Transform Framework

PwC’s Transform Framework

Transform is PwC’s approach to delivering all aspects of a change initiative, from

strategy through implementation and operation.

The Transform Framework uses the following hierarchy:

• Stages: major intervals of a client’s change initiative; engagement scope may apply to one or
span multiple stages
• Modules: a distinctly related set of activities that are used to drive or deliver change
• Tasks: what needs to be done to complete the work outlined in a module and to produce the
desired outputs
• Steps: clarify how to complete the task and produce the desired outputs

Practice Aids provide additional support during engagement delivery (e.g., guidance,
templates and tools, sample deliverables).

Transform is flexible and scalable - engagement teams tailor the

framework to meet the needs of the specific change initiative at their client
 The Transform Framework – Life Cycle Diagram

Strategy & Design Construct Implement Operate &

Assess Review

Driving
Change Integrated programme and benefits management
Core X1

Core Integrated change management and communications

Modules Core X2

Roll out and stabilise

Understand the Embed operating model
Design operating model Build and test operating operating model
business need, generate changes into business as
changes to optimise model changes needed to changes and plan
insights and provide usual, realise benefits and
benefits realisation deliver benefits subsequent benefits
options for change continuously improve
delivery
Core 1 Core 2 Core 3 Core 4 Core 5

Customer Offering

Delivering + Process
Change

Technology

Information
Scope-
specific + Organisation
Modules

+ People Capabilities

+ Corporate Structure

September 2013
PwC
Competency toolkits and methodologies
The Transform Framework – 5 Stages

Strategy & Operate &

Design Construct Implement
Assess Review

Understand the Design the Build and test the Successfully Hand over the
strategy and business changes to the changes to the implement the operating model
needs that drive the organisation’s organisation’s operating model changes to
change initiative operating model operating model changes business as usual

Envision the future Focus on Ensure that the Plan for Realise the
state and expected optimising the expected benefits subsequent expected benefits
benefits at a high level delivery of can be delivered benefits delivery and set the
benefits foundation for
continuous
improvement

September 2013
PwC
 The Transform Framework – Life Cycle Diagram

Strategy & Operate &

Design Construct Implement
Assess Review

Integrated programme and benefits management

Core X1

Integrated change management and communications

Core X2
Core
Modules
Understand the Design Build and test Roll out and Embed operating
business need, operating model operating model stabilise model changes
generate changes to changes needed operating model into business as
insights and optimise to deliver benefits changes and usual, realise
provide options benefits plan subsequent benefits and
for change realisation benefits delivery continuously
improve
Core 1 Core 2 Core 3 Core 4 Core 5

September 2013
PwC
 Strategy & Assess

Core 1: Understand Business Need, Generate Insights

and Provide Options for Change
OR
1.0 1.1 1.2 Understand 1.3
Complete initial Formulate the strategic Define vision,
mobilisation strategy context and objectives and
change drivers benefits

1.4 1.5 1.6 Evaluate and 1.7

Prepare for Analyse current prioritise Develop the high
baseline and state and create opportunities level Target
analysis baseline Operating Model

1.8 1.9 Complete 1.10 1.11 Complete

Develop case formal programme Establish Strategy and
Group of tasks where a initiation and
choice is required for change programme Assess Stage
Design Stage governance gate review
Group of tasks conducted planning
in parallel

September 2013
PwC
 Design

Core 2: Design Operating Model Changes to Optimise

Benefits Realisation

2.1 2.2 2.3 2.4

Confirm plan and Develop design Establish design Design the
mobilise for the principles and requirements detailed Target
Design Stage approach Operating Model

2.5 2.6 2.7 Complete 2.8

Define Develop detailed detailed planning Complete Design
implementation business case and set-up Stage gate review
strategy and and benefit governance for
initial plans profiles Construct Stage

Group of tasks conducted

in parallel
 Construct

Core 3: Build and Test Operating Model Changes

Needed to Deliver Benefits

3.1 3.2 3.3 3.4

Confirm plan and Manage build Manage testing Develop detailed
mobilise for the implementation
Construct Stage plan

3.5 3.6 3.7

Review detailed Complete detailed Complete
business case planning and set-up Construct Stage
governance for the gate review
Implement Stage

Group of tasks conducted

in parallel
 Implement

Core 4: Roll Out and Stabilise Operating Model Changes

and Plan Subsequent Benefits Delivery

4.1 4.2 4.3 4.4

Confirm plan and Manage Manage acceptance Evaluate benefits
mobilise for the implementation by the business realisation status
Implement Stage

