ADL - 11

ASSIGNMENT-A

Q1). What is the purpose of organizations, how do they achieve it? What is a system; explain the
types of systems by giving examples. What type of systems are used in the management and why?

Ans). Organization
Organization is a group of people who process material and informational resources towards a set
of multiple common goals including an economic profit for the business by performing financing,
design, production and marketing functions to achieve finished goods and their sale at a specified
minimum per year. That means in nutshell organization is a group of people working together to
achieve one common goal. Organization can also be defined as the formal structure of roles or
positions. Organizations are open systems as they have an environment, which can affect the
performance of organizations.

Every organization has set of policies, procedures, goals, objectives, mission statements, guidelines
etc. These all are the tools that are used for the proper functioning of any organization. Mission
Statement is the main purpose of the organization, due to which the organization exists. Goals and
Objectives are the end results that the organization intends to achieve.

The mission or purpose identifies the basic function or task of an enterprise or agency or of any part
of it. Every kind of organized operation has, or at least should have if it to be meaningful purposes
or missions. Generally the purpose statement of an organization is a statement that tells in nutshell
about the reason of the existence of the organization. For example a purpose of manufacturing firm
could be to produce surplus with a minimum costs, or a purpose for a service firm could be to
deliver the quality service on time, every time thus leaving every customer in a satisfied mode.

Organization achieves their purpose by a mixture of many techniques. The main component that
helps in achieving the purpose of any organization is management. Management is a combination
of five functions namely Planning, Organizing, Staffing, Leading and Controlling. To achieve the
purpose, first the organization needs to do proper planning. In this phase objectives of the
organization are identified. Objectives are the end results that any organization would like to
achieve, various policies, procedures etc are framed that will tell the people of organization how to
achieve the purpose. Then next phase is organizing. In this phase all the tasks are identified, all the
resources are identified, and then the tasks are grouped and allocated to the resources. Staffing is
another important area that means keeping filled all the positions in the organization. Effective
leadership is needed in order to carry out all the tasks and at last effective control mechanism is
required that will ensure that the tasks being done in an organization will achieve the purpose of the
organization.

In achieving the purpose of the organization managers needs to take very important decisions. For
this to happen there are various information systems that needs to be in place. These information
systems like Management Information System; Decision Support System helps managers to take
decisions in order to finally achieve the purpose of the organization.

Any organization, as a system, can be analyzed in terms of inputs and outputs where inputs are
considered to be the causes, which interact to produce an output, which in turn represents the effect.
The system acts as a box, and non-physical like material and information and so also the outputs in
the form of finished goods. In an organization, a combination of difficult inputs often interacts in
complicated ways to produce a desired output. Normally, in an organization which is a complex
system, there are a number of subsystems which make up the total system and in such situations,
the output of one subsystem becomes the input of another subsystem and so on. Like the outputs of
production planning department, which are in the forms of production programs, material
requirement etc. Thus every subsystem acts as a processor.
 INPUT PROCESSOR OUTPUT

FEEDBACK

The various departments or the processors constituting an organization cannot operate in isolation
as they are interrelated and output of one subsystems acts as input of another subsystem; thus
necessitating an integration of various subsystems. The job of management thus is to integrate the
subsystems and to achieve the objectives of the organization in an optimum manner. If this
integration is not incorporated each function or subsystem will operate to optimize its own
objective resulting in sub-optimization for the total system.

System
Before knowing what is meant by an information system, one must know what is meant by a
system. A system is simply a set of components that interact to accomplish some specific purpose.
Systems are all around us. For example, you communicate by means of language, a highly
developed system of words and symbols that conveys meanings to you and to others. A business is
also a system. Its components like marketing, manufacturing, sales research, shipping, accounting
and personnel all work together to create a profit that benefits the employees and stockholders of
the firm.

Every business system depends on the information system for its proper functioning. This system is
the means by which the data flows from one person or department to another and can encompass
everything from inter-office mail and telephone links to a computer system that generates periodic
reports for various users. Information System serves all the systems of a business, linking the
different components in such a way that they effectively work towards the same purpose.

The purpose of the information system, like any other system in an organization, is to process
input, maintain files of data about the organization, and produce information, reports and other
outputs. Information System consists of subsystems, including hardware, software and data storage
for files and database.

