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Innovative Management Framework (IMF) Process Model

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EDUCATING the Workforce

business

management &process

reengineering

Repository: IMF Development; Date: 5/16/2005

Page 1

MHTC Innovative Management ModelA0: Innovative Management Framework Model

A1: Strategic PlanningA11: Conduct Mission Analysis

A111: Identify and Define Key Customer GroupsA112: Define Product/Service RequirementsA113: Identify and Define Core Business ProcessesA114: Document Mission StatementA115: Define Core CompetenciesA116: Map Core Business Processes Against As-Is Organization Structure

A12: Conduct Environmental AnalysisA121: Conduct Strategic BechmarkingA122: Conduct SWOT Analysis

A1221: Perform Strategic Organizational Culture AssessmentA12211: Identify and Define the Organization's Strengths (Internal)A12212: Identify and Define the Organization's Weaknesses (Internal)

A1222: Define External EnvironmentA12221: Identify and Define Opportunities Available to the Organization (External)A12222: Identify and Define the Threats to the Organization's Success (External)

A123: Define Critical Planning AssumptionsA124: Conduct Enterprise-Level Stakeholder Analysis (Performance Cell)

A1241: Identify Enterprise StakeholdersA1242: Identify/Quantify Stakeholder Requirements

A13: Conduct Enterprise Performance AnalysisA131: Define Corporate Vision and ValuesA132: Define Corporate Strategic Goals and ObjectivesA133: Develop Enterprise-Level Performance ScorecardA134: Identify Performance Gaps and Prepare Corporate Breakthrough Objectives

A2: Define the Baseline (As-Is) Process, Organization, and TechnologyA21: Model the Baseline Core Business Processes

A211: Develop/Revise As-Is Activity ModelA212: Develop/Revise As-Is Data Model (Taxonomies)A213: Develop/Revise As-Is Activity Based Costing ModelA214: Define As-Is Decision ModelA215: Conduct Critical As-Is Knowledge Assessment

A2151: Identify Critical Knowledge Classes/ElementsA2152: Identify Required “Level of Expertise” for each Knowledge ElementA2153: Map Critical Knowledge Classes/Elements Against the Core Process/ActivitiesA2154: Conduct Knowledge Audit – Determine Existing Level of ExpertiseA2155: Identify Knowledge Gaps

A22: Perform Organizational Cultural AssessmentA221: Document Organization & Culture Issues/BarriersA222: Perform Social Network AssessmentA223: Perform Organization Climate AssessmentA224: Perform Baseline Learning Assessment


Page 2

A223: Perform Organization Climate AssessmentA224: Perform Baseline Learning Assessment

A23: Perform Baseline Technology AssessmentA24: Conduct Process Performance Analysis

A241: Define Process VisionA242: Define Critical Process Performance MeasuresA243: Develop Process-Level Performance ScorecardA244: Identify Process Performance Gaps and Define Breakthrough Objectives

A25: Document the Baseline ConditionA3: Analyze the Baseline for Potential Improvements

A31: Identify Potential Improvement OpportunitiesA311: Identify Potential Process Improvement OpportunitiesA312: Identify Potential Organization Structure Improvement OpportunitiesA313: Identify Potential Culture Improvement OpportunitiesA314: Identify Potential Technology Improvement Opportunities

A32: Conduct Best Business Practice (Process) Benchmarking AnalysisA33: Analyze Improvement OpportunitiesA34: Identify Potential Initiatives for Improving Process

A4: Define the New, Redesigned, or Incrementally Improved To-Be EnterpriseA41: Develop To-Be Models

A411: Develop To-Be Activity ModelA412: Develop To-Be Data Model (Taxonomies)A413: Develop To-Be Activity Based Costing ModelA414: Perform To-Be Timeline Analysis (Simulation)A415: Develop To-Be Decision ModelA416: Define To-Be Core Competencies

A42: Develop Core Business Processes Change Mgmt PlanA43: Develop Organization Change Management Plan