4.5 4.6 Complete detailed 4.7

Plan next release planning and set up Complete Implement
governance for the Stage gate review
Operate & Review
Stage

Group of tasks conducted

in parallel
 Operate & Review

Core 5: Embed Operating Model Changes Into Business-

as-Usual, Realise Benefits and Continuously Improve

5.1 5.2 5.3 5.4

Confirm plan and Complete Complete post- Close the
mobilise for the knowledge transfer implementation programme
Operate and and hand-over to benefits review
Review Stage business as usual
Appendix

September 2013
PwC
Core X1: Integrated Programme and Benefits Management

Strategy Operate
Design Construct Implement
& Assess & Review

X1.1 Manage clear scope

X1.2 Manage stakeholder engagement

X1.3 Manage governance and reporting

X1.4 Manage benefits realisation

X1.0 Define X1.5 Manage risks, issues and opportunities

and set-up
programme
management X1.6 Control finance
arrangements

X1.7 Manage plans

X1.8 Manage delivery quality

Clear scope

Engaged stakeholders X1.9 Manage change control

Governance-enabling
decision making
X1.10 Manage and integrate suppliers
Focused benefits
management

Managed risk and X1.11 Resource and manage teams

opportunities

Smart financing
X1.12 Embed lifecycle assurance and learning
Delivery-enabling plans

Active quality
management

Agile change control

Integrated suppliers

High-performing teams
Group of tasks
Embedded lifecycle conducted in
assurance and learning parallel
Core X2: Integrated change management and communications

Strategy Operate
Design Construct Implement
& Assess & Review

X2.6 Conduct an X2.13 Conduct periodic change

organisational impact and readiness
impact assessments
X2.2 Conduct
assessment
a change risk,
readiness and
impact
assessment
X2.7 Develop X2.14 Execute and monitor leadership activities
change
X2.3 Assess X2.5 Define the leadership
X2.1
stakeholder best-fit change activities
Develop
communications approach and X2.21 Finalise
the
and engagement integrated the
change
needs change X2.8 Define X2.15 Build and deliver culture change activities sustainability
vision
strategy culture and action plan
behaviours X2.20
X2.4 Assess Assess
culture the
alignment with success
the change X2.9 Develop a X2.16 Execute, monitor and update communications of change X2.22
vision communications and engagement plan Complete
and engagement knowledge
plan transfer and
hand over

X2.10 Design and launch change agent X2.17 Deliver

network activities ongoing change
agent network
activities

X2.18 Establish on-

X2.11 Design and deliver training
going training course
maintenance and
effectiveness
measurement
processes

Group of tasks
X2.12 X2.19 Support, coach and monitor change and
Engaged stakeholders Develop an update the integrated change strategy and plan
conducted in
parallel integrated
change plan
 Core 1 Understand the business need, generate insights and provide options for change

Strategy &
• Strategy
Assess
Definition
• Business Model
Summary • Strategy
• Vision and Definition
Objectives • Business Model
• Current State Summary
• Strategy • Strategy Baseline • Vision and
Definition Definition • Strategy • Prioritised Objectives
• Business Model • Baseline and Definition Opportunities • Engagement
Summary Analysis • Vision and • Initial List of Brief • Benefits
• Vision and Approach Objectives Benefits • High Level Dependency
Inputs

• Business Model Objectives • Initial Quality • Business Model • Scope-specific TOM Map
Summary • Engagement Plan Summary High Level • Prioritised • Engagement
• Change Drivers Brief • Scope-specific • Current State Operating Opportunities Brief
• Engagement • Initial Quality Assessment Baseline Model • Initial List of • Roadmap
Brief Plan Findings • Potential Components Benefits • Initial Business • Design Stage
• Functional • Strategic • Strategy and • Strategy and Opportunities • Strategic • Strategic Case Plan
• Background • Engagement Strategies Guiding Assess Stage Assess Stage • High Level TOM Guiding Guiding • Initial Quality • Programme • All Core 1
Information Brief • Strategic Plan Principles Plan Plan Principles Principles Plan Charter Key Outputs

OR
Tasks

1.0 1.1 1.2 1.3 1.4 1.5 1.6 1.7 1.8 1.9 Complete 1.10 1.11
Complete Formulate Understand Define vision, Prepare for Analyse Evaluate and Develop the Develop case formal Establish Complete
initial strategy the strategic objectives baseline and current state prioritise high level for change programme programme Strategy and
mobilisation context and and benefits analysis and create opportunities Target initiation and governance Assess Stage
change baseline Operating Design Stage gate review
drivers Model planning

