Tech Enabled Business Transformation - Exam 1

Waterfall

complete each phase before moving on, formal documentation, gate reviews and sign-off

Parallel Processing

utilize legacy and new system in parallel, easy rollback, minimizes new system negative impact, duplicate work, reconciliation

Kotter's 8 Steps

1. Establish a sense of urgency 2. Create the guiding coalition 3. Develop a vision and strategy 4. Communicate the change vision 5. Empower the broad-based action 6. Generate short-term wins 7. Consolidate gains and produce more change 8. Anchor new approaches in the culture

Requirement

A condition or capability that is required to be present in a product, service, or result to satisfy a contract or other formally imposed specification

Work Breakdown Structure (WBS)

A hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables

Project

A temporary endeavor undertaken to create a unique product, service, or result

Client/server Architecture

Database server, application server, presentation layer, peripherals

SIPOC

Suppliers, Inputs, Process, Outputs, Customers

Bandwidth

The amount of data that can be transmitted over a network in a given amount of time

Cutover

The process of switching from an old information system to a replacement system

Latency

Time it takes for a bit to travel from its sender to its receiver.

Four Systems Principles

accountability, transparency, quality data, simulation

People Skills

approachability, conflict management, comfort around higher management, organizational agility

Evaluate Assets

assess business value and fit

Practices

behaviors, visible, easier to change

Requirements Analysis

break down requirements to define capabilities of a potential solution that will fulfill stakeholder needs

Values

broad tendencies to prefer certain states of affairs over others and often have a "plus and minus" side (e.g. good and evil)

Business Process Skills

business acumen, process management, problem solving, total work systems

Transformation Failures (Software)

capability does not meet process need, defects, inadequate documentation/training, poor testing

Single (Big Bang) Cutover

clean transition, avoids working with 2 systems, rollback maybe impossible, increased risk of negative impact, no lessons learned

Interenterprise IT (IEIT)

cross-enterprise business processes, structured; ex. SRM, CRM

Transformation Failures (Data)

data structure does not meet process needs, inadequate data for decision making, errors in data migration, dirty data, poor testing

Functional Requirements

define specific behaviors, responses, information, rules, or operations of a solution

Master Data

defines entities used in execution of business processes

Organizational Data

defines the physical and logical structure of the enterprise

Disposition Assets

determine next steps for assets

Transactional Data

documents the outcome of executing business processes

Agile

iterations of constant length, progressive elaboration, prototype development and deployment, informal documentation

Enterprise IT (EIT)

enables cross-functional business processes, structured data; ex. ERP

Function IT (FIT)

enables execution of discrete task, single function, unstructured data; ex. spreadsheet

Network IT (NIT)

enables interactions without specifying parameters, cross-functional, structured data; ex. sharepoint

SRM System

enables quotations and contracts processes

Requirements Documentation

ensure all stakeholders have shared understanding of the solution

Requirements Verification

ensure requirements and models meet standard of quality

Testing Validation

ensure solution addresses the stakeholder needs (did we build the right system)

Testing Verification

ensure solution is well-engineered and error-free (did we build the system right)

Factor Rating Method

evaluative criteria, assign weights, determine rating scale, choose best solution

IT Skills

functional/technical skills, intellectual horsepower, innovation management, technical learning

Requirements Elicitation

gathering system requirements from various stakeholders

Levels of Culture

group, organizational, professional, national, supranational

Business Process Improvement (BPI)

grow, moderate changes, improve productivity, improve end-to-end business process, focus on AS IS and TO BE

Characteristics of Process

hierarchical, interdependent, permeable, cross-functional

Risk Heat Map

identify risks and assign sequential identification number, assess likelihood/severity, calculate risk priority, plot risk ID numbers on map, define mitigating actions for risks with priority 6 or higher

Iterative

iteration of phases, prototype development but single deployment, semi-formal documentation, gate reviews after testing

Phase

major milestone/review point

Accept Assets

manage intake of new assets

CRM System

manage marketing, sales, customer service

Task

measurable unit of work

Data Migration

moving of data from legacy system to new system

Pilot (Phased) Implementation

new system for small group only, fewer users to train, lessons learned, rollback more complex

Stabilization

offering support to users of new IT system after cutover until users are effectively and efficiently operating it

Transformation

operation of changing from one configuration to another

SCM Systems

plan for production demand requirements, optimize logistics

Transformation Failures (Process)

poor requirements, business cycle faster than IT implementation, automation of poorly designed process

Transformation Failures (Hardware)

poor response time due to server sizing, storage read/write constraints, network bandwidth limitation, network latency problems, poor testing

Training

preparing users to operate new IT system effectively and efficiently

Work Package

produces a deliverable

PLM System

research, design, product management (engineering)

Business Process Automation (BPA)

run, limited changes, improve productivity, leave end-to-end business process unchanged, AS IS focus, limited IT application changes

Transformation Failures (People)

silo effect, culture, FUD (fear, uncertainty, doubt), don't "buy in", poor training

Non-functional Requirements

specify manner or environment in which a solution is intended to operate (e.g. usability, reliability, performance)

Aggregate Data

summarizes transactional data for use in business analytics (intelligence)

Requirements Validation

support delivery of value to business to meet goals

Support Assets

support service for IT Assets

Transitional Requirements

temporary capabilities/conditions/activities necessary to move from AS IS to TO BE

Strategy

the art of devising plans toward a goal

Storm

unwilling and unable, tell (direct)

Business Analysis

the set of tasks and techniques used to work as a liaison among stakeholders in order to understand the structure, policies, and operations of an organization, and to recommend solutions that enable the organization to achieve its goals

Technology Enabled Business Transformation

to leverage IT systems to automate and integrate people and processes of an enterprise in a manner that enables sustainable competitive advantage

Business Process Reengineering (BPR)

transform, radical changes, improve productivity and integration, new business models, improve end-to-end business process, enable inter-enterprise integration, TO BE focus

Norm

unwilling and able, sell (support)

Perform

willing and able, delegate (hand-off)

Form

willing and unable, coach (participate)