A431: Define New Organization StructureA4311: Revise Process vs. Organization MatrixA4312: Establish Communities of PracticeA4313: Define Facilities Change Requirements

A432: Develop Culture Change InitiativesA4321: Define Knowledge Worker EnvironmentA4322: Develop Learning Change Management Plan

A43221: Define Learning Change RequirementsA43222: Institutionalize Learning Techniques

A433: Define Training & Development RequirementsA434: Define/Revise Policy

A44: Develop Technology Change Management PlanA441: Define Technology Change RequirementsA442: Develop Enterprise ArchitectureA443: Develop and Manage Communities of Practice InfrastructureA444: Develop Technology Change Initiatives

A45: Develop Final List of Alternatives for Improving PerformanceA5: Develop and Document the Business Case and Approve the To-Be Enterprise Structure


Page 3

A45: Develop Final List of Alternatives for Improving PerformanceA5: Develop and Document the Business Case and Approve the To-Be Enterprise Structure

A51: Conduct Economic Analysis on Selected Process Improvement AlternativesA52: Select Alternative that Best Meets Performance TargetsA53: Develop Business Case for New EnterpriseA54: Develop & Present the BCA Presentation

A6: Implement New Learning Enterprise and Monitor PerformanceA61: Develop Project Execution PlanA62: Deploy Organization Change Management PlanA63: Implement/Deploy Technical Change Management PlanA64: Deploy Enterprise Performance SystemA65: Monitor Enterprise Performance

Used At: Author:Project: IMF Development

Notes: 1 2 3 4 5 6 7 8 9 10

Date: 3/1/2005

Time: 12:58:53

Rev:WorkingDraftRecommended

Publication

x READER DATE

Node: Title: MHTC Innovative Management Model Number: Pg 4

Context:

NONE

A-0

InnovativeManagementFramework

Model

A0

Disfunctional Organization High-Performance, Learning Enterprise

Regs, Policies, & GuidanceBudget

IT SystemsPersonnel


Notes: 1 2 3 4 5 6 7 8 9 10

Date: 7/15/2004

Time: 14:27:29


Publication

x READER DATE

Node: Title: A0: Innovative Management Framework Model Number: Pg 5

Context:

TOP

A0

O1

C1 C2

M1 M2

I1

ImplementNew

LearningEnterprise

andMonitor

Performance

A6

Develop andDocument the

BusinessCase and

Approve theTo-Be

EnterpriseStructure

A5

Definethe New,

Redesigned,or

IncrementallyImproved

To-BeEnterprise

A4

Analyzethe

Baselinefor

PotentialImprovements

A3

Define theBaseline(As-Is)Process,

Organization,and

Technology

A2

StrategicPlanning

A1

High-Performance, Learning Enterprise

Approved To-Be Enterprise Structure

To-Be Alternatives

Potential Improvement Initiatives

As-Is Activity Model

As-Is Organization Technology Assessment

As-Is Data Model

As-Is ABC Model

As-Is Cultural Assessment

As-Is Critical Knowledge Assessment

Disfunctional Organization

Core Business Processes Defined

Mission Assessment

Performance Assessment

Environmental Assessment


IT SystemsPersonnel


Notes: 1 2 3 4 5 6 7 8 9 10

Date: 11/21/2002

Time: 10:44:57


Publication

x READER DATE

Node: Title: A1: Strategic Planning Number: Pg 6

Context:1

A0

A1

O2

O1

O4

O3

M1 M2

C2 C1

I1

ConductEnterprise

PerformanceAnalysis

A13

ConductEnvironmental

Analysis

A12

ConductMissionAnalysis

A11



Disfunctional Organization Core Business Processes Defined

Mission Assessment

IT SystemsPersonnel



Notes: 1 2 3 4 5 6 7 8 9 10

Date: 2/23/2003

Time: 11:32:29


Publication

x READER DATE

Node: Title: A11: Conduct Mission Analysis Number: Pg 7

Context:

