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Capability Based
Approach to
Enabling Strategic
Initiatives
Presenters:
Diane LeBeau and Diana Krohn
March, 2014
Enterprise Business Architecture
•Connects United’s business strategies to enterprise capabilities
•Aligns project work to enterprise goals and strategies
•Conducts Impact/Gap Analysis (People, Process, Information, Metrics, Facilities)
•Creates roadmaps to bridge the gap to future state
•Establishes a common framework for business architecture development.
United’s Business Architecture Implementation Model
Business Architecture is a division of Enterprise Architecture, which
reports to IT Business Management
Six Business Architects, report to Director of Business Architecture
Strategic Planning
Project Execution
Initiation Analysis Design Code Test Deploy Closeout
Understand Business Vision
Define IT Strategy
Communicate IT Strategy
Prioritize IT Portfolio
Monitor & Adapt IT Strategy
Strategic Plan
• Associations to Level 2 business capabilities provides holistic view and shared understanding of impact
• Insight at business capability level to opportunities/risks
• Provides common business architecture framework aligning roles to processes to applications, systems and data flow
Guidance/Governance
• Govern - Enterprise Capability Model
• Govern -current/future state process/workflows
• Govern - capability associations representing current state
• Guidance - impact analysis regarding stakeholders, processes, change requirements and apps ( part of SDF workflow)
• Guidance – high level scope definition
Programs/Projects
• Alignment between programs / projects and enterprise strategies, goals and measurements
• Process optimization identification
• Identify type and degree of change to capabilities & processes (drives if further engagement needed)
• Requirements and UAT scenario acceleration
• Provide context for benefit estimation/metric identification efforts
Create Enterprise Assets: Capability Associations for Roles, Processes, Applications and Services,
Current/Future State Business Processes Models, Value Streams
United’s Business Architecture Engagement Model
En
ga
ge
ment M
od
el
En
ga
ge
ment
Po
ints
Strategic Discussions with
Business and IT Strategic
Planning Efforts
Portfolio Program and Project
Inception
Program and Project
Feasibility Phases
Enabling Strategic Initiatives
Current Challenges for Strategic Initiatives
Initiatives labeled strategic, but not linked to organization strategy,
resulting in unclear strategic benefits and progress to goals
Initiatives organized by division, project, or technology resulting in
unidentified dependencies
Initiatives divided into projects without up-front analysis, yields
incomplete scope and missing stakeholders, unrecognized conflicts /
synergies
Initiatives take a bottom-up approach, assumes every process has a
defined owner and no cross divisional requirements
Engagement Points for Enabling Strategic Initiatives,
Using a Capability-Based Approach
Strategic Planning
Portfolio Planning
Program Enablement
Project Enablement
6
Engagement Strategic Planning
Impacted Capability Identification (L2)
• Reduce Fuel expense
• Operational efficiency
• “Best practices” and
continuous improvement for operational decision making
• Reduce complexity for NOC personnel
Network Planning Goals Key Business Programs Network Planning Strategies
• Optimize flight plan for fuel burn, over fly charges, within
on-time goals
• Manage controllable delays and cancellations
• Implement state of the art FLIFO/ACARS system that
provides flexibility to operations and marketing
• Provide accessibility to real-time operational data across
the enterprise
• Reduce system maintenance and operational expenses
• Implement new and enhanced operational decision tools
• Provide user friendly interfaces to reduce user time and
maximize value of new applications
• Improve cascade of recoding of delays and FLIFO
management for UAX flights
• Gain operational synergies
• …
• …
• …
• …
Capability Impact Summary
2 Stakeholders No Channels 12 Applications
8.1
Long-Term Network
Planning
8.2
Future Scheduling
8.4
Intermediate
Scheduling
H.4
Fuel Purchasing &
Delivery
8.5
Current Scheduling
Ramp Personnel
Baggage Claim
Customer
Customer Service Representative
Passengers Arrive
No
YesYes
Yes
No
Terminating BaggageUnloaded Baggage
Passengers
(Connecting &
Terminating)
Connection Passengers
No
Connection Baggage
Passengers
(Connecting &
Terminating)
No
Passengers Claim Baggage
Yes
Meet and Assist
Incoming
Passengers
Manage Check-in
(ECO, ECU,
Mobile, FastAir)
Final
Destination?
Manage Outbound
Baggage Handling
Manage Customer
Rebooking
Monitor and
Maintain Baggage
Claim Area
Bags?
Bags?
IRROPs ?
