecting a Route Map

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• Review project objectives and route map profile phase objectives


• Select the route map profile phase
• Document the project phase and approach
• Document any assumptions or risks
Responsible: Project Manager
Participant: Project Manager
Information Source: Project Sponsor
Define Initial Project Scope
Establishing Project Deliverable Scope
• Select the deliverables for the project
• Determine the completion criteria for each deliverable
• Document the expected number of KBOs in each deliverable
• Document assumptions regarding scope
Establishing Project Logical Scope
• Evaluate the baseline deliverables and the deliverable scope
• Confirm the project knowledge base objects (KBOs)
• Determine the KBO properties and associations
• Document the logical scope
Responsible: Project Manager
Participant: Knowledge Base Coordinator
Participant: Project Manager
Participant: Project Sponsor
Approval: Project Sponsor
Information Source: Information Architect
Information Source: Information Planner
Develop Initial Project Management Approach
Performing Initial Risk Assessment
• Evaluate the phase-related project risks
• Identify additional risks
• Develop the risk assessment summary
Developing an Issue Management Approach
• Define the issue management approach
• Create an overview of the issue management process
Developing the Knowledge Coordination Approach
• Develop the knowledge coordination approach
• Create a knowledge coordination description
Developing a Knowledge Transfer Approach
• Identify knowledge transfer needs
• Develop the knowledge transfer approach
• Schedule briefing sessions
Developing a Quality Management Approach
• Verify goals and objectives
• Develop the quality management approach
Developing a Scope Management Approach
• Develop the scope management approach
• Create an overview of the flow of scope management
Developing a Team Training Approach
• Define all required skills
• Determine the required training by person
• Identify potential training
• Confirm the training classes and related initiatives
Responsible: Project Manager
Participant: Project Manager
Participant: Project Sponsor
Approval: Project Sponsor
Information Source: Knowledge Base Coordinator
Information Source: Process Quality Advisor
Information Source: Trainer
Define Initial Related Projects
Identifying Related Projects
• Identify any related projects

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• Review related project information


• Document related projects on a diagram
Developing a Related Project Overview
• Write an overview
Responsible: Project Manager
Participant: Project Manager
Approval: Project Sponsor
Information Source: Program Manager
Information Source: Project Sponsor
Develop Initial Project Organization
Defining the Initial Project Organization
• Define the proposed project organization
• Define the proposed staffing approach
• Define the major roles and responsibilities
Responsible: Project Manager
Participant: Project Manager
Participant: Project Sponsor
Approval: Project Sponsor
Develop High-level Project Workplan
Documenting External Milestones
• Document external milestones
Deriving a Workplan Activity List
• Identify candidate workplan activities
• Refine the deliverable-to-workplan activity mapping
• Refine project workplan activities
Developing an Activity Dependency Network
• Define the activity dependency links
• Incorporate iteration cycles
• Add partitioning and activity splitting
Estimating the Product-Based Effort
• Determine the estimating goal
• Document the estimating assumptions
• Identify the estimating elements for the project
• Adjust the estimating element quantities
• Select the guideline hours for each product
• Adjust selected guideline hours
• Calculate the product-based estimate
• Document the product-based effort estimate
Scheduling an Activity-level Workplan
• Set the schedule start-date and target completion date
• Calculate the required number of team members
• Schedule the project
Determining Internal Milestones
• Derive the internal milestones
Responsible: Project Manager
Participant: Project Manager
Participant: Project Sponsor
Approval: Project Sponsor
Information Source: Information Planner
Develop High-level Budget
Developing a High-Level Budget
• Determine the project labor budget
• Estimate the remaining budget categories
• Summarize the costs for the high-level budget
Responsible: Project Manager
Participant: Project Manager
Participant: Project Sponsor
Approval: Project Sponsor
Perform Preliminary Project Investment Analysis
Defining Initial Investment Analysis
• Review the enterprise standards for investment analysis

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• Identify the project benefits


Responsible: Project Sponsor
Participant: Project Manager
Approval: Project Sponsor
Information Source: Executive Sponsor
Information Source: Project Sponsor
Develop Initial Charter Summary Sections
Writing an Introduction
• Write an introductory section
Writing an Executive Summary
• Divide the document into sections
• Summarize each major section
Responsible: Project Manager
Participant: Business Analyst
Participant: Project Manager
Approval: Project Sponsor
Review Initial Charter - Pilot
Reviewing and Confirming a Deliverable
• Review and confirm the deliverable
Responsible: Project Manager
Participant: Executive Sponsor
Participant: Information Architect
Participant: Project Sponsor

Review and Approve Pilot Planning Stage


Assess Stage Results
Assessing Stage Results
• Review the stage results
• Identify and select examples for knowledge transfer
• Review the issue log
• Identify new risks and assumptions
• Assess the impact on the project charter and project plan
• Summarize the stage results
• Reconcile with the enterprise knowledge base
Responsible: Project Manager
Participant: Process Quality Advisor
Participant: Project Sponsor
Develop Pilot Plan Summary Sections
Writing an Executive Summary
• Divide the document into sections
• Summarize each major section
Writing an Introduction
• Write an introductory section
Responsible: Project Manager
Participant: Business Analyst
Participant: Project Manager
Approval: Project Sponsor
Assemble the Pilot Plan
Assembling a Deliverable
• Finalize the physical packaging of the deliverable
• Confirm the deliverable contents
• Edit the deliverable
• Assemble the deliverable
Responsible: Project Manager
Participant: Business Analyst
Participant: Project Sponsor
Review the Pilot Plan
Reviewing and Confirming a Deliverable
• Review and confirm the deliverable
Responsible: Project Manager
Participant: Executive Sponsor