1

A1

A11

I1

O1

O2

M1 M2

C2 C1

Map CoreBusinessProcessesAgainstAs-Is

OrganizationStructure

A116

DefineCore

Competencies A115

DocumentMission

Statement A114

Identifyand

DefineCore

BusinessProcesses

A113

DefineProduct/ServiceRequirements

A112

Identifyand

DefineKey

CustomerGroups

A111

Process vs. Organization Matrix

Enterprise-Level Core Competencies

Mission Statement


Mission Assessment

Key Products/Services Defined

Disfunctional Organization Key Customer Groups Defined

IT SystemsPersonnel



Notes: 1 2 3 4 5 6 7 8 9 10

Date: 3/10/2005

Time: 07:52:58


Publication

x READER DATE

Node: Title: A12: Conduct Environmental Analysis Number: Pg 8

Context:

2A1

A12

O1

C2

M1 M2

C1

I1

ConductEnterprise-Level

Stakeholder Analysis(Performance Cell)

A124

DefineCritical

PlanningAssumptions

A123

ConductSWOT

Analysis

A122

ConductStrategic

Bechmarking

A121

Stakeholder Analysis Results

Planning Assumptions

Assessment of External Environment

Assessment of Internal Environment

Disfunctional Organization Benchmark Characteristics of Successful Enterprise Environmental Assessment

Regs, Policies, & Guidance

IT SystemsPersonnel

Budget


Notes: 1 2 3 4 5 6 7 8 9 10

Date: 3/10/2005

Time: 07:50:08


Publication

x READER DATE

Node: Title: A122: Conduct SWOT Analysis Number: Pg 9

Context:

2

A12

A122

O2

O1

C1 C2

M1

I1

DefineExternal

Environment

A1222

PerformStrategic

OrganizationalCulture

Assessment

A1221

Assessment of External Environment

Disfunctional Organization Assessment of Internal Environment

BudgetRegs, Policies, & Guidance

Personnel


Notes: 1 2 3 4 5 6 7 8 9 10

Date: 3/10/2005

Time: 07:52:58


Publication

x READER DATE

Node: Title: A1221: Perform Strategic Organizational Culture Assessment Number: Pg 10

Context:

1

A122

A1221

O1

C2 C1

M1

I1

Identify andDefine the

Organization'sWeaknesses

(Internal)

A12212

Identify andDefine the

Organization'sStrengths(Internal)

A12211

Weaknesses

Disfunctional Organization Strengths Assessment of Internal Environment


Personnel


Notes: 1 2 3 4 5 6 7 8 9 10

Date: 3/10/2005

Time: 07:52:58


Publication

x READER DATE

Node: Title: A1222: Define External Environment Number: Pg 11

Context:

2A122

A1222

O1

C2 C1

M1

I1

Identify and Definethe Threats to the

Organization'sSuccess (External)

A12222

Identify and DefineOpportunities

Available to theOrganization

(External)

A12221

Threats

Disfunctional Organization Opportunities Assessment of External Environment


Personnel


Notes: 1 2 3 4 5 6 7 8 9 10

Date: 3/10/2005

Time: 07:53:25


Publication

x READER DATE

Node: Title: A124: Conduct Enterprise-Level Stakeholder Analysis (Performance Cell) Number: Pg 12

Context:

4A12

A124

O1

C2 C1

M1

I1

Identify/QuantifyStakeholder

Requirements

A1242

IdentifyEnterprise

Stakeholders

A1241

Stakeholder Performance Requirements

Organization StakeholdersDisfunctional Organization Stakeholder Analysis Results


Personnel


Notes: 1 2 3 4 5 6 7 8 9 10

Date: 10/31/2002

Time: 13:58:49


Publication

x READER DATE

Node: Title: A13: Conduct Enterprise Performance Analysis Number: Pg 13

Context:

3A1

A13

O1

I1

M1

C2

M2

C1

IdentifyPerformance Gaps

and PrepareCorporate

BreakthroughObjectives

A134

DevelopEnterprise-Level

PerformanceScorecard

A133

DefineCorporate

Strategic Goalsand Objectives

A132

DefineCorporateVision and

Values

A131


Enterprise Performance Scorecard

Strategic Performance Targets

Desired End StateDisfunctional Organization

IT Systems


Personnel

Budget


Notes: 1 2 3 4 5 6 7 8 9 10

Date: 10/28/2004

Time: 18:47:48


Publication

x READER DATE

Node: Title: A2: Define the Baseline (As-Is) Process, Organization, and Technology Number: Pg 14

Context:

2

A0

A2

O3

O1

I1 O6

O4

O5

O2

C1

M1 M2

C2

I2

Documentthe BaselineCondition

A25

ConductProcess

PerformanceAnalysis

A24

PerformBaseline

TechnologyAssessment

A23

PerformOrganizational

CulturalAssessment

A22

Model theBaseline

CoreBusinessProcesses A21

As-Is Organization Technology Assessment



Disfunctional Organization


As-Is Data Model

As-Is ABC Model


Mission Assessment

IT SystemsPersonnel

Budget


Notes: 1 2 3 4 5 6 7 8 9 10

Date: 7/15/2004

Time: 14:29:54


Publication

x READER DATE

Node: Title: A21: Model the Baseline Core Business Processes Number: Pg 15

Context:1

A2

A21

O3

O2

O1

O4

C2 C1

M2 M1

I1

I2

ConductCritical As-IsKnowledgeAssessment A215

DefineAs-Is

DecisionModel A214

Develop/ReviseAs-Is

ActivityBased

CostingModel

A213

Develop/ReviseAs-Is Data

Model(Taxonomies)

A212

Develop/ReviseAs-Is

ActivityModel A211

Critical Knowledge Assessment

As-Is Decision Model As-Is Critical Knowledge Assessment

As-Is ABC Model

As-Is Data Model


Disfunctional Organization As-Is Activity Model

Mission AssessmentBudget

PersonnelIT Systems


Notes: 1 2 3 4 5 6 7 8 9 10

Date: 7/15/2004

Time: 14:26:40


Publication

x READER DATE

Node: Title: A215: Conduct Critical As-Is Knowledge Assessment Number: Pg 16

Context:

5A21

A215

O1

I1

C2 C1

M1 M2

IdentifyKnowledge

Gaps A2155

ConductKnowledge

Audit –DetermineExistingLevel ofExpertise

A2154

Map CriticalKnowledge

Classes/ElementsAgainst the

CoreProcess/Activities

A2153

IdentifyRequired“Level of

Expertise” foreach

KnowledgeElement

A2152

IdentifyCritical

KnowledgeClasses/Elements A2151

Critical Knowledge Assessment

Critical Knowledge Audit Results

Critical Knowledge Map (Required)

CKnE Level of Expertise

Disfunctional Organization Critical Knowledge Classes/Elements

Mission AssessmentBudget

PersonnelIT Systems


Notes: 1 2 3 4 5 6 7 8 9 10

Date: 5/4/2005

Time: 14:29:34


Publication

x READER DATE

Node: Title: A22: Perform Organizational Cultural Assessment Number: Pg 17

Context:

2

A2

A22

I1

O1

M2 M1

C1

PerformBaselineLearning

Assessment

A224

PerformOrganization

ClimateAssessment

A223

PerformSocial

NetworkAssessment

A222

DocumentOrganization

& CultureIssues/Barriers

A221

Learning Assessment

Climate Assessment

Social Network Assessment As-Is Cultural Assessment

Disfunctional Organization Organization & Culture Issues & Barriers

PersonnelIT Systems

Budget


Notes: 1 2 3 4 5 6 7 8 9 10

Date: 5/4/2005

Time: 14:29:34


Publication

x READER DATE

Node: Title: A24: Conduct Process Performance Analysis Number: Pg 18

Context:

4A2

A24

Identify ProcessPerformance Gaps

and DefineBreakthrough

Objectives

A244

DevelopProcess-LevelPerformance

Scorecard

A243

Define CriticalProcess

PerformanceMeasures

A242

DefineProcessVision

A241


Notes: 1 2 3 4 5 6 7 8 9 10

Date: 10/28/2004

Time: 18:47:48


Publication

x READER DATE

Node: Title: A3: Analyze the Baseline for Potential Improvements Number: Pg 19

Context:

3

A0

A3

O1

I6 I5 I4

I3 I1

I2

C1 C2

M1

C4 C3

IdentifyPotentialInitiatives

forImproving

Process A34

AnalyzeImprovementOpportunities

A33

Conduct BestBusinessPractice

(Process)Benchmarking

Analysis A32

IdentifyPotential

ImprovementOpportunities

A31


Performance Analysis Results

To-Be Target Performance Levels

As-Is Activity ModelAs-Is ABC ModelAs-Is Data Model

As-Is Organization Technology AssessmentAs-Is Cultural Assessment

Potential Areas of Improvement




Personnel



Notes: 1 2 3 4 5 6 7 8 9 10

Date: 5/4/2005

Time: 14:29:34


Publication

x READER DATE

Node: Title: A31: Identify Potential Improvement Opportunities Number: Pg 20

Context:

1

A3

A31

I4

I5

I1

I2

O1

C1 C2 C3 C4

M1

I3

I6

IdentifyPotential

TechnologyImprovementOpportunities A314

IdentifyPotentialCulture

ImprovementOpportunities A313

IdentifyPotential

OrganizationStructure


IdentifyPotentialProcess


Technology Improvement Opportunities


Cultural Improvement Opportunities

As-Is Organization Technology Assessment Organization Structure Improvement Opportunities


As-Is ABC Model

As-Is Data Model


Process Improvement Opportunitites Potential Areas of Improvement

Performance AssessmentBudget

Regs, Policies, & GuidanceEnvironmental Assessment

Personnel


Notes: 1 2 3 4 5 6 7 8 9 10

Date: 5/4/2005

Time: 14:29:34


Publication

x READER DATE

Node: Title: A4: Define the New, Redesigned, or Incrementally Improved To-Be Enterprise Number: Pg 21

Context:

4A0

A4

O1

C1 C2

M1 M2

C4 C3

I1

Develop Final Listof Alternatives for

ImprovingPerformance

A45

DevelopTechnology

ChangeManagement

Plan A44

DevelopOrganization

ChangeManagement

Plan A43

DevelopCore

BusinessProcessesChangeMgmtPlan

A42

DevelopTo-BeModels

A41

To-Be Alternatives

Technology Change Strategy

Culture Change Strategy


COP Guidelines & Structure

Process Change Strategy

Potential Improvement Initiatives To-Be ABC Model

To-Be Activity Model

To-Be Data Model

To-Be Decision Model

Simulation Results

To-Be Core Competencies

Performance AssessmentEnvironmental Assessment

IT SystemsPersonnel



Notes: 1 2 3 4 5 6 7 8 9 10

Date: 5/4/2005

Time: 14:29:34


Publication

x READER DATE

Node: Title: A41: Develop To-Be Models Number: Pg 22

Context:1

A4

A41

O4

O3

O5

O1

O2

O6

C1 C2

M1 M2

DefineTo-BeCore

Competencies A416

DevelopTo-Be

DecisionModel A415

PerformTo-Be

TimelineAnalysis

(Simulation) A414

DevelopTo-Be

ActivityBased

CostingModel

A413

DevelopTo-BeData

Model(Taxonomies)

A412

DevelopTo-Be

ActivityModel A411

To-Be Core Competencies


Simulation Results

To-Be ABC Model

To-Be Data Model

Potential Improvement Initiatives To-Be Activity Model


PersonnelIT Systems


Notes: 1 2 3 4 5 6 7 8 9 10

Date: 5/4/2005

Time: 14:29:34


Publication

x READER DATE

Node: Title: A43: Develop Organization Change Management Plan Number: Pg 23

Context:

3A4

A43

O2

C1 C2

M1

I1

Define/RevisePolicy

A434

DefineTraining &

DevelopmentRequirements

A433

DevelopCulture Change

Initiatives

A432

Define NewOrganization

Structure

A431


Culture Change Strategy



New Organization StructureTo-Be Decision Model




Personnel


Notes: 1 2 3 4 5 6 7 8 9 10

Date: 5/4/2005

Time: 14:29:34


Publication

x READER DATE

Node: Title: A431: Define New Organization Structure Number: Pg 24

Context:

1

A43

A431

I1

I3

O1

O2

C1 C3 C2

M1

I2

DefineFacilitiesChange

Requirements

A4313

EstablishCommunities

of Practice

A4312

ReviseProcess vs.