+ + +
Scope- Scope- Scope-
specific specific specific
tasks tasks tasks
Key Outputs

• Engagement • Strategy • Business Model • Vision and • Baseline and • Current State • Prioritised • High Level • Initial Business • High Level • Programme • Strategy and
Brief Definition Summary Objectives Analysis Baseline Opportunities TOM Case Programme Governance Assess Stage
• Initial Quality • Change Drivers • Initial List of Approach • Potential • High Level • Roadmap Plan Arrangements Gate Review
Plan • Strategic Benefits Opportunities TOM Options • Benefits • Design Stage Report
• Mobilised Guiding • Strategic Dependency Plan
Team Principles Guiding Map • Programme
• Strategy and Principles Charter
Assess (updated)
Stage Plan

Clear scope Focused benefits management Delivery-enabling plans Integrated suppliers

Group of tasks conducted in
Engaged stakeholders Managed risk and opportunities Active quality management High-performing teams parallel
Group of tasks where a choice is
Governance-enabling Smart financing Agile change control Embedded lifecycle assurance
required
decision making and learning
 Core 2 Design operating model changes to optimise benefits realisation

Design

• Benefits • Design Stage

Dependency Map Plan (updated)
• Business Model • Detailed TOM • High Level
Summary • High Level Implementation
• Vision and Implementation Plan (all
Objectives • Design Principles Plan (all releases)
• Design Stage • Vision and • Design releases) • High Level
Plan (updated) Objectives Requirements • Implementation Programme Plan
Inputs

• Design Stage • High Level TOM • Design Principles • Design Stage • Benefits Strategy (updated)
Plan • Reference • High Level TOM Plan (updated) Dependency Map • Initial Business • Programme
• High Level Models • Prioritised • High Level TOM • Design Case Charter (updated)
Programme Plan • Strategic Guiding Opportunities • Scope-specific Requirements • Interim TOM(s) • Programme
• Programme Principles • Scope-specific Design • Detailed TOM • Programme Governance • All Core 2 Key
Charter (updated) Requirements Components • Interim TOM(s) Charter (updated) Arrangements Outputs

2.1 2.2 2.3 2.4 2.5 2.6 2.7 Complete 2.8

detailed
Tasks

Confirm plan Develop Establish Design the Define Develop Complete

and mobilise design design detailed Target implementatio detailed planning and Design Stage
for the Design principles and requirements Operating n strategy and business case set-up gate review
Stage approach Model initial plans and benefit governance for
profiles the Construct
Stage
+ Scope- + Scope-
specific specific
tasks tasks
Key Outputs

• Design Stage • Design Principles • Design • Detailed TOM • High Level • Benefit Profiles • Construct Stage • Design Stage
Plan (updated) • Design Requirements • Interim TOM(s) Implementation • Benefits Plan Gate Review
• High Level Standards, • Requirements Plan (all Dependency Map • High Level Report
Programme Plan Methods and Management releases) (updated) Programme Plan
(updated) Tools Process • Implementation • Detailed (updated)
• Programme Strategy Business Case • Programme
Charter (updated) • Test Strategy Charter (updated)
• Programme
Governance
Arrangements
(updated)

Clear scope Focused benefits management Delivery-enabling plans Integrated suppliers

Engaged stakeholders Managed risk and opportunities Active quality management High-performing teams

Governance-enabling Smart financing Agile change control Embedded lifecycle assurance Group of tasks conducted in
decision making and learning parallel
 Core 3 Build and test operating model changes needed to deliver benefits

Construct

• Input to • Detailed
Implementation Implementation
Planning Plan
• Scope-specific • Implementation • Test Summary
Build • Scope-specific Strategy Report
Inputs

• High Level Components Test Results • High Level • Built TOM • High Level
Programme Plan • Design Principles • Test Strategy Implementation Components Programme Plan
(updated) • Detailed TOM • Built TOM Plan (all releases) • Detailed TOM (updated)
• Programme • Design Components • Built TOM • Interim TOM(s) • Construct Stage
Charter (updated) Requirements • Design Components • Detailed Business Plan (updated)
• Construct Stage • Construct Stage Requirements • Test Summary Case • Programme • All Core 3 Key
Plan Plan • Detailed TOM Report • Benefit Profiles Charter (updated) Outputs