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Participant: Information Architect


Participant: Project Sponsor
Obtain Approval of the Pilot Planning Stage
Obtaining Management Approval of a Deliverable
• Confirm the review participants
• Schedule the external review
• Conduct the external review session
• Secure management approval
• Follow up on review issues
Responsible: Project Manager
Participant: Executive Sponsor
Participant: Project Sponsor
Approval: Executive Sponsor
Approval: Project Sponsor
Publish the Pilot Plan
Publishing a Deliverable
• Publish the deliverable
Responsible: Project Manager
Participant: Project Manager

Project Review and Assessment


Review Project Performance
Evaluate Methodology and Tool Use
Assessing Methodology Use
• Evaluate the methodology use
• Identify potential methodology use refinements
Assessing Tool Use
• Evaluate tool use
• Identify potential tool use refinements
Responsible: Project Manager
Participant: Methodology Support
Participant: Process Quality Advisor
Participant: Project Manager
Participant: Technical Specialist
Develop Knowledge Transfer and Future Improvements
Identifying Future Improvements
• Identify team organization improvements
• Identify support improvements
• Identify estimate, workplan, and schedule improvements
• Identify process improvements
• Identify discovered improvements
• Document recommendations for future improvements
Identifying Knowledge Transfer Improvements
• Identify knowledge transfer opportunities
• Archive and distribute knowledge transfer examples and recommendations
Responsible: Project Manager
Participant: Business Analyst
Participant: Knowledge Base Coordinator
Participant: Methodology Support
Participant: Process Quality Advisor
Participant: Project Manager
Participant: Project Sponsor
Participant: Technical Specialist
Conduct Individual Performance Reviews
Developing Individual Performance Assessments
• Assess the individual performance of each team member
• Document an assessment of the performance of each team member
• Discuss the performance assessment with the team member
Responsible: Project Manager
Participant: Project Manager
Information Source: Project Sponsor

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Evaluate Project Performance


Assessing Project Performance
• Review all final deliverables
• Review the project performance
• Review the risk management plan
• Verify risk outcome
• Review the issues and change requests
• Prepare the assessment and discuss it with the sponsor
Responsible: Project Manager
Participant: Project Manager
Participant: Project Sponsor
Information Source: Process Quality Advisor

Close Down Project


Close Project and Control File
Closing the Control File
• Close down the control file
• Close down the site
Responsible: Project Manager
Participant: Project Manager
Approval: Project Sponsor

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Phase Deliverables

Activity-Based Performance Measurement Model


Provides a process-level and activity-level performance measurement framework and/or activity-
based costing framework that supports the ongoing management and possible improvement of an
enterprise's underlying processes and product/service portfolio; also reports on the analysis of the
results.
Products
Data Gathering Session Materials
• Cost Objects
• Targeted Processes
• Data Gathering Plan
• Facilitated Session Preparation Materials
• Facilitated Session Outputs
• Facilitated Session Feedback Packages
• Interview Preparation Materials
• Interview Notes
• Interview Feedback Package
• Data Gathering Session Feedback Packages
• Activity-Based Costing Technology Enablers
Process and Activity Dictionary
• Process Descriptions
• Current Activity Descriptions
• Root Cause Analysis
• Value Analysis
• Short-term Activity-Based Management Improvements
Process and Activity Costing Model
• Resource Cost Pools
• Activity Cost Pools
• Cost Flow Architecture
• Resource Driver Dictionary
• Process and Activity Cost Analysis
Object Costing and Profitability Model
• Bills of Resources
• Activity Driver Dictionary
• Cost Object Costs
• Cost Object Profitability
• Object Costing and Profitability Analysis
Process and Activity Performance Measurement Model

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• Process Effectiveness and Efficiency Requirements


• Current Process Performance Assessment
• In-Process Control Requirements
• Process and Activity Measurement Set
• Activity-Based Performance Measurement Target Levels
• Activity-Based Measurement Report Format and Frequency
• Measurement Review Frequency
Activity-Based Performance Measurement Introduction

Balanced Scorecard Model


Establishes a balanced set of performance measures that are strategically linked to the organization's
mission and goals, and provides executive management with a well-rounded view of the business;
provides a uniform emphasis on external, internal, financial and nonfinancial measures; supports
enterprise executives in using the performance measurement system to clarify their strategies, test
assumptions about assessing performance, and redefine future business processes. Serves to enable
beneficial decision-making by focusing attention on future long-term investments and growth.
Identifies strategic performance targets that can help an organization exceed stakeholder and
customer expectations.
Products
Balanced Scorecard Performance Measurement Information
• Executive Management Interview Output
• Executive Management Interview Schedule
• Executive Management Interview Preparation Materials
• Interview Feedback Package
• Executive Management Facilitated Session Schedule
• Facilitated Session Feedback Packages
• Facilitated Session Outputs
• Facilitated Session Preparation Materials
Balanced Scorecard Model
• Performance Measurement Selection
• Balanced Scorecard Measurement Set
• Strategic Performance Measurement Target Levels
• Strategic Measurement Report Format and Frequency
• Strategic Measurement Review Frequency
Balanced Scorecard Benchmark and Feedback Results
• Competitors Best Practice Comparison
• Current Performance Measure Evaluation
• Customer Feedback Survey Results
• Internal and External Benchmark Findings
• Short-term Strategic Measurement Improvements
• Staff Suggestion Survey Results