Categories of Information System

Primarily Information system may be classified in to following categories:

1. Operations Support Systems

• Transaction Processing System
• Management Information Systems
• Enterprise wide Resource Planning System
2. Management Support Systems
• Decision Support Systems
• Executive Information Systems
• Expert System
Operations Support systems focuses on the operations of the enterprise. The basic objective of
these systems is to improve the operational efficiency of the enterprise. As these systems are
concerned primarily with operations, they use internal data primarily for managers at the lower
level.

OPERATIONS SUPPORT SYSTEMS

1). Transaction Processing System

The most fundamental computer based system in an organization pertains to the processing of
business transactions. Transaction Processing Systems (TPS) are aimed at improving the routine
business activities on which all organizations depend. A transaction is any event or activity that
affects the organization. Common transactions include placing orders, billing customers, hiring
employees and depositing checks. The type of transactions varies from organization to
organization. But handling or processing transactions are the major activity of any organization.
Standard operating procedures, which can facilitate handling of transactions, are often embedded in
computer programs that control the entry of data, processing of details, and storage and
presentation of data and information. These systems provide speed and accuracy and can be
programmed to follow routines without any variance. Example of TPS is Financial Accounting
System in Accounts department, Calls Tracking System in Call Center etc.

2). Management Information Systems (Used at Manager’s level)

MIS assist managers in decision-making and problem solving. They draw on data stored as a result
of transaction processing, but they may also use other information that is developed internally and
outside the firm. We know that in any organization decisions must be made on many issues that
recur regularly and requires a certain set of information to make the decision. This information can
be provided by managing management information systems. These systems are designed to support
often recur; it is possible to study the decision factors and variables and develop reports that will
useful in formulating future decisions. MIS aims at meeting the information needs of managers,
particularly with regard to the current and pas operations of the enterprise and sometimes provides
on-line link to individual transactions as well. The focus of MIS is the internal environment.
Example of MIS is the final marketing and sales reporting tool, total calls statistics to the managers,
performance reports of the staff to the managers. This is based on the inputs from the TPS.

3). Enterprise Resource Planning

ERP system integrates all the processes of the organization with customer satisfaction and plans the
management of the resources of an enterprise. These solutions help in focusing on production
capacities, managing logistics and working out financial consequences of each decision rather than
just computing costs. Example of ERP systems are Sapient, PeopleSoft, JD Edwards etc.

MANAGEMENT SUPPORT SYSTEM (Used in Management)

Management Support Systems focus on managerial uses of information resources. These system
provide information to managers; for planning and decision making.

1). Decision Support Systems

Not all decisions are of recurring nature. Some occur only once or recur infrequently. Decision
Support Systems (DSS) provide information to managers who must make judgments about
particular situations. These systems support decision-makers in situations that are not well
structured that is, in those situations where it is difficult to identify information needs in advance.
Decision support systems must, therefore, have greater flexibility than other information systems.
The typical areas of application of DSS in production and finance functions of business are:

Production: Procurement Analysis, Cost estimation and analysis, production planning and
scheduling
Finance: Capital Budgeting, Financial Planning and analysis, tax planning, strategic financial
planning etc.

Examples are Just In Time manufacturing process and TQM and Kanban system of inventory
control.

2). Executive Information Systems

DSS are designed to cater to the information needs of managers at middle to top levels. They relate
to rule-based work doing modeling and analysis of data in order to make it useful in decision
making. However, at the top of managerial level, there is a need to focus more on packaging and
delivery of information than on generation of information. The top manager deserves better
environment for information access than that provided by DSS. The top executives need fast access
to up-to-date, concise information and exception reports with facilities to personalized information
and analysis. The information systems designed to cater to such needs of top executives and called
Executive Information System. Following are few examples where EIS is required.

Executive Briefing
Personalized Analysis
Exception Reporting
Model Based Analysis.

3). Expert Systems:

These systems incorporate expertise in order to aid managers in diagnosing problems or in problem
solving. The increasing complexities and dynamism in the emerging business environment require
greater interaction of functional managers with the experts so as to get the timely advice. The
typical areas of application of expert system in business include:

• Make or buy decisions

• New product launch decisions
• Determining credit limits.

Q2). Explain the difference between Data and Information. Why different information is
required by three distinct levels of management.
Ans).
The terms data and information are often used interchangeably when referring to two distinct
concepts. Data are raw facts in isolation which when placed in meaningful context by a data
processing oration allows interfaces to be drawn. These interfaces relate to the measurement and
identification of people, events and objects. The basic purpose of capturing and processing data is
to produce the information. The wealth of data can be burden is quantities of data are processed
without an informational objective.

