工作方法-real-timeworkplanning.ppt

Contributors: Brian Krim and
Dianna Magnani
bc
Real-Time Workplanning
November 1998
Copyright© 1998 Bain & Company, Inc.
1
Real-TimeWorkplanning
Why real-time workplanning is necessary
How to do real-time mon pitfalls to avoid
Monday Morning Checklist
Key takeaways
Agenda
2
Real-TimeWorkplanning
Even the best workplans will change due to external and internal events.
Change in client’s situation
managerial
operational
Change petitive situation
mergers
technological changes
External roadblocks encountered
data issues at client
difficulty petitor data
The best workplans are “living documents” which are adjusted as situations change
One or more assertions prove false, requiring a change in hypothesis and other assertions
Original timing for one or more workstreams was incorrect
Issues and workstreams turn out to be more interdependent than was originally thought
position changes
External Events
Internal Events
Why Is Real-Time Workplanning Necessary?
3
Real-TimeWorkplanning
Why real-time workplanning is necessary
How to do real-time mon pitfalls to avoid
Monday Morning Checklist
Key takeaways
Agenda
4
Real-TimeWorkplanning
All changes to a workplan, regardless of the source, should be filtered through the Five Steps of Answer First to determine if they are critical path.
Obstacles
What makes it difficult or risky for the client to act on our mendations?
What preconceptions, biases peting hypothesis do they (or we) have?
Hypothesis for Client Action
What action or decision are we mending the client take?
What do we want them to do?
What is our hypothesis?
What We Need
to Convince
The Client Of
What would the client need to believe in order to feel fortable implementing our mendations?
What is a logical way anize the argument? What storyline would be pelling?
Required Analysis
What analysis would convince the client (and us) of these points?
What level of detail is required to make our pelling?
Data Needs
What facts and data do we ne