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• Stakeholder Survey Results


Balanced Scorecard Scope
• Balanced Scorecard Project Mission Statement
• Targeted Processes
Candidate Balanced Scorecard Performance Measures
• Additional Performance Measurements
• Candidate Customer Goals and Performance Measures
• Candidate Financial Goals and Performance Measures
• Candidate Innovation Goals and Performance Measures
• Candidate Internal Goals and Performance Measures
• Strategically Aligned Performance Measurements
Balanced Scorecard Model Introduction

Capital Decisioning Model


Provides an approach for ensuring that capital investment decisions are aligned with the enterprises
general business strategy and related investment objectives.
Products
Capital Decisioning Model
• Initial Capital Decisioning Model
• Capital Decisioning Model
• Short-term Capital Decisioning Improvements
Capital Decisioning Model Introduction

Initial Project Charter - Pilot


Provides an initial, high-level definition and justification of a project, including project goals and
objectives, logical and deliverable scope, project management approaches, workplan, product-based
effort estimate, budget, project investment analysis, and project organization; provides the first
opportunity for management to review and approve the proposed project.
Products
Initial Project Charter Introduction
Initial Project Charter Executive Summary
Initial Project Scope
• Initial Project Goals and Objectives
• Initial Deliverable Scope
• Initial Logical Scope
Initial Project Management Approach
• Initial Route Map Profile Phase and Approach

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• Initial Issue Management Approach


• Initial Knowledge Coordination Approach
• Initial Knowledge Transfer Approach
• Initial Quality Management Approach
• Initial Risk Management Approach
• Initial Scope Management Approach
• Initial Training Approach
Initial Project Organization
• Initial Project Organization
High-level Project Workplan
• Activity List
• Activity Dependency Network
• Product-based Effort Estimate
• Initial External Project Milestones
• Scheduled Activity-level Workplan
• Initial Internal Project Milestone
Initial Related Projects
• Related Project Overview
• Initial Related Project
High-level Budget
• High-level Budget
Initial Project Investment Analysis
• Initial Project Investment Analysis

Master Plan - Pilot Plan


Provides the overall plan to execute a series of pilot projects that design, build, and implement the
Performance Measurement Models; describes development strategies, initial pilot project charters,
and a high-level schedule of the entire pilot effort; reports on the people, process, and technology
aspects of the effort.
Products
Pilot Plan Executive Summary
Pilot Master Plan Introduction
Integrated Performance Measurement Models
• Reconciled Performance Measurement Models
• Reconciled Performance Measurement Models - Linked
• Integrated Performance Measurement Models
• Model Implications on People Infrastructure
• Model Implications on Information Systems
Key Management Process Integration Plan

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• Proposed Changes to Communications Process


• Proposed Changes to Business Review Process
• Proposed Changes to Budgeting Process
• Proposed Changes to Human Resource Process
Pilot Strategies
• Performance Measurement Development Sequencing Plan
• IT Implementation Strategy
• Data Conversion Strategy
• Training Strategy
• Organizational Performance Levers Development Strategy
Performance Measurement Model Short-term Improvement Program
• Short-term Improvement Opportunities
Change Enablers and Barriers Assessment Results Summary
• Change Enablers and Barriers Assessment Constituencies
• Change Enablers and Barriers Assessment Plan and Agenda
• High-Level Enablers and Barriers Strategies
• Change Enablers and Barriers Session Introduction
• Sponsor Commitment Evaluation
• Implementation History Summary
• Change Agent Evaluation
• Change Synergy Evaluation
• Change Initiatives Inventory Review
• Change Impact Evaluation
• Culture Consistency Evaluation
• Stakeholder Resistance Evaluation
• Communication Effectiveness Assessment
• Organizational Change Enablers
• Organizational Change Barriers
• Change Enablers & Barriers Assessment Sponsor Briefing Notes
• Change Enablers and Barriers Assessment Summary
Pilot Transition Management Plan
• Enablers and Barriers Mgmt. Planning Preparation Materials
• Enablers and Barriers Management Planning Summary
• Enablers and Barriers Target Group Planning Feedback
• Enablers and Barriers Management Plan
• Enablers and Barriers Management Plan Feedback
• Implementation Phase Programs
• Transition Communication Requirements
• Performance Measurement Communications Plan
• Transition Management Plan
• Transition Communication Plan
• Transition Team
Performance Measurement Management Plan

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• Measurement Feedback Loop


• Corrective Action Procedures and Policies
• Measurement Monitoring System

Personal Performance Management Model


Provides the framework under which personal performance measures, aligned with the organization's
strategies and objectives, can be integrated into the organization.
Products
Current Personal Performance Management Evaluation
• Organization Design and Structure Lever Review
• Staffing and Deployment Lever Review
• Compensation Benefits and Rewards Lever Review
• Performance Management Lever Review
Aligned Personal Performance Management Measures
• Personal Performance Management Drivers
• Personal Performance Measures Alignment
• New Measures to Support Strategies and Objectives
• Preliminary Sensitivity Analyses
• Key Personal Performance Management Measures
Personal Performance Management Model
• Customized Personal Performance Measures
• Anticipated Measurement Model Results
• Personal Performance Management Framework
• Short-term Performance Management Lever Improvements
Personal Performance Management Report Introduction