Information is substantially different from data, in that data are raw, unevaluated messages.
Information is the increase in knowledge obtained by the recipient by matching proper data
elements to the variables of a problem. Information is the aggregation or processing of data to
provide knowledge or intelligence. Information is an occurrence or a set of occurrences, which
carry messages, and when perceived by the recipient via any of the senses will increase their state
of knowledge. The primary function of information is to increase the knowledge or reduce the
uncertainty of the user. The information that is disseminated to the user may be the result of
inputting data in to, and processing a decision model.

There are three levels of management in any organization. These levels are Strategic, Tactical and
Operational.

• Strategic Level

1. At this level, management has to make the decisions in great deal of uncertainty and the
decisions are very much future oriented.
2. These decisions establish the long range plans for the organization. This level of
management has to evolve strategies for achieving these goals. Thus at this level, the
management is concerned for establishing the objectives, the LRP, Policy making,
Organizing and attaining an overall effectiveness for the entire organization. The
activities of this level of management could be determination of the product, selection of
the market, plant expansion and diversification etc.
3. The source of data needed is in the environment external to the enterprise, and data is
scarce.
4. Large scale of resources is at risk.
5. Major uncertain future events affect such decisions.
6. Essentially creative, imaginative and therefore human processes with many ambiguities.
7. This entails largely a planning activity.

• Tactical Level
1. This is the second level of management, which is responsible for making the tactical
decisions. The decisions made here are mainly for the short term activities and concern
the allocation of the resources for achieving the objectives of the organization set in the
strategic plans prepared by the strategically level of management.
2. As compared to strategically level of management, this level of management takes the
decision not entirely in a state of uncertainty but has a very small potential for
programmed decision-making.
3. This entails mix of planning and controlling activities.
4. Examples are formulation of budget, ash flow analysis, plant lay out etc.
5. Decisions about how to utilize resources and their subsequent control.
6. The decision maker is looking ahead days or weeks.
7. The necessary data is typically generated within the organization.
8. The scale of risk is small and degree of uncertainty is smaller.
9. Decision requires human mental activity to recognize needs.

• Technical/Operational Level

1. The main characteristics of the management at this level are that the standards of the results,
to be achieved by each of the decisions taken by managers, are deterministic and fixed.
2. The operational level of management is responsible for ensuring that specific tasks are
implemented in an effective and efficient manner. Thus the prime responsibility of the
management aspect is on limited scale.
3. Concerned with taking immediate action e.g. operating a lathe, paying the wages etc.
4. Time horizon is short, typically hours or minutes.
5. The decision maker tends to by in close touch with his resources.
6. Very few uncertainties.
7. The scale of risk is very low.
8. The decision process is straight forward
 Classification Of Information Levels of Management
Strategic Tactical Operational
Dependence on external source V High Moderate V Low

Dependence on internal source Moderate High V High

Information on line Moderate High V High

Information on real time V High V High V High

Reporting Periodically V High V High V High

Descriptive/ Historical in Value Low Moderate High

Current Performance Moderate High V High

Futuristic V High High Low

Simulated V High High Low

Q3). Identify and list any three responsibilities of the CEO of a manufacturing organization.
Also list three decisions, which she/he has to take as part of this responsibility.
Ans).
According to me following are the three main responsibilities of the CEO of a manufacturing
organization.

1). Formulation of Objectives, Goals, Policies, Procedures for the organization. Representing
organization in front of public and board members. In undertaking this responsibility, CEO has to
exhibit his leadership and decision making attributes. In this way he is responsible towards the
public, members of boards and organization.

2). The main target of the CEO is to be most cost effective. He monitors various information
systems to get the information about the Product Delivery. The targeted manufactured units, the
timelines and the quality of the product. The main aim of a CEO is to get the surplus with minimum
cost and maximum quality. CEO monitors the same and takes any corrective action is required. He
also verifies the policies, objectives being set for product manufacturing, delivery, warehousing,
raw materials etc. Modifications are made if required. He also oversees the cost and budgeting
aspects

3). The third and not the least he is responsible to the biggest asset of the company namely people.
He sees that the people in the organization are motivated. There is a proper organizational structure
in place with the policies and procedures are being implemented.

