Organisational Assessment Deliverable Template

From MIKE2 Methodology

This deliverable template is used to describe a sample of the MIKE2.0 Methodology (typically at a task level). More templates are now being added to MIKE2.0 as this has been a frequently requested aspect of the methodology. Contributors are strongly encouraged to assist in this effort.

Deliverable templates are illustrative as opposed to fully representative. Please help add examples to this template that are representative of the proposed output.

Contents 1 Overview 1.1 Example of an Organisation Assessment in the context of Information Development 1.2 Approach 1.3 Organisational Roles 1.4 Organisational Structure

Overview

The Organisation Assessment task helps to build an understanding of whether the current organisational structure aligns with the programme goals, using MIKE2.0 models for the Information Development Organisation. This is just a high level view of the organisational model; team members are periodically reviewed against the overall project approach in the Programme Review Activity.

Example of an Organisation Assessment in the context of Information Development

Listed below is an example of part of an Organisation assessment:

Approach

Steps taken to define the organisation structure and positions:

• Positions in line with the functional structure were agreed. By discussing and agreeing the relationship of activities to roles, and roles to positions it was possible to develop a definitive list of positions. This process was facilitated by a number of workshops with the General Manager and selected direct reports.

• Having developed a strawman, the positions and structure were then further discussed with the whole Management Team.

Organisational Roles

The top-down functional decomposition process not only allowed the Management Team to define possible organisational positions, but also gave the opportunity to closely align the positions with the strategic vision. The determination of the number of positions in each of the functional areas can be assisted by alignment with the strategy.

The firm’s focus on supporting business units with solutions places emphasis on the need for Business Consultant / Business Analyst type resources who are able to understand business problems and articulate solutions. However, the mix between consultants and analysts should be heavily weighted towards Business Analysts as analysts are expected to perform multiple hands-on tasks of the systems development and maintenance lifecycle. The business analysts pool should therefore form the greater number of personnel in the organisational structure. This is also consistent with the view that business analysts will provide the flexibility to form virtual teams to undertake specific projects.

However, it is not prudent for a general business analyst to be placed in specific technical positions in a data warehousing organisation. Hence, specific technical positions such as Solutions Architect and Database Designer should be considered independently of the ’generalists’. In determining the Positions and number of resources, the coverage of data warehousing tasks and roles were considered. It is also vitally important that individuals with adequate technical competence are appointed to these technical positions. Hence, external recruitment may be more suitable.

As a result of the above principles, the following resource mix was proposed:

Function	Position	No of FTE
Business Unit Management
	General Manager	1
	Executive Assistant	1
Customer Engagement and Consultancy
	Manager, Consultancy and Customer Engagement	1
	Business Consultant	1
	Project Support Officer	1
CIM Strategy and Architecture
	Manager, CIM Strategy and Architecture	1
	Strategy and Planning Consultant	1
	Solution Architect	1
CIM Design and Delivery
	Manager, Design and Delivery	1
	Business Analyst Manager	1
	Business Analyst	4
	Database Designer / Administrator	1
	Lead Designer	1
	End-user Report Developer	1
	Data Staging Analyst	1
	Development Team Lead	1
	Test Manager	1
GCIM Operations
	Manager, GCIM Operations	1
	* Manager, Accessibility	1
	* Manager, Availability	1
	* Operations Analysts	4
	Manager, Data and Matching Production Services	1
	Business Analyst, Data and Matching Prod. Services	3
Customer Information Quality and Enrichment
	Manager, Cust. Info. Quality and Enrichment	1
	Data Warehouse QA Analyst	1
	Customer Data Enrichment Lead	1
	Customer Data Quality Analyst	1
TOTAL FTE		35

It is also important that separation is maintained between ’doers’ and ’enforces’. As the firm has a strategic mandate to set and enforce standards on customer data quality and enrichment, it is important that organisational positions that have responsibility for these functions are independently set-up. As the firm has not previously emphasised these important functions, it is highly probable that external recruitment would be needed for these positions.

The ongoing operation of the Data and Matching Services (DAMS) falls within the purview of the department. Hence, four resources already allocated (and budgeted) for this task will be part of the complement of the department staff. This presents the department with an opportunity to leverage these positions, thus reducing the need for a larger number of Business Analysts. This is possible as these skill requirements are expected to have sufficient overleap.

Organisational Structure

It should be noted that some compromise of the organisational structure may have to be considered in the short-term as the current budget may not extend to cover the Customer Information Quality and Enrichment function. However, proper resourcing of this function will be mandatory to achieve company-wide change in this critical business capability.

Having developed role descriptions and agreed on the future positions, the roles were consolidated into Position Descriptions for the new organisation. These are shown in Appendix III. The structure shown in Appendix IV shows individuals against positions (not including the management positions).