Refined Business Case


Describes a cost/benefit analysis for implementing the performance measurement and capital
decisioning models; also analyzes risks associated with implementing the models and the related
performance management initiatives.
Products
Cost/Benefit and Risk Analysis
• Cost/Benefit Assumptions
• Costs
• Benefits
• Cost/Benefit Model
• Cost/Benefit Model Scenarios
• Risks

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• Implementation Risk Assessment


• Risk Factor Events
Business Case Introduction

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Project Management Deliverables

Organizational Change Management Plan


Documents the organizational change and readiness plans.
Products
Organizational Change Scope and Impact
• Project Stakeholder Map
• Sponsor Alignment Strategies
• Change Leadership Structure
• Change Scope and Impact

Project Assessments
Is used at the end of the project to document project results and process improvement suggestions;
contains assessments of project deliverables and project performance.
Products
Project Assessments
• Future Improvements
• Stage Assessment
• Project Assessment
• Individual Performance Assessment
• Knowledge Transfer Improvements
• Methodology Use Assessment
• Tool Use Assessment

Project Charter
Defines the scope, objectives, and overall approach to the project; serves as a contract between the
project team and the enterprise, stating what the project is to deliver, the resources, and the project
risks and assumptions.
Products
Project Scope
• Project Assumptions
• Project Goals and Objectives
• Route Map Profile
• Project Scope
• Project Risks

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• Contingent Actions
• Risk Management Strategies
• Related Projects
Project Organization
• Project Organization
• Project Management and Control Structure
• Staffing Plan

Project Management Infrastructure


Establishes the process and technology infrastructure for the project.
Products
Project Control File
• Contact Directory
• Electronic Control File
• Workpaper Filing System
Project Procedures
• Scope Management Procedures
• Knowledge Coordination Procedures
• Issue Management Procedures
• Actuals Capture Procedures
• Quality Management Plan
• Reporting Procedures
• Risk Management Plan
• Management Approval
Project Technology
• Project Hardware - Installed
• Project Office Equipment - Installed
• Project Software - Installed
• Project Technology Plan
• Project Technology Support Assessment

Project Orientation Material


Aids the project manager when he or she updates the management and control structure and the
project team on the schedule, procedures, and development approach.
Products
Project Kickoff Meeting Minutes
• Briefing Materials
• Briefing Schedule

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• Kick-off Meeting Minutes


• Project Training Materials

Project Plan
Defines in detail the specifics for managing the project; provides a detailed workplan, task-level
effort and duration estimates, and the project budget.
Products
Project Workplan
• Task List
• Task Dependency Network
• Task-based Effort Estimate
• Resource Assignment
• External Project Milestone
• Scheduled Task-level Workplan
• Internal Project Milestones
Project Budget
• Project Budget

Project Status
Organizes project status reports and project performance data collected by the project manager,
which serves as the baseline for reporting performance against plan.
Products
Project Performance Data
• Project Progress Data
• Change Request
• Issue
• Status Report
• Work Product Review

Value Proposition
Statement of business value to be delivered by the implementation of a specific solution to a business
need.
Products
Project Investment Analysis
• Project Investment Analysis

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Product-Based Estimating Template


Output Deliverables
Activity-Based Performance Measurement Model
Work Product Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Data Gathering Session Materials Effort 1 53 84 115 34

Process and Activity Dictionary Effort 1 85 128 171 2

Process and Activity Costing Model Effort 1 57 110 159 2

Object Costing and Profitability Model Effort 1 41 74 107 2

Process and Activity Performance Effort 1 97 166 235 2


Measurement Model
Activity-Based Performance Effort 1 2 3 4 0
Measurement Introduction
Note: This is a planning note for a presentation product.This is the second line

Balanced Scorecard Model


Work Product Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Balanced Scorecard Performance Effort 1 17 30 43 30
Measurement Information
Balanced Scorecard Model Effort 1 34 61 109 2

Balanced Scorecard Benchmark and Effort 1 44 72 100 4


Feedback Results
Balanced Scorecard Scope Effort 1 6 9 12 0

Candidate Balanced Scorecard Effort 1 49 73 110 0


Performance Measures
Balanced Scorecard Model Introduction Effort 1 2 3 4 0

Capital Decisioning Model


Work Product Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Capital Decisioning Model Effort 1 41 78 131 2

Capital Decisioning Model Introduction Effort 1 2 3 4 0

Initial Project Charter - Pilot


Work Product Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Initial Project Charter Introduction Project 3 1 2 3 1

Initial Project Charter Executive Project 3 2 4 6 2


Summary
Initial Project Scope Project 3 4 8 12 4

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Initial Project Management Approach Project 3 6 9 15 4

Initial Project Organization Project 3 2 3 4 1

High-level Project Workplan Project 3 4 8 16 0

Initial Related Projects Project 3 2 3 4 2

High-level Budget Project 3 2 3 4 1

Initial Project Investment Analysis Project 3 4 8 12 4

Master Plan - Pilot Plan


Work Product Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Pilot Plan Executive Summary Effort 1 4 6 8 0

Pilot Master Plan Introduction Effort 1 5 10 15 0

Integrated Performance Measurement Effort 1 191 274 349 46


Models
Key Management Process Integration Effort 1 65 122 175 2
Plan
Pilot Strategies Effort 1 28 51 77 8