Three Important decisions that the CEO has to take in order to take as part of the
responsibilities are as follows:

1). TO create, drop or modify an objective, goal, policy or procedure of a company. Suppose a
CEO finds that there is a policy in the company due to which the production is suffering, he might
drop the policy. Suppose CEO has introduced another objective of an organization, now after some
time CEO finds that the new objective has hindered the growth of the old objectives, and then CEO
might want to drop or modify the new objective.
2). CEO might take a decision to add a new product in the product line or to drop the prices of any
existing product or to face lift the look and feel of an existing product or to enhance the
manufacturing capacity or make the timelines stricter. CEO might take any decision related to the
budgets allocated in the organization.

3). CEO might introduce a new policy that will motivate people and drop the attrition rate of the
company. CEO may drop some already existing schemes. CEO might take some actions that will
motivate people like awards etc. CEO might take a decision to increase the strength of the company
or to involve in some sought of mergers and acquisitions etc.

Q4). Do you agree that understanding Information needs is the first step towards developing a
workable MIS? What are the various types of Information Needs, explain with examples of each.
Ans).

Understanding of information need is fundamental and necessary to good MIS design. Too many
companies spend lavish amounts of hardware and software without first determining the real
information needs of the managers in critical areas such as problems, alternatives, opportunities and
plans. Unless the managers can provide the specifications for what they want from an information
system, the design efforts will produce less than optimum result. Too often system design begins
without a clear-cut statement of objectives and information needs, although these should be stated
as clearly and precisely as possible.

Information need assessment would be complete when following are identified:

• The nature of information.

• Frequency at which required
• Source of origin
• Their inter-relationships are established.

Nature of information required depends upon the purpose or use. In order that the decisions made
by the manager result in the economic use of resource and are congruent with the objectives of the
organization, the manager has to have full information about the alternatives. Also he must get the
information periodically if the decisions are periodic or as and when it is required. The information
may either be from internal sources or external sources. Both internal and external information
must cover not only past performance but also future trends and forecasts. Different levels of
management may require the same information required by lower levels of management is more
detailed and is given constantly at frequent intervals whereas at higher levels of management the
type of information required is aggregated one and is needed at different frequency levels.

There are various types of information needs at the managerial level. These are as follows:

• Current Comfort Information – This informs about the current situation or achievement
levels that are tuned to expectations. This includes information like clients served, targets
achieved, etc.

• Status Information or Progress Information – Keeps informed about the current problem,
crisis and changes

• Warning Information – Signals that change for good or worse are occurring (Stock Price,
Turnovers, Client complaints etc).

• Planning Information – Description of projects/programs due in future, knowledge of

anticipated developments
 • Internal Operations Information – Indications of how organization/programs are performing

• Externally Intelligence – Information, gossips and opinions about activities in the

environment of organization. Competition, political changes, emerging social policies etc.

• Externally distributed information – Annual report before release, publicly distributed

material about the organization like media reports etc.

Q5). What is the vision process named after Davenport, how does it help the systems analysts in
developing MIS, which can be, related the organizational objectives?

Ans).

Vision Process is named because of summit it convened in downtown Davenport in US regarding

long-term vision for the city of Las Vegas. In this process, more than 300 people from on-campus
and the community came. There were 12 vision teams that came up with recommendations for their
respective areas. These were put in to a draft report. Sally Crino led the visioning. The vision 2020
teams were formed. The key to the long-term impact of vision 2020 was to link the
recommendations to the strategic process. The purpose of the committee was to formulate ideas and
a vision for the new master plan from the outset of the process and not at the end. It was also to
participate in the formulation of ideas and vision.

Business Process Reengineering (BPR) is defined by Hammer and Champy as 'the fundamental
reconsideration and radical redesign of organizational processes, in order to achieve drastic
improvement of current performance in cost, service and speed'. Value creation for the customer is
the leading factor for Business Process Reengineering and information technology often plays an
important enabling role.

Davenport and Short (1990) prescribe a five-step approach to Business Process Reengineering:
1. Develop the business vision and process objectives: Business Process Reengineering is driven by
a business vision, which implies specific business objectives such as cost reduction, time reduction,
output quality improvement.

2. Identify the business processes to be redesigned: most firms use the 'High- Impact' approach
which focuses on the most important processes or those that conflict most with the business vision.
Lesser number of firms uses the 'Exhaustive approach' that attempts to identify all the processes
within an organization and then prioritize them in order of redesign urgency.

3. Understand and measure the existing processes: for avoiding the repeating of old mistakes and
for providing a baseline for future improvements.

4. Identify IT levers: awareness of IT capabilities can and should influence Business Process
Reengineering.

5. Design and build a prototype of the new process: the actual design should not be viewed as the
end of the Business Process Reengineering process. Rather, it should be viewed as a prototype,
with successive iterations. The metaphor of prototype aligns the Business Process Reengineering
approach with quick delivery of results, and the involvement and satisfaction of customers.

