01. consulting overview presentation for nmims 260711_v2

8/10/2019 01. Consulting Overview Presentation for NMIMS 260711_v2

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2011, Cognizant

Introduction to Consulting


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| 2011, Cognizant2

The Consulting Process

Consulting

Engagement

Hand off Solution

Initial

Discussion

Request for

Proposals MangeProjectSponsors

SellingPr

ocess

EngagementExec

utionProcess

Proposal/SOW

Identify & Structure the

problem

Analysis

Develop

Recommendations

MangeStakeholders

The Problem


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Consulting Life Cycle

3

6

Recommend Solution and

Implementation Roadmap

Analyze Current State

1

4

Define Future State

Clarify and Enhance

Understanding

2

5

Define and Diagnose

Problem

Gap Analysis and

Generate Alternative

Solutions


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A real life case

Global publisher of print and electronic products, specializing in scientific, technical, medical, and scholarly

journals, books, major reference works, and databases; professional and consumer books, subscription content,

and information services; and textbooks and other educational materials for undergraduate and graduate

students as well as lifelong learners.

With over 5,000 employees worldwide, customer has operations in the United States, Europe, Canada, Asia and

Australia. Companys worldwide headquarters are located in New Jersey, United States.

Approximately 25% of global revenue is currently Web-enabled; and company expects to increase that figure to

about 40% within the next three years.

The Customer

As part of its future strategy, the customer had a long-term program to replace companys Enterprise Systems.

Enterprise Systems included software for order entry and fulfillment, warehousing, publishing and editorial

systems, and customer and product information systems.

Customer was looking for a consulting partner that could bring in relevant experience and knowledge gained from

similar projects in the past, and one who would advise and recommend alternatives and an implementation

roadmap for this strategic initiative

Project Background and Expectations from Consulting Partner


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1. Content Development2. Service Development

3. Product Development

4. Order to Cash

In Scope Processes

Client objectives from the engagement

9. Data Reporting & Analysis

10.Facilities Management

11.Customer Relationship Management

12.Human Capital Management

Determine the full range of future-state business capabilities required by the Wiley business as part of the

future vision

Discover and document all future state business processes in alignment with the required future state

business capabilities

Define the future-state business and technology architectures to support future state processes and

capabilities

Identify potential technology solutions to implement future state technology architecture

Develop a comprehensive implementation roadmap for the future state architecture, including

prioritization, phasing, solution determination, resourcing, partner affiliations, budget, dependencies and

governance

5. Procure to Pay

6. Record to Report

7. Legal

8. Governance, Risk, Compliance

Client Objectives


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Approach and Phases

Business Vision

Clarification and

Enhancement

Business Capability

Definition &

Assessment

Future State

Definition

Current State

Assessment

Gap Analysis &

Solution Option

Identification

Solution

Implementation

Road Map

Solution Options Identification & Definition PhaseBusiness Vision & Capability Definition PhaseRoad Map Definition

Phase

24-week project duration

Week 1 thru

Week 5

Business Vision /

Strategy Review

Week 5 thru

Week 7

Identify Target

Business

Capabilities and

Models

Assess Current State

Business

Capabilities and

Gaps

Prioritize

New/Enhanced

Capabilities &

Requirements

Week 8 thru

Week 11

Understand Current

Business Models,

Process Flows,

Organization

Implications

Understand Current

Application/Data

Architecture

Understand Current

Technology

Architecture

Week 10 thru

Week 15

Define Target

Business Models,

Process Flows &

Organization

Implications

Define Target

Application/Data

Architecture

Define Target

Technology

Architecture

Week 16 thru

Week 19

Develop

Recommendations

for Target Business

Models, Process

Flows and

Organization

Implications

Identify Solutions to

Address Target

Technology

Architecture & Key

Technology

Components

Week 20 thru

Week 24

Determine

Alternative Sourcing

Options &

Recommendation

Implementation

Road Map

Team Structure

Business Consultants Total Resource Count


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Phase 1: Business Vision & Capability Definition Phase

Business Vision Clarification and Enhancement Business Capability Definition & Assessment

Business Vision / Strategy Review Identify Industry Trends and Implications (e.g. custom content

creation implications on content development process,

semantic content enrichment etc)

Determine Competitive pressures, forces and Implications

Conduct VDA to Determine Value Levers & Implications

Conduct Executive Workshops to Enhance Business Vision

Identify Target Business Capabilities and Models Identify Business Capabilities through:

Business Vision

SME Interviews

Best Practices and Value Levers

Define high level Business Models

Determine impact to target Enterprise Architecture

Assess Current State Business Capabilities and Gaps

Identify capabilities from existing documentation and interviews

Gap analysis: Classify business capabilities as obsolete, replaced,

retained or enhanced

Prioritize New/Enhanced Capabilities & Requirements

Define high level business benefits for each new / enhanced

capability

Conduct workshops to prioritize future state business

capabilities

Week 1 thru Week 5 Week 5 thru Week 7

VDA

Future of Work Framework

Value Discovery Assessment (VDA)

Program Management Methodology

Business Vision Envisioning Workshop

SME Interviews

Business Vision Document

Refined 2015 Vision

Business Models

Prioritized Business Capabilities Aligned to

Vision

Assessment of Current Capabilities and Voids

Frameworks /

Methodology

Tools

Deliverables


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Phase 2: Solution Options Identification & Definition Phase