Performance Measurement Model Short- Effort 1 9 14 19 4


term Improvement Program
Change Enablers and Barriers Effort 1 81 122 163 0
Assessment Results Summary
Pilot Transition Management Plan Effort 1 172.5 277 385.5 56

Performance Measurement Management Effort 1 24.5 41 81.5 8


Plan

Personal Performance Management Model


Work Product Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Current Personal Performance Effort 1 18 36 54 10
Management Evaluation
Aligned Personal Performance Effort 1 26 52 78 14
Management Measures
Personal Performance Management Effort 1 34 52 94 18
Model
Personal Performance Management Effort 1 2 3 4 0
Report Introduction

Refined Business Case


Work Product Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Cost/Benefit and Risk Analysis Effort 1 128 185 248 0

Business Case Introduction Effort 1 2 3 4 0

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Project Management Deliverables


Organizational Change Management Plan
Work Product Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Organizational Change Scope and Effort 1 19 25 32 0
Impact
Note: Change clarification discussions take place concurrently with chartering and planning the project.
Information gathered through these change clarification discussions should feed the development of the project
charter and workplan.
Project Assessments
Work Product Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Project Assessments Effort 1 8 12 16 0

Project Charter
Work Product Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Project Scope Effort 1 24 32 48 0

Project Organization Effort 1 12 16 20 0

Project Management Infrastructure


Work Product Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Project Control File Effort 1 4 5 6 0

Project Procedures Effort 1 4 16 20 0

Project Technology Effort 1 32 60 120 0

Project Orientation Material


Work Product Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Project Kickoff Meeting Minutes Session 6 16 24 32 0
Participants

Project Plan
Work Product Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Project Workplan Effort 1 24 32 48 0

Project Budget Effort 1 12 16 20 0

Project Status
Work Product Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Project Performance Data Work Week 26 6 10 14 0

Note: Project performance data includes review and evaluation information on project quality and project work
products completed to date. The reporting of results to date is addressed in the compilation of the project status
reports.
Value Proposition
Work Product Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)

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Project Investment Analysis Effort 1 16 36 80 4

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Task-Based Estimating Template


Project Start-Up and Preparation
Note: Once exported to Microsoft Project, you should first Recalc Duration. Next, check the resource view to
determine which resources are overallocated. Level everyone that is overallocated, with the exception of the Project
Manager. You can do this by selecting the resource(s) that are overallocated, selecting Resource Leveling from the
menu, and clicking the Level Now button. Finally, manually level the Project Manager. Keep in mind that leveling
resources will extend the schedule and result in gaps in the Gantt chart. Adjust these gaps manually to arrive at a
reasonable schedule for the start of the project.
Define Project Charter
Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Define Project Organization Effort 1 12 16 20 0

Define Project Scope Effort 1 24 32 48 0

Develop Value Proposition


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Develop Investment Analysis Effort 1 16 36 80 4

Establish Project Management Infrastructure


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Define Project Standards and Effort 1 6 20 24 0
Procedures
Obtain Necessary Hardware-Software- Effort 1 32 60 120 0
Equipment

Clarify Scope of Organizational Change


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Describe Organizational Change Effort 1 19 25 32 0

Note: Change clarification discussions take place concurrently with chartering and planning the project.
Information gathered through these change clarification discussions should feed the development of the project
charter and workplan.
Develop Project Plan
Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Develop Project Workplan Effort 1 24 32 48 0

Develop Project Budget Effort 1 12 16 20 0

Obtain Management Approval of Project Approvals 3 1 2 3 0


Charter and Plan
Note: Reflects one update of the charter and plan. Replicate this task at key points in the project, as required. For
example, allow one update every two months, or three updates over the life of a six month project.
Kick Off Project
Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)

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Brief Project Team Session 6 6 16 20 0


Participants

Monitor and Control Project


Note: This activity represents a percentage of the total project hours and is based on the duration of the project, the
number of resources, the visibility of the project, the availability of the sponsor, and the criticality of the project.
Note: Adjust the order of this activity in your workplan as you deem necessary. It is often placed at or near the end
of the project plan.
Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Control the Project Work Week 26 7 11 15 0

Note: This span task represents a percentage of the total project hours (between 10 - 13 percent). It is based on the
duration of the project, the number of resources, the visibility of the project, the availability of the sponsor, and the
criticality of the project. Adjust the estimates based on the actual duration of the project. For example, if the
project involves enhancements to a legacy system, the actual project duration may be significantly shorter than 6
months. Also review the expected number of change requests and issues, and modify those product- and task-based
estimates as needed.

Strategic Performance Measurement


Gather Performance Measurement Information
Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Perform Executive Management Effort 1 8 16 24 8
Interviews
Perform Executive Management Facilitated Session 8 8 12 16 20
Facilitated Sessions Participants
Conduct Formal Review of Measurement Reviewers 5 1 2 3 2
Information

Develop Balanced Scorecard Model


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Specify Balanced Scorecard Purpose Effort 1 4 6 8 0
and Goals
Establish the Process Level for Effort 1 2 3 4 0
Balanced Scorecard
Facilitate Performance Measurement Effort 1 12 24 40 0
Evaluation and Comparison
Establish Financial Goals and Effort 1 16 24 32 0
Performance Measures
Establish Customer Goals and Effort 1 24 32 40 0
Performance Measures
Establish Internal Goals and Effort 1 8 10 12 0
Performance Measures
Establish Innovation Goals and Effort 1 16 24 32 0
Performance Measures
Align Performance Measures to Effort 1 9 15 30 0
Business Strategy
Select Key Performance Measures Effort 1 21 35 70 0

