Page 85 -
P. 85

64     CHAPTER 6 Scope and initiation




             Tips for Success

             Remember that you can be developing a rather large plan. Even if you are constrained to managing DG
             only for a specific MDM effort, there are a lot of moving parts to coordinate. If time is of the essence,
             develop detailed plans for the next few months and then add details as necessary, as long as you keep
             a good three-month detailed tactical plan at the ready.

             Activity: Develop DG Rollout Team Structure

             Once you understand the approach, establishing the ongoing DG team is necessary. This includes all
             levels (i.e., hands-on individuals who can write policy and design functional models, as well as
             decision-making steering bodies).
                This is not to be confused with defining the ongoing organization to operate DG. At this point, you
             are collecting some smart folks together to define the program. Make very sure the organization does
             not insert the team deploying DG with the ongoing practitioners. The steering body or sponsors at this
             point may also be focused only on the program rollout. There may be carryover of individual persons,
             but there is no overlap in mission or method.
             Activity Summary Table

                         Objective      Identify the on-the-ground team members, the steering
                                        committee, and other key stakeholders.
                         Purpose        Determine who will be available to assist in deploying
                                        DG, including leaders and “hands-on” individuals.
                         Inputs         1. Initial scope and plan
                                        2. Organization chart
                         Tasks          1. Identify DG team and key stakeholders.
                                        2. Identify DG steering body.
                                        3. Perform SWOT analysis on participants.
                         Techniques     1. Facilitation
                                        2. SWOT analysis (strength, weakness, opportunity,
                                           threat)
                                        3. Team building
                         Tools          Word, PowerPoint, and similar
                         Outputs        1. DG team and stakeholder list
                                        2. DG steering body names
                                        3. DG participant SWOT analysis
                         Outcome        A proposed DG team that will be able to stand up the DG
                                        program
             FIGURE 6-7
             Activity Summary Table.

             Business Benefits and Ramifications

             Note that there is a SWOT (strength, weakness, opportunity, threat) analysis in this activity. A SWOT
             analysis is a well-known technique to assess a team’s potential. Every individual is assessed by what
             strengths they bring, weaknesses they may have, and what opportunities or threats participants may
   80   81   82   83   84   85   86   87   88   89   90