Gemini Deck

1. Decision Modeling:
Foundation for Process
Reengineering
Gemini Consulting
June 1998

2. Objectives
• To define Decision Modeling and provide the context of how
it is different from traditional process modeling
• To provide a step-by-step approach for building decision models
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DecModelv4.ppt

3. What is a Decision Model?
The Decision Model shows a chronological sequence of
major decisions, in a To-Be mode, with the knowledge
needed to support them
Gemini intends to start using modeling, uniformly, as a new
foundation for process reengineering
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DecModelv4.ppt

4. The Decision Model is a foundation for the To-Be
process
As-Is Process: 1 2 4
3
Decision Model: 1 2 3 4
To-Be Process: 1 3 New
Decisions will always have to be made no matter how the tasks
are carried out.
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5. Decision Modeling focuses on the “whats” instead
of the “hows”
Process Modeling Decision Modeling
1 2 4 1 2 3 4
3
• Focuses on “what” needs to be
accomplished
• Depicts “how” the work is
done . . . often highlighting • An excellent bridge to the “To-
decisions Be” phase
• An excellent place to start, • Provides focus on the
especially in an “As-Is” state undergirding decisions . . . the
work that MUST be done
An “As-Is” process model should identify key decisions.
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6. Gemini intends to start using Decision Modeling as the
new foundation for process reengineering
Decision Modeling . . .
• Helps abstract away from the often cluttered “As-Is” process
• Provides focus on what’s essential and builds consensus among
participants on areas to be tackled
• Makes it easier to design the “To-Be” process rather than having
to initially deal with many small steps
• Focuses on the purpose of each group of process steps
– without any constraints related to current work practices, technology or client specific
policies.
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DecModelv4.ppt

7. Decision Modeling jump starts the “To-Be” phase . . .
Decision Modeling
Rational • Client workshops can start
immediately and are very
productive
– Initial focus is rational . . . a good decision
model is one where EVERYONE agrees
Political Emotional • Immediately developing “To-Be”
process modeling can be painful
and extremely unproductive
– “We need to do it this way because we
have always done it this way”
– Can get too detailed, too quickly
– Can be difficult uncovering non-value-
adding work
. . . often allowing for the Results Delivery to be shorter in length.
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DecModelv4.ppt

8. Decision Modeling - A step-by-step approach
1. Build the “As-Is” process flow (brown paper mapping), identifying
both activities and decisions.
2. Identify decisions from the “As-Is” process in a chronological order.
3. Evaluate the decisions and determine knowledge required for making
them.
4. Work decision points by adding, removing, re-sequencing, grouping
and splitting as needed.
5. Agree on the “To-Be” decision model.
6. Use the Decision Model as the framework for the “To Be” design.
Client Workshops should be used extensively.
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DecModelv4.ppt

9. Step 1: Build the “As-Is” process flow identifying
activities and decisions
As-Is Process
Client Request
for Proposal
Active
Referral
Forward Contact
Internal Request Client to
Network to RM Define
Pass Yes Needs Yes
Recommen- Initial Develop Establish
dations Pursue
Screening Solution Pricing ?
Analyze
? Contact
Client Customer
Specialist to
Initiated Base to No
No Understand
Opportunities Determine
Needs
Leads
Archive Archive
Request Request
Send Proposal
to client
Meet No
with Yes
Prepare Review Formal Provide
Client Resolve Win
Initial Proposal Present Service
and Queries ?
Proposal Internally ? Support
Product
Group
No
Yes
Prepare Present to Archive
Formal Client Proposal
Presentation
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DecModelv4.ppt

10. Step 2: Identify decisions from the “As-Is” process in a
chronological order
As a starting point,
chronologically
Interbanken order the decisions
1 Does RFPa. pass initial screen?
2 Should we pursue RFP?
Pass
Formal
Initial Win Proposal?
Pursue ? presentation?
Screening?
3 Should we prepare a formal
presentation?
4 Did we win proposal?
Why or why not?
As a group, are there any other decisions that should be considered?
a. Request for proposal (request for bid)
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DecModelv4.ppt

11. Step 3: Evaluate the decisions and identify knowledge
required to make these decisions
For Example:
Does RFP Pass Initial Screen?
We have a Qualify
decision to make Prospect
Evaluate Decisions • Is it congruent with our
Marketing strategy?
• What are our chances of
winning?
Identify Possible • Marketing Objectives XXXXX
Enablers • Post-Mortems XXXXX
XXXXX
(Knowledge – Prospect specific XXXXX
Requirements) • Win/Loss Ratio
The undergirding decisions that need to be made are knowledge
intensive
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12. Step 4: Work decision points by adding, removing, re-
sequencing, grouping and splitting as needed
Decision Model
Re-sequenced Grouped Split
XXXXX XXXXX XXXXX XXXXX XXXXX
XXXXX XXXXX XXXXX XXXXX XXXXX
XXXXX XXXXX XXXXX XXXXX XXXXX
XXXXX XXXXX XXXXX XXXXX XXXXX
Should we have Do we have any Should “Response Strategy” be
internal compliance promising leads? split into multiple decisions?
standards before we Group intelligence from: - Compliance (respond according to their
screen? - Client requests outline)?
- Relationship Managers - Scope (respond to all parts)?
- Customer database - Price (price high, low, fixed price)?
Like classical Reengineering, Decision Modeling is a combination of
Art and Science.
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DecModelv4.ppt

13. Step 5:
Agree on the “To-Be” Decision Model
Decision Model
Compliant Qualify Bid / Determine
RFP Prospect No Bid Response
Strategy
• Is the RFP • Strategic fit • Internal capacity • Compliance
compliant? – Congruent with our – Are we fully – Do we respond according to
– Enough info marketing objectives? utilized? their outline?
– Comprehensive – Do we have the – Do we have the • Scope
internal capabilities? specific expertise – Do we respond for all or
– What are our available? part?
chances of winning? • Pricing
– Do we price high or low?
Develop Gain Assemble
Solution Approval Delivery
Team
• What resources are required? • What timeframe? • Who?
• What solution areas do we • How do we ensure victory? • What?
emphasize? • Do we amend our response? • when?
• How much of the solution do • What did we do good/bad • Where?
we provide? (internal)? • How
• How would our competition • What was the client’s Long?
respond? feedback? (external)
• Does it pass internal QA / QC?
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14. Step 6: Use the Decision Model as the framework
for the “To-Be” design
“To-Be” Assess
Against
Guide-line
Compliant Y RFP Y
Collect Marketing
Information RFP Matches
Objectives.
Guideline
Internal
Capabilities
N N
“Decision
Model”
Complete Qualify Bid / Determine
RFP Prospect No Bid Response
Strategy
From the “To-Be” . . .
• Establish Measures
• Build RACI
• Determine knowledge enablers and supporting technology
Keep it high level
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15. In Summary, Decision Modeling:
• Starts with an “As-Is” process flow
• Requires extensive use of client workshops
• Provides an excellent framework for the “To Be” design
For more information, please access the AKM Centre of Excellence
Knowledge Base.
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DecModelv4.ppt

16. Exercise - Develop a Decision Model
Use your Brown Paper to develop a Decision Model, following step
2 to 4.
(You have already done step 1 making the Brown Paper)
Agenda
1. Identify decisions from the process (your Brown Paper) in a
chronological order.
2. a) Evaluate the decision and
b) determine knowledge required for making each of the decisions.
3. Work decisions by adding, removing, re-sequencing, grouping and
splitting as needed.
Prepare for a debrief in the large group.
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