Establish Measurement Target Effort 1 4 8 12 0


Performance Levels
Establish the Measurement Reporting Effort 1 8 16 24 0
Scheme
Identify Short-term Improvements in Effort 1 8 16 24 4
Strategic Measurement

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Conduct Formal Review of Balanced Reviewers 5 1 2 3 2


Scorecard Model

Review and Approve Strategic Performance Measurement Stage


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Assess Stage Results Effort 1 4 6 8 0

Develop Strategic Performance Effort 1 2 3 4 0


Measurement Summary
Assemble Strategic Performance Effort 1 2 3 4 0
Measurement Deliverables
Review Strategic Performance Reviewers 5 1 2 3 2
Measurement Deliverables
Obtain Approval of Performance Approvals 3 1 2 3 0
Measurement Deliverables
Publish Strategic Performance Effort 1 1 2 3 0
Measurement Deliverables

Activity-Based Performance Measurement


Conduct Data Gathering
Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Validate the Scope of Cost Objects Effort 1 8 12 16 0

Target Processes for Detailed Analysis Effort 1 4 8 12 0

Plan Data Gathering Effort 1 8 12 16 0

Conduct Facilitated Sessions Facilitated Session 8 8 12 16 20


Participants
Conduct Data Gathering Interviews BA Interviews 6 4 6 8 12

Verify Data Gathering Sessions Effort 1 4 8 12 0

Establish ABC Model Technology Effort 1 16 24 32 0


Enablers
Conduct Formal Review of Data Reviewers 5 1 2 3 2
Gathering

Perform Process and Activity Analysis


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Describe Targeted Processes Effort 1 4 6 8 0

Describe Current Activities Effort 1 40 60 80 0

Conduct Value Analysis Effort 1 24 32 40 0

Conduct Root Cause Analysis Effort 1 8 16 24 0

Identify Short-term Activity-Based Effort 1 8 12 16 0


Management Improvements
Conduct Formal Review of Process and Reviewers 5 1 2 3 2
Activity Analysis

Develop Process and Activity Costing Model


Workplan Task Estimating Guide Est Total Guideline Hours/Elem

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Element # Elem # Elem (Low, Norm, High, Const.)


Define Activity Cost Pools Effort 1 4 8 12 0

Define Resource Cost Pools Effort 1 2 8 12 0

Develop Cost Flow Architecture Effort 1 2 8 12 0

Prepare Resource Driver Dictionary Effort 1 8 24 40 0

Conduct Process and Activity Cost Effort 1 40 60 80 0


Analysis
Conduct Formal Review of Process and Reviewers 5 1 2 3 2
Activity Costing Model

Develop Object Costing and Profitability Model


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Prepare Activity Driver Dictionary Effort 1 8 24 40 0

Develop Bills of Resources Effort 1 16 24 32 0

Conduct Object Costing and Profitability Effort 1 16 24 32 0


Analysis
Conduct Formal Review of Costing and Reviewers 5 1 2 3 2
Profitability Model

Develop Process and Activity Performance Measurement Model


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Determine Process Effectiveness and Effort 1 40 60 80 0
Efficiency Requirements
Determine In-Process Control Effort 1 32 48 64 0
Requirements
Design New Process and Activity Effort 1 8 16 24 0
Performance Measurement Set
Establish Performance Targets Effort 1 8 24 40 0

Establish Measurement Reporting Effort 1 8 16 24 0


Scheme
Conduct Formal Review of Process Reviewers 5 1 2 3 2
Performance Model

Review and Approve Activity-Based Measurement Stage


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Assess Stage Results Effort 1 4 6 8 0

Develop Activity-Based Performance Effort 1 2 3 4 0


Measurement Summaries
Assemble Activity-Based Performance Effort 1 2 3 4 0
Measurement Model
Review Activity-Based Performance Reviewers 5 1 2 3 2
Measurement Model
Obtain Approval of Activity-Based Approvals 3 1 2 3 0
Measurement Model
Publish Activity-Based Performance Effort 1 1 2 3 0
Measurement Model

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Personal Performance Management


Note: Implementation of the Personal Performance Management Model in the organization is the basis for a
subsequent project. That project should involve the organization's human resources function, Organization Change
Management practitioners, and Compensation practitioners.
Assess Current State Personal Performance Management Lever
Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Document Current Personal Effort 1 16 32 48 8
Performance Framework
Conduct Formal Review of Current State Reviewers 5 2 4 6 2
Assessment

Align Personal Measures with Strategies and Objectives


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Identify Personal Performance Drivers Effort 1 16 32 48 8

Note: The objective is to identify the key personal performance "drivers" behind the organization's strategies and
objectives. It is assumed that the organization's strategy is defined, and in most cases those "drivers" will come
directly from the Balanced Scorecard or from output of Activity Based Management.Typically, the bases for value
drivers are a combination of qualitative (e.g., cultural, team, quality values) and quantitative (e.g., financial,
operational, shareholder values) factors.
Align Personal Performance Effort 1 8 16 24 4
Management Measures with Drivers
Conduct Formal Review of Aligned Reviewers 5 2 4 6 2
Performance Measures

