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30BUSINESSPROCESSDESIGNMETHODOLOGYGUIDESECTIONFOURSECTION4–ENGAGEMENTTYPE1:TACTICALDESIGNTACTICALDESIGNTheobjectiveoftacticaldesignisrapidandcost-effectiveoperationalimprovementwithinasinglebusinessunit.Typicallytheclientwillhavelittleappetiteforanysignificantinvestmentandistryingtoimproveperformancewithincurrentstateconstraintsandexistingcapabilities.Tacticaldesigndoesnotprovideafuturestatedesigndeliverable.(Figures4.1,4.2)Figure4.1TacticalDesignActivitySetsFigure4.2TacticalDesignEngagementLifecycleENGAGEMENTTYPE1:TACTICALDESIGN31BUSINESSPROCESSDESIGNMETHODOLOGYGUIDESECTIONFOURACTIVITYSET1.0–SETCOURSETheprimaryobjectiveforthisactivitysetistodeveloptheStatementofWork(SOW)andtheworkplanfortheengagement.TheprimarysourceofinformationfortheSetCourseactivitysetistheclientsponsor(s)andpersonstheydesignate.Alloftheactivitiesinthisactivitysetareimportantandallofthemshouldbecompleted.ThetypicaldurationforthisactivitysetforaTacticalDesignEngagementisonetotwoweeks.AswithallaspectsoftheTacticalDesignEngagementTypespeedandefficiencyareofprimeimportance.Activity1.1–DraftStatementofWorkTheprimaryobjectivehereistobeginwiththeendinmind.ThedevelopmentoftheSOWshouldbeginassoonastheengagementtypeselectionismade.Itisalwaysdevelopedincloseassociationwiththeclientsponsorandpersonstheydesignate.ItisrecommendedthatthepractitionerdraftapreliminarySOWveryquicklyandintroducethesponsortoitscomponents.ItisalsorecommendedthatallconsultantsinvolvedintheengagementbecomefamiliarwiththeSOWearlyon.TheimportanceoftheSOWcannotbeoverstated.Itisthefoundationforeverythingthatcomesafter,itsetsexpectationsandwillcontinuetobeakeyreferencethroughtheengagement.TheSOWisoftenapartoftheengagementletter.Theformatmaybespecifiedinthemasterservicesagreementwiththeclient.AdraftoftheSOWshouldbecompletebythecloseofweektwo.Theappropriatelevelofdetailisdeterminedbythepractitioner.ThelanguageintheSOWshouldbepreciseandclear.BearingPoint’sSOWtemplateincludesthefollowingcomponents:•Startdatesandenddates•Definitionsofkeyterms•Assumptions•Scope•Objectives•Overviewoftaskstobeperformedbyconsultant•Milestones/timeline•Personnel(consulting)•Deliverabledescriptions•Locationofperformanceofservices•Clientobligations•Consultantcompensation(ifitistobeincludedinengagementletter)GOTOEXAMPLESSECTION–STATEMENTOFWORK,PAGE262ENGAGEMENTTYPE1:TACTICALDESIGN32BUSINESSPROCESSDESIGNMETHODOLOGYGUIDESECTIONFOURActivity1.2–DevelopGovernanceStructureEvenrelativelysmallengagementsshouldhavepreciseandcleargovernancestructures.Itisdevelopedjointlybetweentheclientsponsorandthepractitioner.Thelevelofdetailandspecificityofthedescriptionmayvarybutitshouldindicatewhoholdsthemanagementpositionsrelatedtotheengagementandgivesomeindicationwhattheirlevelofauthorityis.Itoftentakestheformofasimpleorganizationchartbutthepractitionermaybebetterservedusingapicturethatfocusesonspecificrolesliketheonebelow(Figure4.3).Thebeautyofthistypeofdiagramisthatitindicateswhotheprocessowneris.Thepractitionershouldalsoincludebriefdescriptionsofrolesandresponsibilities.Figure4.3TacticalEngagementGovernanceStructureExampleENGAGEMENTTYPE1:TACTICALDESIGN33BUSINESSPROCESSDESIGNMETHODOLOGYGUIDESECTIONFOURActivity1.3–IdentifySMEsOncethepractitionerhasaclearpictureofthedeliverablesthatmustbedeveloped,theyshouldidentifythekeysubjectmatterexpertswithintheclientorganizationwhowil...