Manage
Customer
Pre-Travel
Experience
Manage Gate
Boarding Service
Manage Inbound
Baggage
Passengers
Leave
Airport
Fl ight
Departs
Fl ight
Arrives
Departure Arrival
Improve MBTA
performance and
improve resource
utilization
Reduce complex
check-in
processes that
drive variable
staffing
-Provide consistent update
frequency and complete info
-Resolve automation’s multiple
failure points
Automate or eliminate
simultaneous, time sensitive
activities that drive higher
staffing
Strategies Mapped to Capabilities (L2)
Engagement Portfolio Planning
Impacted Capabilities Identification (L3) 8.1
Long-Term Network
Planning
8.1.2
Create Route List
8.1.1
Determine
Long-Term
Industry &
8.1.5
Develop &
Evaluate Fleet
Plan
8.1.4
Obtain Network
Plan Agreement
8.1.3
Produce Network
Cost & Revenue
Forecast
8.3
Alliance Partners
Evaluation
8.3.2
Assess
Alliance/
Partnership Value
8.3.5
Assess Fleet Plan
to Partner Impact
8.3.3
Define Airline
Partners
Agreement
8.3.4
Ensure Optimal
Other Airline
Capacity
8.3.1
Investigate
Potential Airline
Agreements
8.4
Intermediate
Scheduling
8.4.1
Assess
Unconstrained
Demand
8.4.2
Assign Draft Fleet
Schedule
8.4.3
Perform High
Level Operational
Schedule
8.4.5
Produce Final
Schedule
8.4.4
Re-fleet Draft
Schedule
8.5
Current Scheduling
8.5.3
Communicate
Schedule Changes
8.5.1
Develop Route
Options
8.5.2
Develop/Agree
Action Plan
8.5.7
Disseminate Fleet
Service Schedules
& Timetables
8.5.4
Monitor Route
Profit Performance
8.5.5
Provide
Holiday/Special
Event Volume
8.5.6
Schedule Charter
Flights
H.4
Fuel Purchasing &
Delivery
H.4.2
Hedge Fuel
H.4.4
Perform Fuel
Accounting
H.4.1
Plan Fuel Needs
H.4.3
Purchase Fuel
8.2
Future Scheduling
8.2.6
Evaluate Route
Forecast Accuracy
8.2.3
Negotiate, Obtain
& Schedule Airport
Slots
8.2.5
Obtain New
Routes/Markets
Agreement
8.2.4
Optimize Through
Assignments
8.2.1
Prepare Route
Forecasts
8.2.7
Produce Draft
Season Schedule
8.2.2
Update Industry &
Economic
Assumptions
Impact by
Business Unit
Impact by
Business Unit &
Other Business
Unit(s)
Impact by Other
Business Unit(s)
No Impact
Strategy Impact by Capability (L3)
Overall Strategy Business Unit Impact:
Other Business Unit Strategy: Finance strategy to overhaul 5-10 year profitability forecasting models to take in to
account additional parameters.
Synergy: Synergy between fleet planning strategy to divest of less fuel efficient aircraft and purchase new aircraft
and network planning strategy to more closely align fleet with capacity demand.
Conflict: Network Operations strategy to improve flight number utilization by investing in flight number optimization
in conflict with Operations strategy to reduce impact of through flight handling issues, by eliminating through flights,
except where required for legal or marketing reasons
Other Business Unit Strategy: Aircraft Maintenance & Marketing strategy to expand Economy Plus in Q4. This will
change the capacity of upgraded aircraft.
8.1.1
Determine Long-Term
Industry & Economic
Assumptions
8.1.5
Develop & Evaluate
Fleet Plan
8.4.2
Assign Draft Fleet
Schedule
8.2.4
Optimize Through
Assignments
Business As Usual Incremental Improvements Significant Improvements Transform
Impact by
Business Unit
Impact by
Business Unit &
Other Business
Unit(s)
Impact by Other
Business Unit(s)
No Impact
Engagement Program Enablement
Program Business Readiness Approach
Objective Action
Conduct Initial Assessment
Identify and understand impacted processes
Ensure all aspects and stakeholders considered
For each capability:
Assess the processes impacted
Identify stakeholders
Collect existing process documents (or create,
as needed)
Identify Gaps and Differences
Specifically identify what will change (to support
training, communication, and testing)
Use process documents to facilitate
discussion
Produce a list of differences
Categorize Gaps and Differences
Define change impact
Communicate change impact
Decide if any remediation is warranted
Label each difference as gap, accepted
difference, or follow-up
Prioritize gaps and train to differences
Program Business Readiness Applications
Deliverables
Training Plan / Materials
Highlights business impacts, and need for training/communication
Allows training team to estimate duration & type of training delivery required
Provides the basis for training scenarios
Testing Plan/Scripts
Provides the basis for business functional test / dress rehearsal scenarios
Business Readiness Task Identification
Identify outstanding activities or decisions required prior to implementation
Communication Plan / Materials
Communicate end-to-end process and change impacts to extended stakeholder group
(upstream/downstream impacts)
Identify additional stakeholders requiring communication
Identify regulatory impacts
QA - Inspectors
Stores / Warehousing
SCEPTRE
Purchasing
Accounting
Returns
Yes
No - InspectionNeeded
Yes
No
Yes
No
No -Inspection Not
RquiredPO
RO
Order from Vendor
14.3.5.1.1Stores Receives
Material
14.3.5.1.6MaterialInspected
14.3.5.1.7WarehouseCreates Part
Exception
14.3.5.1.8Parts Stored inException Cage
14.3.5.1.12Exception
Transmitted toBuyer
14.3.5.1.10Stores Bins Material
14.3.5.1.11Status Updated
Is there anExceptionRequired?
