Contents
Chapter 1 Strategy Quality and Strategy Success
1.2.1 The Importance of Synchronization
1.3.1 Agile Strategy Quality Management
1.3.2 Quality Management Objects
1.4 Strategy and Strategic Initiatives
1.4.2 The Strategic Initiatives
1.7 Stakeholder Identification
1.7.3 The DANCOIN Cash Card Case
1.8.1 No Excuse for Failure Principle
1.8.2 Simulated Accept-Testing
1.9 Assessment and Recovery of Projects in Trouble
1.9.1 Medical Factory Implementation
1.9.2 Complete Swap of All IT Systems in a Private Bank
1.10 Strategy Quality and Successful Strategy
1.10.1 Strategy Quality and People
1.10.2 Strategy Quality and Risk
1.10.3 Strategy Quality and Leadership
Chapter 2 Team Building for a Strategic Initiative
2.1 Get a Strategic Initiative Off to a Good Start
2.1.2 The Coach/Facilitator Role
2.1.4 Stakeholder Identification
2.2 Key-Stakeholder Selection Examples
2.2.1 A Merged ICT Consulting Enterprise Project Management Improvement
2.2.1.1 Initial Problems and Needs
2.2.1.2 Sponsor and Strategy Governance Team Member Selection
2.2.1.3 Strategy Governance Team Members
2.2.2 Web Catalog Factory (WCAT) Order Management Improvement
2.2.2.1 Initial Problems and Needs
2.2.2.2 Sponsor and Strategy Governance Team Member Selection
2.2.2.3 Strategy Governance Team Members
2.2.3 Private Bank Information Systems Swap
2.2.3.1 Initial Problems and Needs
2.2.3.2 Sponsor and Strategy Governance Team Member Selection
2.2.3.3 Strategy Governance Team Members
2.3 Organizations for Strategic Initiative Support
2.4 Team Types for Strategic Initiatives
2.4.1 The Strategy Governance Team
2.4.2 Strategy Governance Team Members
2.4.3 The Process Quality Assurance Team
2.4.5 The Process Governance Team
2.4.6 The Process Governance Team Members
2.4.9 Cross Team Membership Value
2.5 The No Excuse for Failure Principle
2.6.1 The Private Bank Solution Swap War Room
2.7 Sponsor and Key-Stakeholder Risk
Chapter 3 Strategy Process Quality Management
3.1 Strategy Quality Management
3.2.1 Strategy Quality Object Attributes
3.3 SQM Facilitation and Initiation
3.4.1 PQA for Destructive Conflict Prevention and Stakeholder Motivation
3.4.2 The PQA Teams and the Cascading PQA Processes
3.5 Prepare the PQA Workshop War Room
3.5.1 Running a One-Day PQA Workshop
3.5.2 Running a Two-Day PQA Workshop
3.6 Prepare the PQA Team for PQA and PQA Workshop
3.7 The PQA Process and Workshop Introduction
3.7.1 PQA and PQA Workshop Introduction Examples
3.8.1 The PowerPoint-Based PQA Team PQA Introduction
3.8.2 Question and Answer Session
3.8.3 Definition of Personal Visions and Missions
3.8.4 Definition of Success Factors with Quality Control
3.8.5 Definition of Critical Success Factors
3.8.6 The PQA Matrix with Activity Definition
3.8.7 PQA Activity Description and Assignment of an Activity Manager
3.8.8 PQA Workshop Review Planning in the PQA Workshop
3.9 The Activity Description Production
3.9.1 The Activity Description Preparation
3.9.2 The Activity Description Guideline
3.9.3 Activity Description Example
3.10.1 The Basic Activity Description Review Workshop
3.10.2 The Risk Management-Based Review Workshop and the Risk List
3.10.3 The Strategic Initiative Planning Workshop and the Project Schedule
3.11.1 Activity Description Examples
3.12 The Banking Information System Swap Case
3.12.1 The PQA Non-Standard PQA Process
3.12.2 The Non-Standard PQA Activity Description Meeting
3.12.3 Complications from Not Following Standard PQA
3.12.4 What We Could Have Done Better
3.13 The Military Healthcare Information System Case
3.13.1 Strategy Governance Team PQA Introduction
3.13.2 Strategy Governance Team PQA Workshop Result
3.13.3 Activity Description for FOSIS Implementation
Chapter 4 Solution Provider Procurement
4.1 Bank Information System Swap Risk
4.1.1 Procurement Risk Mitigation
4.2 Bank Case Procurement Risk Response
4.3 The Requirements Specification
4.4 Solicitation for Competent Contractors
4.4.1 The Solicitation Process
4.4.2 Commitment of Internal Workpackage Workgroups
4.5.1 The Workpackage Workflow Documentation
4.6.1 The Workpackages for Contracting
4.6.2 The Framework Agreement.215
4.6.3 The Framework Agreement Consultative Service Agreement
4.6.4 The Framework Agreement Statement of Confidentiality
4.7 Choice of Solution Providers
4.7.1 Core-Banking COTS Setup Proposals
Chapter 5 Strategy Implementation
5.1 The Coffee Bean Strategy Implementation Methods
5.1.3 Quality and Project Management
5.1.4 Simulated Accept-Testing
5.2 The Information Requirements Study
5.2.1 Workflow-Based or Consolidated Report-Based IRS Documentation
5.2.3 The IRS Process to Produce the IRS Consolidated Report
5.2.4 IRS Process Duration Estimation
5.2.5 IRS Participant Motivation
5.2.8 IRS Report Consolidation
5.2.10 The IRS Consolidated Report
5.3 The Object Lifecycle Analysis
5.4.1 The Defense Healthcare IRS Consolidated Report
5.4.2 The Private Bank Sectional Report
5.5 Solution Design and Development
5.5.3 User Guide Documentation
5.6.2 Test Result Documentation
5.7 Final Accept-Testing and Sign Off
5.8 Solution Operation Kick-Off
6.2 Estimation and Forecasting
6.2.1 Monte Carlo Simulated Forecasting
6.3 Strategic Initiative Key Performance Indicators
6.3.1 Classic Strategic Initiative KPI
6.3.3 Solution Quality Evaluation
6.4 The Compound Expected Value
6.5.1 Workgroup Manager Communication Management
6.5.2 Governance Team Communication
6.5.3 Project Office Communication Support
6.5.4 Program Office Governance Team Communication Support
Chapter 7 Agile Strategy Management Recap
7.2 Agile Team Building for Strategic Initiatives
7.2.1 Sponsor and Coach/Facilitator Roles
7.2.2 Teams for Agile Strategic Initiative Governance and Management
7.2.3 The “No Excuse for Failure” Principle
7.3 Strategy Process Quality Assurance
7.3.1 Other Strategy Quality Management Tools
7.4 Solution Provider Procurement
7.4.1 Procurement Lessons Learned
7.6.2 Estimation and Forecasting
7.6.3 Strategic Initiative Key Performance Indicators
Appendix A: PQA Introduction to Participants Example
Appendix B: PQA Workshop Result Example
Appendix E: Introduction to Participants in Information Requirements Study