Design Personal Performance Management Measurement Model


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Build Revised Personal Performance Effort 1 24 32 64 12
Measurement Model
Identify Short-term Improvements in Effort 1 8 16 24 4
Performance Management
Conduct Formal Review of Personal Reviewers 5 2 4 6 2
Performance Model

Review and Approve Personal Performance Management Stage


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Assess Stage Results Effort 1 4 6 8 0

Develop Personal Performance Effort 1 2 3 4 0


Management Summary
Review Personal Performance Reviewers 5 1 2 3 2
Management Deliverables
Obtain Approval of Personal Approvals 3 1 2 3 1
Performance Deliverables
Publish Personal Performance Effort 1 1 2 3 1
Management Deliverables
Assemble Personal Performance Effort 1 2 3 4 1
Management Deliverables

Capital Decisioning
Develop Capital Decisioning Model
Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)

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Develop Initial Capital Decisioning Model Effort 1 16 32 48 0

Test and Refine Capital Decisioning Effort 1 16 32 64 0


Model
Identify Short-term Capital Decisioning Effort 1 8 12 16 0
Improvements
Conduct Formal Review of Initial Capital Reviewers 5 1 2 3 2
Decisioning Model

Review and Approve Capital Decisioning Stage


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Assess Stage Results Effort 1 4 6 8 0

Develop Capital Decisioning Model Effort 1 2 3 4 0


Summaries
Assemble Capital Decisioning Model Effort 1 2 3 4 0

Review Capital Decisioning Model Reviewers 5 1 2 3 2

Obtain Approval of Capital Decisioning Approvals 3 1 2 3 0


Model
Publish Capital Decisioning Model Effort 1 1 2 3 0

Business Case Refinement


Perform Cost/Benefit and Risk Analysis
Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Determine Cost/Benefit Assumptions Effort 1 15 20 30 0

Determine Costs Effort 1 45 60 80 0

Determine Benefits Effort 1 45 60 80 0

Construct Cost/Benefit Model Effort 1 20 40 50 0

Determine Risks Associated with Effort 1 2 3 5 0


Alternatives
Conduct Formal Review of Cost/Benefit Reviewers 5 1 2 3 0
and Risk Analysis

Review and Approve Business Case Refinement


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Assess Stage Results Effort 1 4 6 8 0

Develop Refined Business Case Effort 1 2 3 4 0


Summary Sections
Assemble Refined Business Case Effort 1 2 3 4 0

Review Refined Business Case Reviewers 5 1 2 3 2

Obtain Approval of Refined Business Approvals 3 1 2 3 0


Case
Publish Refined Business Case Effort 1 1 2 3 0

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Pilot Planning
Integrate Performance Measurement Models
Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Integrate Performance Measurement Effort 1 56 84 102 16
Models
Reconcile with Measurement Effort 1 36 56 76 16
Frameworks
Assess Performance Measurement Effort 1 98 132 168 12
Model Implications
Conduct Formal Review of Integrated Reviewers 5 1 2 3 2
Perf Meas Models

Integrate Measurement Models into Key Management Processes


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Integrate Measurement Models into Effort 1 16 24 32 0
Communications Process
Integrate Measurement Models into Effort 1 4 8 10 0
Business Review Process
Integrate Measurement Models into Effort 1 4 8 10 0
Budgeting Process
Integrate Measurement Models into Effort 1 40 80 120 0
Human Resource Process
Conduct Formal Review of Key Mgmt Reviewers 5 1 2 3 2
Process Integration Plans

Define Pilot Strategies


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Determine Sequence of Measurement Effort 1 6 12 20 0
Development Work
Define Pilot Strategies Effort 1 21 37 54 8

Conduct Formal Review of Pilot Strategy Effort 1 1 2 3 0


Definition

Develop Perf Meas Model Short-term Improvements


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Identify Perf Meas Model Short-term Effort 1 8 12 16 4
Improvements
Conduct Formal Review of Perf Meas Reviewers 5 1 2 3 0
Short-term Improvements

Assess Change Management Enablers and Barriers


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Prepare Change Management Enablers Effort 1 20 30 40 0
and Barriers Assessment
Conduct Change Enablers and Barriers Effort 1 20 30 40 0
Assessment
Develop Change Enablers and Barriers Effort 1 20 30 40 0
Assessment Summary
Conduct Change Enablers and Barriers Effort 1 20 30 40 0
Sponsor Review Session
Conduct Formal Review of Change Reviewers 5 1 2 3 0
Enablers and Barriers

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Develop Pilot Transition Management Plan


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Develop Enablers and Barriers Target Group 5 40 80 120 40
Management Plan
Develop and Document Support Effort 1 20 30 40 0
Programs for Implementation
Assess Transition Communication Effort 1 20 30 40 0
Requirements
Develop Transition Communication Plan Effort 1 20 30 40 0

Build Commitment for Performance Effort 1 44 64 88 4


Measurement
Build a Performance Measurement Effort 1 8 12 16 12
Transition Team
Develop and Document Transition Effort 1 20 30 40 0
Management Plan
Develop Performance Measurement Effort 1 24 40 80 8
Management Plan
Conduct Formal Review of Pilot Reviewers 5 1 2 3 0
Transition Management Plan

Develop Initial Project Charters - Pilot


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Define Initial Project Goals and Effort 1 2 3 4 1
Objectives - Pilot
Develop Initial Project Route Map Project 3 1 3 5 2

