1. Coach Guidance ACW Case Study Sample Solution
The notes are thought-provoking but need not change the direction of the case study. You will have to be mindful of the audience.

2. Domains of Change: Exercise
Organization
Business
Process
Location
Data
Technology
Application
Organization
Business
Process
Location
Data
Technology
Application
Hexagon 1: The client’s scope of change
Hexagon 2: The scope of the client’s change we have been asked to deliver
Participant’s Notes:
Exercise 1: Domains of Change
Context:
You and your team are the proposal team bidding for this piece of work.
Objective:
You are required to evaluate the impact of the client’s requirements in terms of each of the six domains of change and the scope of the project you have been asked to propose.
Instructions:
1. Review the Case Study.
2. Complete the Domains of Change using the answer sheet supplied, shade the hexagons in as described by the impact of change guidance:
Hexagon 1: Represents the scope of the change within the client business. If the client implements all recommended strategies, what will be the overall impact on the client’s business?
Hexagon 2: Represent the scope of the project for which you have been asked to propose a solution. This is the scope of the project that you will be running within the overall change program.
3. Produce a flipchart of your assumptions and rationale of your decisions.
4. Produce a flipchart of work products, documents and information you have available.
Minimum experience
Moderate experience
Subject Matter Expert
Major experience

3. Hexagon 1: The client’s scope of change
Exercise 1
Rationale
Hexagon 1: The client’s scope of change
Hexagon 2: The scope of the client’s change we have been asked to deliver
Process
Rad / Maj
Re-engineering of the supply chain processes, which includes manufacturing, procurement, and customer sales and support. Also a redesign of their customer services. All in all, some serious process change. So it is at least major, but there is a good argument for Radical.
Maj / Mod
Need to be involved in the definition of the supply chain processes, as you need to be doing a gap analysis with the standard SAP processes.
Questions raised: Who is responsible for process definition? How will the gaps analysis be done between future state and SAP standard process?
Is this an opportunity or a risk?
Organization
They might be thinking of changing the image of the bat company.
Increase or change to customer service focus.
Different supply chain organizational structure.
Mod / Min
CSC is probably defining roles associated with the application, but Oyref! will be managing the business change.
IT staff might be outsourced to CSC for the management of the ERP.
Questions raised: Who is responsible for business change and communicating with the people?
Location
Mod
Shift of key management to US for the bat company, reacting to the customer demand.
Some changes of activities at existing facilities.
Might centralize and move ERP management system to the data center.
Min
Might centralize and move ERP management system to data center.
Questions raised: Have they asked us to manage this after implementation?
Is this an opportunity?

4. Rationale (continued)
Exercise 1
Rationale (continued)
Hexagon 1: The client’s scope of change
Hexagon 2: The scope of the client’s change we have been asked to deliver
Data
Maj
With the introduction of a single ERP, huge re-structuring of the existing data.
Not Radical because most of the data is currently there and there is no big change in this type of information.
Questions raised: Are there any changes in the data and its structure to support the exploiting of customer information?
Is this an opportunity?
ditto
Application
Rad
ERP is replacing all other applications; therefore there is a new application architecture required.
Questions raised: has the client considered outsourcing the management and maintenance of the ERP to CSC?
Technology
Even though you are making big changes in the technical environment to run the ERP, the management of the environment will be vastly simplified.
Questions raised: has the client considered outsourcing the management and maintenance of the ERP to CSC and moving it to a data center?

5. Overall Questions and Thoughts
Exercise 1
Overall Questions and Thoughts
Win themes for opportunities identified:
Who is covering the identified gaps? These need to be filled through good governance – manage engagement dependencies or this is an opportunity for other CSC offerings
How would you sell CSC in the areas over and above what we have been asked to do?
Who is in control of the overall change program?
How do you get the CEO/Board to trust us to help at a higher level?
Alignment of Catalyst to the Opportunity planning
When we move into the DAT portion of the hexagon we might find that the customer has not exploited IT to achieve their business change.

6. Selecting the Entry Point in Catalyst and the Appropriate Governance
Exercise 2
Selecting the Entry Point in Catalyst and the Appropriate Governance
Participant Notes
Hexagon 1: The client’s scope of change
Hexagon 2: The scope of the client’s change we have been asked to deliver

7. Rationale Exercise 2 From Hexagon 1: The client’s scope of change
From Hexagon 2: The scope of the client’s change we have been asked to deliver
Life Cycle Entry Point
They have entered at Vision and Strategy, still working with ProExperts to define processes
We are entering at Solution Architecture
Management Stages
Program Management, Program Office (part of Management Support Processes)
Program Management, Project Management, Project Office (part of Management Support Processes)
Risks
Program Manager is inexperienced
How can we improve communication between CSC and ProExperts?
Opportunities
Offer to coach the Program Manager?
Is there an opportunity to manage the Architecture of the solution?
Offer Service Management?
Be involved with the process definition (ERP come with its own generic processes, best practices, etc.)