Understand Current Business Models, Process

Flows, Organization Implicationso Conduct Process Mapping and Modeling

o Perform Qualitative and Quantitative

Assessment

o Define Current State

o Identification of As-Is Pain Points

o Best Practice Analysis / benchmark

Understand Current Application/Data

Architecture

Understand Current Technology Architecture

Define Target Business Models, Process Flows

& Organization Implicationso Develop Target Business Architecture

o Develop Target State Value Stream Map

o Prepare Organization Impact Assessment

Define Target Application/Data Architecture

o Application & Data Architecture

o System and Sub-System Models

o System Interaction Models

o Data flow between Systems based on

business process data flow

Define Target Technology Architectureo Develop Technology Architecture

o Develop System Technology Blueprint

Develop Recommendations &

Approach to Migrate to Target Business Models, Process Flows, Organization Changes

o Finalize Business and Enterprise

Architectures

o Establish Prioritization Criteria

o Develop Migration Approach / Strategy

Identify Potential Solutions to Address

Target Application/Data Architecture

Requirements

Identify Potential Solutions to Address

Target Technology Architecture Requirements

Future State DefinitionCurrent State Assessment Gap Analysis & Solution Option Identification

Week 8 thru Week 11 Week 10 thru Week 15 Week 16 thru Week 19

LEAN Methodology

Open Group TOGAF based EA methodology for Business &

Technology Architecture development

Program Management Methodology

Frameworks / Methodology

EA Tools such as Provision

IBM Rational Systems Architect

Solution Alliance Partners

Tools

BA - Business Flows

BA - Business to Systems Mapping

BA - Systems to Capability Traceability Matrix

BA - Systems to Applications Mapping

AA - Application System Model Blueprints AA - Application SystemsInteraction Models

TA - Application SystemTechnology Interaction Models

TATechnology Domain models

Migration Approach / Strategy

BAValue Stream Maps

Deliverables


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Phase 3: Road Map Definition Phase

Determine Alternative Sourcing Options & Recommendations Determine Viable Sourcing Options and Tradeoffs

Develop Recommended Sourcing Approach and Rationale

Implementation Road Map

Prioritize Solution Areas & Develop Implementation Approach

Identify Key Areas to be addressed by Program Change Plan

Develop overall Implementation Roadmap & Resourcing Plan

Develop Cost Approximations

Solution Implementation Road Map

Week 20 thru Week 24

Cognizant Program Management Methodology

Frameworks / Methodology Deliverables

Rationale for Alternate Sourcing options

Integrated Implementation Roadmap

Key areas to be addressed by Program Change Plan

Program Cost Approximations

Roadmap


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Consulting Life Cycle

3

6

Recommend Solution and

Implementation Roadmap

Analyze Current State

1

4

Define Future State

Clarify and Enhance

Understanding

2

5

Define and Diagnose

Problem

Gap Analysis and

Generate Alternative

Solutions


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Getting an Accurate Understanding of the Problem is Critical


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What is Definition and Diagnosis?

First fully operation phase

Purpose is to examine problem faced in detail and depth

Identify factors and forces that are causing and influencing the

problem

Examine the relationship between problem and global

objectives and results of client organization

Ascertain client's potential to make changes and resolve

problem effectively

Prepare all the information needed to develop a solution


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Characteristics of good problem statement

A thought-provoking question, not a fact

Specific, not general

Debatable (not a statement of fact or non-disputable

assertion)

Actionable

Focused on what the decision maker needs to move

forward


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Problem is to be identified in terms of five dimensions

Substance or identity

What is the problempoor performance, shortage of skilled staff, lack of

innovation, improve customer service

Organizational and physical location

Where is the problem affectedOrganizational units (divisions, departments,

subsidiaries) and physical units (plants, buildings, stores, offices) problem is

observed or are affected

Problem ownership Which peoplemanagers, staff, workersare affected and are interested in solving it

Are they aware of problem and have they tried solving it

Who is likely to create difficulties

Absolute and relative magnitude

How important is the problem in absolute terms (money, productivity, potential future gain) How important is problem in relative terms (in comparison to other problems or compared to

company turnover)

Time perspective

Since when, is it recurring, frequency, increasing or decreasing, future forecasts


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Issues in problem identification

Mistaking symptoms for problems

Preconceived ideas about the causes of problems

Jumping to solutions or conclusions at this stage

Looking at problems from one technical viewpoint only

Ignoring how the problem is perceived in various parts of the

organization

Wrong appreciation of the of the urgency of the problem

Unfinished problem diagnosis

Failure to clarify the focus purpose


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Problem Context

Specifics objectives/aims which will solve the problem

Questions to be resolved

What audience are you addressing?

Who needs to decide/act?

Decision makers

What are their concerns and issues around the

decision?

How will you address conflicting agendas?

Key forces acting on decision makers

What is not under consideration or off-limits?

Boundaries and constraints

How would the decision maker judge a

successful problem solving effort?

Criteria and measures for success

How quickly is the answer needed?

Time frame for resolution

What level of accuracy is needed?

Accuracy

2011, Cognizant

01. consulting overview presentation for nmims 260711_v2

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