As a 6th step of Business Process Reengineering some mention to adept the organizational structure
and governance model towards the newly designed primary process.
When should Business Process Reengineering be used?
Although it is difficult to give generic advice on this, some factors that can be considered are:
- is the competition outperforming the company by factors?
- are there many conflicts in the organization?
- is there an extremely high frequency of meetings?
- excessive use of non-structured communication? (memos, emails, etc)
- is a more continuous approach of incremental improvements not possible? (see: Kaizen).

When Kaizen is compared to Business Process Reengineering is it clear the Kaizen philosophy is
more people-oriented, more easy to implement, requires long-term discipline. Business Process
Reengineering on the other hand is harder, technology-oriented, enables radical change but requires
major change management skills.
Understand & Improve The Process

Overview
Understand & Improve The Process converts current processes and products into integrated and
improved processes and products intended to serve the needs of the customer. The primary outputs
are process improvements, improved products and an associated set of process performance
measures, which specify how the process is expected to behave. An additional output is a set of
technology needs that is used by Develop Technology Solutions to define and develop technologies,
which are required to support and enhance the redesigned processes. The technology needs are
integrated into the Transformation Plan for implementation. Feedback from customers, suppliers,
and external processes concerning the process is transformed under the control of required product
features and process requirements. Additional control stems from process control development
[Guha 1993]. Culture limits the range of process improvements and the schedule of
implementation. This process is performed by people involved in the transformation process and
supported and championed by the Steering Team.

Understand & Improve The Process translates current process performance into desired
performance. Assuming all work is a process, improving process performance is critical to realizing
the vision. Understand & Improve The Process identifies and bounds current processes, analyzes
current performance, designs an improved process and implements that process according to a plan
which is in support of the Transformation Plan and the vision [Davenport 1990, Guha 1993,
Harrington 1993, Parker 1993, Talwar 1993, Ulis 1993, Womack 1996].

Understand & Improve The Process incorporates process requirements from the customer, which
ensures a customer focus in process improvement efforts. Linking process improvement to
customer desires ensures that resources are allocated to pursue the vision. Customers define their
desired and required product attributes that translate into process requirements during Understand
the Product. Using these requirements as a guide, new processes are designed to satisfy customer
needs.

Understand & Improve The Process develops a competitive advantage through both innovative and
incremental improvement. Understand & Improve The Process identifies, analyzes, designs and
implements processes to pursue the vision and develop a competitive advantage. This four-step
algorithm can be performed using incremental or innovative methods. Incremental methods focus
on improving the current process. Continuous improvement is the theme of incremental methods.
These methods are characterized by extensive data collection and analysis of current performance.
Innovative methods focus on designing new processes. Radical change is the theme of innovative
methods. These methods are characterized by a clean slate approach, which emphasizes the
importance of ignoring the current process and developing a new process with no preconceived
ideas [Grover 1994, Hall 1993, Hammer 1990, Harrington 1993]. Each method has merit and
should be investigated. Many scholars agree that a hybrid approach using elements from both
approaches yields the best results [Davenport 1994, Harrington 1993, Moad 1994]. The desired
result of using either of the methods is to develop processes that support the vision.

Understand & Improve The Process focuses on vision required metrics. The identify, analyze,
design and implement cycle is focused on metrics which are directly tied to achieving the vision.
During the Develop Vision and Strategy activity, metrics are developed that define the desired
future condition described by the vision. These metrics guide the development of new and
improved processes to ensure that all enterprise resources are focused towards the vision. Metrics
that are typically used to describe the vision are concerned with resources, quality, service and
time. Thus enterprises usually attempt to reduce cost, improve quality, improve delivery and reduce
cycle time. Improvement in these areas often helps the enterprise reach the vision by improving
customer satisfaction [Ulis 1993].

Bound Processes & Identify Relationships

Bound Processes & Identify Relationships transforms current processes into bounded processes and
identified relationships. The process is conducted by the Steering Team and people involved in the
transformation process. Controls include product requirements identified by customers, process
requirements specified in the transformation plan, the environment and the transformation plan.