OrganizationMatrix

A4311


Potential Improvement Initiatives Updated Facilities Requirements


To-Be Decision Model Revised Process vs Organization Matrix New Organization Structure



Personnel


Notes: 1 2 3 4 5 6 7 8 9 10

Date: 5/4/2005

Time: 14:29:34


Publication

x READER DATE

Node: Title: A432: Develop Culture Change Initiatives Number: Pg 25

Context:

2

A43

A432

I1

I3

O1

C2 C1

M1

I4

I2

Develop LearningChange

Management Plan

A4322

DefineKnowledge

WorkerEnvironment

A4321

Learning Change Management Plan

New Organization Structure




Knowledge Worker Environment Culture Change Strategy


Personnel


Notes: 1 2 3 4 5 6 7 8 9 10

Date: 5/4/2005

Time: 14:29:34


Publication

x READER DATE

Node: Title: A4322: Develop Learning Change Management Plan Number: Pg 26

Context:

2A432

A4322

I2

I1 O1

M1

C2 C1

I3

InstitutionalizeLearning

Techniques

A43222

DefineLearningChange

Requirements

A43221


Learning Techniques


Knowledge Worker Environment Learning Change Management RequirementsLearning Change Management Plan

Personnel



Notes: 1 2 3 4 5 6 7 8 9 10

Date: 5/4/2005

Time: 14:29:34


Publication

x READER DATE

Node: Title: A44: Develop Technology Change Management Plan Number: Pg 27

Context:

4A4

A44

I3

I2

DevelopTechnology

ChangeInitiatives

A444

Develop andManage

Communities ofPractice

Infrastructure

A443

DevelopEnterprise

Architecture

A442

DefineTechnology

ChangeRequirements

A441

Technology Change Strategy


COP Requirements


Enterprise Architecture Requirements


To-Be Data Model

To-Be Technology Requirements

BudgetEnvironmental Assessment


Personnel


Notes: 1 2 3 4 5 6 7 8 9 10

Date: 5/4/2005

Time: 14:29:34


Publication

x READER DATE

Node: Title: A5: Develop and Document the Business Case and Approve the To-Be Enterprise Structu Number: Pg 28

Context:

5A0

A5

O1

I1

C2 C3 C1

M1 M2

C5 C4

Develop &Present the

BCAPresentation

A54

DevelopBusinessCase for

NewEnterprise A53

SelectAlternative that

Best MeetsPerformance

Targets A52

ConductEconomic

Analysis onSelected Process

ImprovementAlternatives A51


Business Case Decision Package

Selected Alternatives

To-Be Alternatives

As-Is Cultural Assessment Analyzed Alternatives

Performance AssessmentEnvironmental Assessment

Mission Assessment

IT SystemsPersonnel



Notes: 1 2 3 4 5 6 7 8 9 10

Date: 3/1/2005

Time: 12:58:53


Publication

x READER DATE

Node: Title: A6: Implement New Learning Enterprise and Monitor Performance Number: Pg 29

Context:

6A0

A6

O1

I1

M1 M2

C2 C1

MonitorEnterprise

Performance A65

DeployEnterprise

PerformanceSystem

A64

Implement/DeployTechnicalChange

ManagementPlan A63

DeployOrganization

ChangeManagement

Plan A62

DevelopProject

ExecutionPlan A61

High-Performance, Learning Enterprise


IT SystemsPersonnel


Innovative & Comprehensive

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