ReceivingPaperwork OK?
ExceptionResolved?
14.3.5.1.13Resolve Part Exception
Returns Process
Payment Process of Accounts Payable
14.3.5.1.9Log Exception
Invoice Approval
Order from Internal
Type ofOrder
14.3.5.1.2Material
Arrives at theReceiving Dock
14.3.5.1.3POs andROs areSorted
14.3.5.1.5Paperwork and
Parts areReviewed for
Discrepencies
14.3.5.1.4RO is Inputed into SCEPTRE
Sample Deliverable: Integration
Gap: No auto-generation
of stock replenishment
orders at time of receipt
(station queues are
monitored for needs)
Enhancement: Ability to
define multiple controlled
stockrooms for a part
(vs. primary bin)
Accepted Difference:
Inventory ownership
occurs in SCEPTRE upon
binning (vs. upon receipt)
Migration Dependency: Data
harmonization needed for
chemical receipt requirements
(Chem5 database ->
SCEPTRE/TO Portal)
Sample Deliverable: New Product Development
Presentation Title 18
Customer
Refund Department
LiveTV
Customer Care
Credit Card Company
Receipt Number (444#)
Receipt Number (444#)Request
Refund Successful
Yes
No - Recoverable Reason
No - Unrecoverable Reason
RefundFailed
Resubmit Request
Resubmit Request
Refund Successful
Credit Card and CustomerInfo.
Receipt Number (444#)
ReceiptNumber(444#)
Submit Refundthrough
United.com
Email CustomerCare
E-mail444 List
RASCAL 444 Tickets
444 List (RASCAL and E-mail)
«united.com»
3
Submit Refund
Request Using
Receipt Number
«RASCAL»Store Refund
Receipt Number(444)
«LiveTV Portal -
Purchase»
1
Generate Receipt
Number (444 #)
and Receipt
«Excel, XML or
CSV»
7
Collect RASCAL
and E-mail List
and Submit to LTV
«RASCAL»
4
Extract Receipt
Number
«Automated»
11
Communicate
Refund Successful
12
Receive Success
Confirmation
Refund Successful?
«Automated»
13
Send Conf irmation
Refund Attempt
Failed
«Automated»
16
Send Message to
Try Request Again
«Automated»
9
Process Refund
Request and Send
Refund Status
«Automated»
14
Confirm Refund
Declined w ith
Reason Code
«Email»
15
Resolve Refund
Failures
TBDDistribution
Group
20
Request Refund
Status - Card
RejectedRefundDenied
22
Provide Credit Card
Denial Reason
21
Direct Customer to
Credit Card
Company
«Automated»
18
Send Resubmit /
Try Again Later
Request
19
Receive Resubmit /
Try Again Request
«Weekly»
17
Send Wi-Fi Refund
Report
PurchaseOnboard
Wi-Fi
CustomerEnd
EndProcess
10
Send Refund
Success
Confirmation
«Email Receipt»
2
Determine Refund
Path
Refund Path?
«KANA»
6
Capture Refund
Requests (E-mail)
«RASCAL»
5
Route 444 Refund
Tickets to
Customer Care
8
Submit Refunds to
Credit Card
Company for
Processing
RefundSuccessful
Engagement Project Enablement
Business and IT Stakeholder
Identification
Application and System Impacts
PCI / SOX Compliance Impacts
Process Change
Presentation Title 20
United Enterprise Architecture Strives to be a Single
Source for Projects to Understanding Change
Business Architecture Home Page
BUSINESS CAPABILITY STRATEGIC PLANNING PROGRAM
& PROJECTS
Business Capability links to
Organizations, Channels, Applications and
Current-State Process Models; includes
Business Capability Model Hierarchy
Program & Projects links to Future-State
Process Models and Impact Analysis
Strategic Planning links to Roadmaps
and Strategy Mapping/Alignment models
with associations to Business Capability
Shared Document Library
Published Business Architecture Artifacts
Value Summary
Strategic Planning
Synergies, conflicts, and opportunities identified early in process,
able to influence investments
Portfolio Planning
Streamlined roadmaps, due to improved sequencing and
dependencies identification
Program Enablement
Efficient approach to identifying scope
Example: identified over 200 differences for harmonization during
tech ops migration by reviewing all processes associated with 5 L2
capabilities, within 6 weeks
Project Enablement
Requirements and UAT acceleration
Example: Reduced spend for requirements definition by 66k by
providing business architecture deliverables.
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