This ONE-PAGE MAGIC illustrates the importance of an integrated approach to business and digital transformation implementation—linking interrelated workstreams, including business process reengineering, organisational change management, organisational design, and enterprise project management to ensure successful transformational implementation.

1. KEY AREA The Key Linkages and Activities Between Different Work Streams for Business and Digital Transformation TARGET STATE
ORGANISATION DESIGN
Organisation Design is a
step-by-step methodology
Identify broken processes
& systems and align them
to fit ASIS business reality
Implement plans for
desired TOBE operating
model, structures, roles
DEVELOP PROJECT CHARTER DEVELOP STRATEGY ASSESSMENT DESIGN A clear strategy for
managing and
growing your
business. Plans
developed and
implemented for the
new changes
Establish Project Charter
Conduct summary ASIS assessment
Design alternative TOBE organization models
Educate leaders and assign design team
Review external environment
Assess ASIS strategy and goals
Set TOBE vision, strategy
Create project scorecard
Analyse processes &structure
Review culture
Benchmark similar organizations
Report to steering team
Establish design guidelines & principles
Define business model
Redesign processes & structure
Verify the design
TRANSITION IMPLEMENT EVALUATE
Assign implementation team
Create detailed execution plans
Train people in new roles
Reconfigure systems / locations
Implement new org. structures, models
Monitor progress
Assess performance vs. scorecard
Make adjustments to design
CHANGE MANAGEMENT
Change Management is
the process, tools and
techniques to manage the
cultural impacts & people
impacted by the change
DEFINE THE CHANGE
Define what needs to change and why, then align to the
strategy & business goals. Establish change network
DETERMINE THE IMPACTS
Determine what are change impacts, who and
how they will be impacted
COMMUNICATION STRATEGY
Develop a communication strategy on how to
communicate and monitor feedback
Desired business
outcome achieved
with required
changes to processes,
systems, structures
and jobs
COMMUNICATION AND TRAINING
Communicate the change and provide required training in
skills & behaviours to achieve desired business results
SUPPORT
Decide where and what best type of support is
required for a smooth transition and sustainment
MEASURE PROGRESS AND IMPLEMENTATION
Assess if the CM process was successful and whether the
change achieved the desired business goals
BUSINESS PROCESS
REENGINEERING (BPR)
Business Process
Reengineering involves
the examination and
redesign of business
processes and workflows
in an organization
DEFINE BUSINESS PROCESSES
Map the ASIS state (activities, workflows, rules, roles,
relationships, technology)
ANALYSE BUSINESS PROCESSES
Identify gaps & causes for improving organisational
effectiveness, efficiency & strategic goal alignment
IDENTIFY IMPROVEMENT OPPORTUNITIES
Identify & validate opportunities to act on the analysis
results including identifying transformation opportunities
Reengineered
processes support
achievement
of business goals
Linking improvements
in process redesign to
overall organizational
effectiveness
DESIGN TOBE PROCESSES
Use the identified improvements (time and cost
based) that have the most impact on organisational
effectiveness, efficiency aligned to strategic aims
OPERATIONALISE TOBE CHANGES
Ensure new (TOBE) processes are well tested,
embedded, communicated and that users are trained
on the new processes before implementation
IMPLEMENT TOBE CHANGES
Link TOBE implementation to other work streams:
organisational design, change management, enterprise
performance management and agile PMO activities
ENT. PERFORMANCE
MANAGEMENT
EPM is business planning
relating to business
intelligence that involves
evaluating & managing
enterprise performance
STRATEGY FORMULATION BUSINESS PLANNING FINANCIAL MANAGEMENT SUPPLY CHAIN EFFECTIVENESS Organisation reaches
performance goals,
enhances efficiency
and maximizes
business processes
Strategy Development determines an organisation
direction for strategy: mission, vision, strategic goals,
Strategy Translation translates the strategy into
particular organisation actions with KPI’s. These two
activities are part of Strategy Formulation
Business Planning &
Forecasting is a set of business
activities planned against the
strategy with forecasted results
in a specific time period
Financial Management refers to the
set business processes done to close
the financial records of an
organisation at the end of a period
in an accurate and timely fashion
Supply Chain Effectiveness is the
capabilities to manage an enterprise
supply chain but also provide
transparency to all parts of the value
chain
AGILE PROJECT
MANAGEMENT OFFICE
The traditional PMO is
quickly transforming into
an agile PMO involving
Project Mgmt., Program
Mgmt. & Portfolio Mgmt.
AGILE PROJECT MANAGEMENT
Initiate, plan and execute agile process groups,
especially those that can be employed in multiple
domains, such as Scrum and CBPM
AGILE PROGRAM MANAGEMENT
Provide a centralized view of status & metrics for all
projects & for program as a whole
Resource mgmt. & load-balancing across projects
AGILE PORTFOLIO MANAGEMENT
Optimize ROI by analyzing proposed and current
projects & programs
Value “responding to change over following a plan”
Projects, programs %
portfolio initiatives
are prioritised, aligned
to strategic goals and
successful owing to
agile PMO
management
PROJECT STANDARDS AND QUALITY
Ensure PM standards & quality across the org as high
project maturity, a CSF for project success
PROJECT EFFECTIVENESS AND EFFICIENCY
Agile PMO can improve efficiency and effectiveness by
promoting the same PM standards and processes
CONTINUOUS IMPROVEMENT
The continuous improvement of agile PM is a critical
success factor for an org undergoing transformation
ONE-PAGE MAGIC | No. 51 by Ken Martin & Maha AbuGhoush Ken Martin
3 MAGIC
CONSULTING
Founder, Partner
TRANSFORMATION
PMO
CONSULTANT
London,
United Kingdom
Maha AbuGhoush
3 MAGIC
CONSULTING
Managing Director,
Partner
TRANSFORMATION
AND OCM LEADER
Canada
THE INTEGRATED WORKSTREAMS FOR BUSINESS AND DIGITAL
TRANSFORMATION
This ONE-PAGE MAGIC illustrates the importance of an integrated approach to business and digital
transformation implementation—linking interrelated workstreams, including business process
reengineering, organizational change management, organizational design, and enterprise project
management to ensure successful transformational implementation.