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Game plan wkshp1
- 1. GAME Plan Workshop Dr Pankaj Gupta CONFIDENTIAL Contact: sales@taurusglocal.net drgupta@taurusglocal.com Website: www.taurusglocal.com
- 2. TOP-DOWN APPROACH First focus on the ‘What’ rather than the ‘How’ Help the customer define what he wants First develop the Bird's-eye view or helicopter view, without going into detail Establish the boundaries of the system Identify the area of focus and then zoom-in Each part of the system is then refined by designing it in more detail
- 3. TOP-DOWN APPROACH What does this give the project? Identifies the client’s business vision Give understanding and prioritization of current and future business needs Defines functionality required to meet business goals Why is this so important? Ensures that the project is aligned with the client’s business Helps focus discussions and avoids capturing irrelevant requirements Gives a quantitative method to measure progress and manage changes
- 4. REQUIREMENTS WORKSHOP: TEAM STRUCTURE Client Business visionary ultimately responsible for the solution Business owners responsible for the products or delivery Project Manager Technical Lead XYZ Principal Project Manager Business Analyst Technical Manager
- 5. Technical Manager Project Manager Principal Business Analyst (Domain Expert) Project Manager REQUIREMENTS WORKSHOP: TEAM STRUCTURE
- 6. GAME PLAN METHODOLOGY 2. Solution Attributes 3. Solution Metrics 4. Solution Flowchart 5. Business Environment 1. Project Goals 6. Statement of Work Project Scope Statement, Functional Requirement specifications Prioritisation and Phasing Use cases, UML Workflows Use Cases, UML work flows, high level estimates Project Charter, Business Vision Requirement Management SRS, WBS, Project Plan, Risk Mgmt Solution Architecture, Externality, Macroeconomic forces
- 7. Agenda: Introductions GAME plan process XYZ consulting background Review of client business context Definition of project goals and Critical Success Factors (CSFs) Output: Project Charter Definition of business vision, project goals, and CSFs GAME PLAN WORKSHOP SESSIONS 2. Solution Attributes 3. Solution Metrics 4. Solution Flowchart 5. Business Environment 1. Project Goals Defining the business context of the solution, this session is instrumental in shaping the goals of the project and giving direction to the engagement
- 8. SOLUTION ATTRIBUTES Agenda: Facilitate meetings with individual business owners Explore each business area affected by the solution Define the solution attributes required to service each business area together with key measures of success Define a typical user scenario which will help define the functionality and test the solution Examine and document each functional attribute according to ROI and complexity Output: Project Scope Statement Functional Requirement Specification: Attribute Matrix (AM) Some Use Cases 2. Solution Attributes 3. Solution Metrics 4. Solution Flowchart 5. Business Environment 1. Project Goals Once the business goals are known, the team is able to capture the attributes of the solution which will fulfill the business vision
- 9. SOLUTION CATEGORIES Install and Go Live Deployment and Production Logistics Planning and Execution User Interface Database Interface Output Reports ERP, MFG Systems Analysis, Plan, Develop, Test, Install and Go Live User Interface Third party Apps and Plug-ins Business Logic Database Security Model EAI Reports e-Commerce Other Backend Systems Legacy Systems Web Services
- 10. ATTRIBUTE MATRIX Volume Discounts Stock Linked Discounts Line Item Discounts Promotional Discounts User Specific Discount Database EAI Reports User Interface Business Logic Security Model Current Pricing Historical Pricing Customer Specific User Specific Pricing Regional Pricing Etc Stack the categories in the left most column Each functionality is added as an attribute of the category Result is a 2-dimensional matrix
- 11. Agenda: Identify business impact, complexity of each solution attribute Prioritize the Attribute Matrix Detail the dependencies and steps for risk mitigation Conclude with a summary of findings Output: Prioritized Attribute Matrix (PAM) Definition of project phases and dependencies SOLUTION METRICS 2. Solution Attributes 3. Solution Metrics 4. Solution Flowchart 5. Business Environment 1. Project Goals Knowing the solution attributes, the team is then able to identify the functionality that can give rapid benefit to the clients business, by prioritizing the attribute matrix in accordance with the business needs
- 12. SOLUTION METRICS: PRIORITIZE Volume Discounts Stock Linked Discounts Line Item Discounts Promotional Discounts User Specific Discount Current Pricing Historical Pricing Customer Specific User Specific Pricing Regional Pricing Etc High ROI on Low Complexity Left Moderate ROI and High Complexity Right Database EAI Reports User Interface Business Logic Security Model Contact: sales@taurusglocal.net drgupta@taurusglocal.com Website: www.taurusglocal.com
- 13. User Specific Discount Promotional Discounts Customer Specific Historical Pricing Current Pricing Line Item Discounts Volume Discounts Stock Linked Discounts Etc Security Model Quoter Interface User Interface Reports Output SOLUTION METRICS: DEFINE PHASES Regional Pricing User Specific Pricing Database EAI Reports User Interface Business Logic Security Model Phase I Phase II Contact: sales@taurusglocal.net drgupta@taurusglocal.com Website: www.taurusglocal.com
- 15. Agenda: Explore required on-line environment for each business area and user scenario – entailing: Description of user requirements and user experience Interview with internal users and business managers Capture of data-flow and dependencies Conclude with a review of findings Output: GUI Story Boarding UML Use case model and Activity diagram Initial data model GAME PLAN WORKSHOP SESSIONS 2. Solution Attributes 3. Solution Metrics 4. Solution Flowchart 5. Business Environment 1. Project Goals Focusing on the high-priority solution attributes, the team then details the user scenarios
