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Blueprint Design and Delivery within the Transformational Flow Tutorial

1 Blueprint Design and Delivery within the Transformational Flow

This lesson focuses on the relationship between transformational flow and blueprint design and delivery. It also covers the various roles and areas of focus in blueprint design and delivery. Let us begin with the objectives of this lesson in the next screen.

2 Objectives

By the end of this lesson, you will be able to: Explain the relationship between transformational flow and blueprint design and delivery Describe the roles and their areas of focus in blueprint design and delivery Let us move on to the next screen to discuss the relationship between blueprint design and delivery and transformational flow

3 Blueprint Design and Delivery within the Transformational Flow

The table on the screen depicts the relationship between transformational flow and blueprint design and delivery: In ‘identifying a programme’, blueprint starts to emerge in the programme mandate when the “as-is” state is documented. In programme brief, the outline vision statement is developed which acts as input to the blueprint. In ‘defining a programme’, major decision work is done. Vision is refined and work on ‘to-be’ state is undertaken. Without blueprint, developing the benefits is impossible, as there is no start or end to analyse. Simultaneously with blueprint, the work is also done on defining the benefits and projects. In ‘managing the tranches’, the blueprint serves as a critical document for maintaining direction and control. Any change to the programme should be analysed in terms of the impact on the future state, and the same should be reflected in the blueprint. Specific focus needs to be on ensuring that intermediate blueprint for this tranche can be achieved. As part of the end of tranche review, blueprint has to be reviewed to ensure that future intermediate blueprint and final future state are still valid. During ‘delivering the capability’, blueprint provides basis for developing the requirements for projects. Mandate for the projects are defined in projects dossier but content of blueprint provides key input to the development of more detailed design of project briefs. Acceptance of project outputs should be measured against their ability to satisfy the capabilities defined in blueprint. In ‘realising the benefits’, blueprint’s ‘as-is’ state defines the baseline performance of the organisation prior to the change. Changes to these baselines inform both the benefits and progress towards change. Benefit reviews investigate whether the benefits have been achieved and assess whether the capability defined in blueprint was delivered. While ‘closing the programme’, success is measured on whether the delivered capability is as defined in the blueprint. Final review will focus not only on the final delivery but also on how the changes to the blueprint were managed. The final state may look different from the initial blueprint but final version of blueprint should reflect the existing one. In the next screen, let us analyse the different roles and their focus area in blueprint design and delivery.

4 Roles and Area of Focus in Blueprint Design and Delivery

Let us begin by discussing the roles and areas of focus of the Senior Responsible Owner or SRO. The Senior Responsible Owner or SRO (read as S-R-O) provides strategic direction for the work of design of the blueprint and analysis of the delivery options. SRO also ensures that the sponsoring group authenticates and commits to the ‘to-be’ state, which is demonstrated through active cooperation, providing appropriate resources for the blueprint design. The SRO has to ensure that the blueprint document remains aligned with the strategic direction of organisation and promotes a coherent capability. The SRO has to act as providing the interface to the sponsoring group and other key stakeholders, maintaining their buy-in. The SRO will advise and direct the programme manager and the Business Change Managers or BCMs (read as B-C-Ms) as required during the process. While interacting with the programme board, the SRO ensures that programme board assesses and understands the implications of blueprint and its delivery. Let us understand the roles and focus area of the programme manager. The Programme manager is responsible to ensure that the blueprint document is authored and assembled in collaboration with the BCMs. The Programme manager works closely with the business change managers to ensure that blueprint, programme plan, benefits realisation plan and benefits profiles are consistent and able to deliver the business case. The Programme manager ensures that the programme has the access to competent resources to create the blueprint and that the appropriate options appraisal to select the optimal “to-be” state takes place. The Programme manager also ensures the management of changes is undertaken with an impact assessment on blueprint and communicate the details of blueprint to the relevant projects and other programme. The Programme manager has to ensure that the planned step changes in operational capability are clearly understood by the project teams, and the uncertainties and ambiguities relating to the content of blueprint are captured as risks. The Programme manager also has to contribute in managing stakeholder expectations.Next, let us discuss the roles and focus area of the programme office. The Programme office is responsible for providing or locating information and resources that can assist with the design of blueprint. It facilitates impact assessments of changes on blueprint and maintains configuration control of the blueprint. In the next screen, let us discuss what information can be obtained from a blueprint.

5 Information - Blueprint

The main purpose of the blueprint is to maintain focus on delivering the required transformation and business change. The blueprint document contains processes and business models of functions, including operational costs and performance levels. It will also include organisation structure, staffing levels, roles, skill requirements and changes to organisation culture or style necessary to support future business operations. It will list down the technology, IT systems, tools, equipment, and buildings required for future business operations including details of reuse of existing facilities. It will include details about information and data required to effectively manage future business operations. Also, it will have complete description of current “as-is” state and intermediate future state for each tranche and future “to-be” state.

6 Summary

Let us summarise what we have learnt in this lesson: The relationship between transformational flow and blueprint design and delivery can be defined on the basis of identifying a programme, defining a programme, managing tranches, and closing the programme. The SRO provides strategic direction for designing the blueprint. The Programme Manager ensures the blueprint document is authored and assembled in collaboration with BCMs. The BCM leads the development of content and takes responsibility for the delivery of design into business operations. The Programme Office is responsible for providing or locating information and resources that can assist with design of blueprint Next, we will look at a few questions based on the lessons covered so far.

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  • PMP, PMI, PMBOK, CAPM, PgMP, PfMP, ACP, PBA, RMP, SP, and OPM3 are registered marks of the Project Management Institute, Inc.

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