Bound Processes & Identify Relationships identifies exchange points and relationships between
processes. Three types of knowledge are required to establish process boundaries and identify the
relationships these boundaries have with other processes in the enterprise: 1) knowledge of the
customers/suppliers, 2) product knowledge, and 3) knowledge of the process requirements. The
generation of this information is performed by other activities within Integrate & Improve
Enterprise. These three types of information are required to adequately define the inputs and
outputs of the process. These inputs and outputs can be thought of as products themselves. The
inputs to a process are the products being provided by "supplier" processes. The process outputs
can in turn be considered as products supplied to subsequent "customer" processes which require
these products as inputs. Identifying the suppliers and customers and understanding how products
flow between the "supplier" processes, the process under investigation, and "customer" processes
will determine how this process is integrated with the other processes within the system.

Document and Analyze Process

Document and Analyze Process transforms current process performance metrics and process
feedback into an understanding of process performance and a set of technology needs. The process
is conducted by the Steering Team and people involved in the transformation process. Controls
include technology development feedback, process controls, the environment and the
transformation plan.

Document and Analyze Process develops an understanding of process performance. Document and
Analyze Process is a structured and methodical process that examines the process in hard and soft
metrics. Hard metrics are numerical and quantified. These metrics can be counted or measured
using scientific instruments. Hard metrics are those that the enterprise maintains for shop floor
control, such as efficiency, cycle time, quality, and work-in-process. Soft metrics are subjective and
qualitative. These metrics are opinions or situational and are measured with surveys or interviews.
Soft metrics are attitudes, norms of behavior, quality of worklife issues, communication levels and
other cultural issues that could have an impact on the process. In combination, hard and soft metrics
provide a well rounded description of the process.

Design Improved Process

Design Improved Process transforms current process performance into an improved process design.
The process is conducted by the Steering Team and people involved in the transformation process.
Controls include cultural competencies, the environment and the transformation plan.
Design Improved Process creates an improved process. Design Improved Process follows the four
step process of design : 1) Preparation, 2) Incubation, 3) Illumination, and 4) Resolution to create a
process design [Kim 1990]. The design is intended to create a process that performs to levels
required by the transformation plan to reach the vision and satisfy the customer. Preparation entails
examining the process analysis, customer required and desired attributes, and performance
measures required by the vision. Incubation involves searching for alternative designs. Illumination
is the process that combines the information and alternatives into an innovative configuration. The
new configuration could be a radical departure from the present design or just an incremental
improvement. The extent of the change from the old design to the new design depends on the needs
of the enterprise.
Design Improved Process identifies technologies to facilitate the new design. Current research has
shown a close relationship between business process design and the implementation of technology
solutions [Davenport & Short 1990]. Process design and the capabilities of technical solutions have
a recursive relationship consistent with continuous improvement philosophies. Each is the key to
thinking about the other. Thinking about the adoption of technical solutions should be in terms of
how it supports new or redesigned processes. Processes should be considered in terms of the
capabilities information technology can provide. As the business processes and feedback
mechanisms are evaluated and designed, supporting technologies will be identified. These
technology needs will feed Develop Technology Solutions which will implement systems designed
to support the associated processes and feedback mechanisms. During the technology solution
development effort, system/solution feedback is often required to insure that the system
development effort is on track.
Design Improved Process has three primary outputs: (1) A process design and a set of performance
measures and goals relating to how the process must perform, (2) design feedback to the A332
Document and Analyze Process function and (3) the identification of potential technical solutions
which can assist in the execution of the required process. The process improvement activities must
be consistent with enterprise strategy and relies heavily on the experience and ingenuity of all those
who impact or are effected by the output of the process.

Implement Improved Process

Implement Improved Process transforms the improved process design into an integrated and
improved process. The process is conducted by the Steering Team and people involved in the
transformation process. Controls include cultural competencies, the environment and the
transformation plan.
Implement Improved Process activates the process design into reality. This process coordinates all
the resources necessary to implement the new process design in the enterprise. Coordination
requires planning to ensure success. Thus a planning cycle is conducted with the same method
described in A14 Develop & Deploy Integrated Transformation Plan. Implementation is the
function within Integrate & Improve Enterprise where failure is most likely to occur. This function
requires people within the enterprise to change their behavior and daily activities. Change is a
difficult process and people are resistant to it. Implementing new process design typically required
people involved to work extra hours and make sacrifices to their individual goals and performance.
Implementation uncovers the flaws in a design. A design may not account for all requirements of
the process. New requirements may arise that were previously unknown. As a design is installed,
the new requirements or short comings of the design will become apparent. The degree to which
those involved with the implementation can compensate for these problems, often determines the
success of the implementation.