- 16. USE CASE DIAGRAM - EXAMPLE
- 17. ACTIVITY DIAGRAM - EXAMPLE
- 18. PROCESS AS-IS MAP AND PLAN THE TO-BE PROCESS OF EVERY MAJOR AND MINOR ACTIVITY
- 19. Agenda: Figure out all touch points with external world and third party systems (i.e., front and/or backend systems, e-Commerce, etc) Determine and review Client’s internal infrastructure Review of data sources and Interviews with owners of data sources and/or third-party applications Figure out any regulatory requirements Figure out related macroeconomic factors Output: Solution architecture Very high level technical architecture Consolidated overview of solution GAME PLAN WORKSHOP SESSIONS 2. Solution Attributes 3. Solution Metrics 4. Solution Flowchart 5. Business Environment 1. Project Goals The team is now well-placed to explore the solution’s broader business context. The final session examines how the solution will be integrated into the client’s business environment
- 20. BUSINESS ENVIRONMENT PARAMETERS….. Rivalry among competitors – Rivalry from GPs is important to consider. Specialists also do lot of GP work Non-rivals like cardiologists could be referral sources Competition from within e.g. salaried doctor taking away patients Barriers to exit – Contracts with support staff Contracts with salaried Doctors Fixed investments e.g. real estate Capital investments e.g. medical equipments Barriers to entry – Knowledge and credibility could be the biggest entry barriers Real estate e.g. prime location Bio-hazard, Bio-safety and Waste disposal Fire safety Approvals from regulatory agencies • Threat from substitutes – – Reliance, Fortis setting up retail Pharmacy chains - Possibility of brand extension – Max, Apollo-Sagar – Kaya Skin clinic • Bargaining power of patients – – Patients prefer to go to doctors having lower fees • Bargaining power of Suppliers – – Referrals e.g. Percentage sharing system – Corporate employers – Pharmacy e.g. coordination with local pharmacy • Government actions – New regulatory standards are being laid down. Lack of regulation can mean oiling palms to get through local and national regulatory bodies.
- 22. CHANGE MGMT – WHAT IT COVERS • When the project was defined in the Project Charter, expectations were set as to what the project will produce, the costs involved, and the amount of time and resources required • The Charter approval essentially resulted in a contract between the involved parties. Any request that changes the scope of that contract can jeopardize the successful outcomes of the project • Therefore, execution of a formal Change Management Plan is crucial to the success of the project • The Project Manager needs to prepare a Change Management Plan describing the project's process for managing requested project changes. This Plan needs to be communicated to all project team members and stakeholders
- 23. Knowledge Base Output Reports User Interface Quoter Interface Knowledge Base Output Current Pricing Historical Pricing Customer Specific Regional Pricing User Specific Pricing Current Pricing Historical Pricing Customer Specific Regional Pricing User Specific Pricing Current Pricing Historical Pricing Customer Specific Regional Pricing User Specific Pricing Current Pricing Historical Pricing Customer Specific Regional Pricing Current Pricing Historical Pricing Customer Specific Regional Pricing User Specific Pricing Current Pricing Historical Pricing Customer Specific Regional Pricing User Specific Pricing Current Pricing Historical Pricing Customer Specific Regional Pricing Current Pricing Historical Pricing Customer Specific Regional Pricing User Specific Pricing Current Pricing Historical Pricing Customer Specific Regional Pricing User Specific Pricing Current Pricing Historical Pricing Customer Specific Historical Pricing Customer Specific Regional Pricing User Specific Pricing Current Pricing Historical Pricing Customer Specific Regional Pricing User Specific Pricing Current Pricing Historical Pricing Customer Specific Regional Pricing User Specific Pricing Current Pricing Historical Pricing Customer Specific Historical Pricing Customer Specific Regional Pricing User Specific Pricing Current Pricing Historical Pricing Customer Specific Regional Pricing Historical Pricing Customer Specific Regional Pricing User Specific Pricing Current Pricing Historical Pricing Customer Specific Regional Pricing Customer Specific Regional Pricing User Specific Pricing Current Pricing Historical Pricing Customer Specific Regional Pricing Customer Specific Current Pricing Historical Pricing Customer Specific Regional Pricing User Specific Pricing Current Pricing Historical Pricing Customer Specific Regional Pricing User Specific Pricing Current Pricing Historical Pricing Customer Specific Regional Pricing User Specific Pricing Current Pricing Historical Pricing Customer Specific Regional Pricing User Specific Pricing Current Pricing Historical Pricing Customer Specific Regional Pricing User Specific Pricing ATTRIBUTE MATRIX AND PROJECT PROGRESS Reports User Interface Security Model Current Pricing Historical Pricing Customer Specific Regional Pricing Quoter Interface User Specific Pricing Current Pricing Historical Pricing Customer Specific Regional Pricing Current Pricing Historical Pricing Customer Specific Regional Pricing User Specific Pricing 30% of Phase I Functionality CompletedPhase I
- 24. User Specific Discount Promotional Discounts Customer Specific Historical Pricing Current Pricing Line Item Discounts Volume Discounts Stock Linked Discounts Etc Security Model Quoter Interface User Interface Reports Output ATTRIBUTE MATRIX: CHANGE MANAGEMENT Regional Pricing User Specific Pricing Database EAI Reports User Interface Business Logic Security Model Phase I Phase II Change Acceptance Procedure
- 25. GOOD REQUIREMENTS = MUSIC Else it's Cacophony !