Define Initial Project Scope Project 3 1 2 3 1

Develop Initial Project Management Project 3 6 9 15 4


Approach
Define Initial Related Projects Project 3 2 3 4 1

Develop Initial Project Organization Project 3 2 3 4 1

Develop High-level Project Workplan Project 3 4 8 12 4

Develop High-level Budget Project 3 2 3 4 1

Perform Preliminary Project Investment Project 3 4 8 12 4


Analysis
Develop Initial Charter Summary Project 3 0.5 1 2 1
Sections
Review Initial Charter - Pilot Reviewers 5 1 2 3 2

Review and Approve Pilot Planning Stage


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Assess Stage Results Effort 1 4 6 8 0

Develop Pilot Plan Summary Sections Effort 1 2 3 4 0

Assemble the Pilot Plan Effort 1 10 20 30 0

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Review the Pilot Plan Reviewers 5 1 2 3 2

Obtain Approval of the Pilot Planning Approvals 3 1 2 3 2


Stage
Publish the Pilot Plan Effort 1 1 2 3 0

Project Review and Assessment


Review Project Performance
Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Evaluate Methodology and Tool Use Effort 1 4 8 12 0

Develop Knowledge Transfer and Future Effort 1 8 16 24 0


Improvements
Conduct Individual Performance Project Team 5 1 1 2 4
Reviews Member
Evaluate Project Performance Effort 1 8 16 24 0

Close Down Project


Workplan Task Estimating Guide Est Total Guideline Hours/Elem
Element # Elem # Elem (Low, Norm, High, Const.)
Close Project and Control File Effort 1 4 8 12 0

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Risk Questionnaire

Project Definition
Benefits of New Performance The benefits of the new performance measurement system o Low
Measurement System are:
• Well-defined or quantified or of strategic importance o Medium
• Defined in general, not quantified o High
• Not defined or unclear
Business Knowledge of Project team members who are highly knowledgeable about o Low
Project Team or experienced in performance measurement systems:
• All o Medium
• Half o High
• None
Complexity of Knowledge Knowledge coordination needs are: o Low
Coordination • Simple
• Moderate o Medium
• Complex o High
Dependence on Other The number of other development efforts on which this o Low
Projects system is dependent:
• 0 o Medium
• 1 o High
• 2 or more
Project Deliverables The project deliverables are: o Low
• Well-defined
• Defined, but at a high-level o Medium
• Vague o High
Project Scope The project scope is: o Low
• Well-defined
• Defined, but at a high-level o Medium
• Vague o High
User Knowledge Personnel responsible for providing performance o Low
measurement system knowledge on the project are:
• Very knowledgeable in performance measurement systems o Medium
• Somewhat knowledgeable in performance measurement o High
systems
• Lacking adequate knowledge of performance measurement
systems
Accuracy of Baseline The strategy integrity or costing data accuracy may be: o Low
Information • Reliable
• Questionable o Medium
• Inappropriate o High

Project Management Structure


Scope Management The scope management procedures for the project are: o Low
Procedures • Well-defined and accepted
• Established but unclear o Medium
• Nonexistent o High
Knowledge Coordination The knowledge coordination procedures for this project are: o Low
Procedures • Well-defined and accepted
• Established but unclear o Medium

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• Nonexistent o High
Methodology Use The methodology and other standards to be used on the o Low
project:
• Use of a common, formal methodology o Medium
• Use of informal practices and standards o High
• No methodology
Methodology Experience The experience of the organization with the methodology: o Low
• Full life cycle experience with the methodology
• Single phase or partial life cycle experience with the o Medium
methodology o High
• This is the first project to use the methodology
Quality Management The quality management procedures for the project are: o Low
Procedures • Well-defined and accepted
• Established but unclear o Medium
• Nonexistent o High

Project Size
Calendar Time The estimated calendar time for project completion: o Low
• 4 months or less
• 5 -12 months o Medium
• Over 12 months o High
Organizations to Coordinate The number of user organizations involved with the project: o Low
• 1
• 2 to 4 o Medium
• Over 4 o High
Hours of Effort The total estimated hours of effort for the project: o Low
• 5,000 or less
• 5,001-20,000 o Medium
• Over 20,000 o High
Project Team Size The estimated project team size, at its peak: o Low
• 4 or fewer members
• 5-7 members o Medium
• Over 15 members o High
Sites The number of different physical locations that will use the o Low
production system:
• 1 site o Medium
• 2 to 3 o High
• Over 3

Project Staffing
Full-time Project Manager The project manager manages this project: o Low
• On a full-time basis
• Full-time, plus minor responsibilities elsewhere o Medium
• Part-time, responsible for two or more projects o High
Full-time Project Team The project team is: o Low
• Assigned to project full-time
• At least half the team is assigned full-time o Medium
• Less than half the team is assigned full-time o High
Project Manager Experience The project manager experience level: o Low
• 3 or more prior projects of similar scope
• 1 or 2 prior projects of similar scope o Medium
• No prior projects of similar scope

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o High
Team Location The physical location of the team: o Low
• Team is located together
• Most of the team is located together o Medium
• Team is located at several sites o High
Team's Experience with The number of times that team members have used this o Low
Application Software application software:
• More than once o Medium
• Only once o High
• No knowledge or experience with the software
Experience as a Team The experience of team members as a team: o Low
• All have worked together before
• Some have worked together before o Medium
• Team members are strangers o High

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