3.1 3.2 3.3 3.4 3.5 3.6 Complete 3.7

detailed
Tasks

Confirm plan Manage build Manage testing Develop Review Complete

and mobilise detailed detailed planning and Construct
for the implementatio business case set-up Stage gate
Construct n plan governance for review
Stage the Implement
Stage
+ Scope- + Scope- + Scope-
specific specific specific
tasks tasks tasks
Key Outputs

• Construct Stage • Built TOM • Test Plans • Detailed • Detailed Business • Implement Stage • Construct Stage
Plan (updated) Components • Test Summary Implementation Case (Updated) Plan Gate Review
• High Level • Products and/or Report Plan (first • Programme Report
Programme Plan Services Acquired release) Charter (updated)
(updated) • High Level
• Programme Programme Plan
Charter (updated) (updated)
• Programme
Governance
Arrangements
(updated)

Clear scope Focused benefits management Delivery-enabling plans Integrated suppliers

Engaged stakeholders Managed risk and opportunities Active quality management High-performing teams

Governance-enabling Smart financing Agile change control Embedded lifecycle assurance Group of tasks conducted in
decision making and learning parallel
 Core 4 Roll out and stabilise operating model changes and plan subsequent benefits delivery

Implement

• High Level
• Scope-specific Programme Plan
• Scope-specific Post- (updated)
Implementation implementation • Programme
Inputs

• High Level Actions and Activities Charter (updated)

Programme Plan Outputs • Implementation • Benefit Profiles • Programme
(updated) • Detailed Strategy • Benefits • Implementation Governance
• Programme Implementation • Executed Dependency Map Strategy Arrangements
Charter (updated) Plan Detailed (updated) • High Level (updated)
• Implement Stage • Implementation Implementation • Detailed Business Programme Plan • Implement Stage • All Core 4 Key
Plan Strategy Plan Case (updated) (updated) Plan (updated) Outputs

4.1 4.2 4.3 4.4 4.5 4.6 Complete 4.7

detailed
Tasks

Confirm plan Manage Manage Evaluate Plan next Complete

and mobilise implementatio acceptance by benefits release planning and set Implement
for the n the business realisation up governance Stage gate
Implement status for the review
Stage Operate and
Review Stage
+ Scope- + Scope-
specific specific
tasks tasks
Key Outputs

• High Level • Executed • Business • Benefit Profiles • Detailed • Operate and • Implement Stage
Programme Plan Detailed Acceptance (updated) Implementation Review Stage Gate Review
(updated) Implementation • Detailed Business Plan (next Plan Report
• Programme Plan Case (updated) release) • Programme
Charter (updated) Charter (updated)
• Implement Stage • High Level
Plan (updated) Programme Plan
(updated)
• Programme
Governance
Arrangements
(updated)

Clear scope Focused benefits management Delivery-enabling plans Integrated suppliers

Engaged stakeholders Managed risk and opportunities Active quality management High-performing teams

Governance-enabling Smart financing Agile change control Embedded lifecycle assurance Group of tasks conducted in
decision making and learning parallel
 Core 5 Embed operating model changes into business-as-usual, realise benefits and continuously improve

Operate &
Review

• High Level
Inputs

Programme Plan
(updated) • Detailed Business
• Programme Case (updated) • Benefit Profiles
Charter (updated) • Programme/ • Benefits
• Operate and Project Dependency Map
Review Stage Performance • Detailed Business • All Core 5 Key
Plan Reports Case Outputs

5.1 5.2 5.3 5.4

Complete Complete post-
Tasks

Confirm plan Close the

and mobilise knowledge implementation programme
for the Operate transfer and benefits review
and Review hand-over to
Stage business as
usual
Key Outputs

• High Level • Knowledge • Post- • Operate and

Programme Plan Transfer Materials Implementation Review Stage
(updated) • Final Hand-Over Benefits Review Gate Review
• Programme Documentation Report
Charter (updated) • Programme
• Operate and Closure Report
Review Stage • Post-
Plan (updated) implementation
Review

Clear scope Focused benefits management Delivery-enabling plans Integrated suppliers

Engaged stakeholders Managed risk and opportunities Active quality management High-performing teams

Governance-enabling Smart financing Agile change control Embedded lifecycle assurance

decision making and learning
Core X1: Integrated Programme and Benefits Management

Strategy Operate
Design Construct Implement
& Assess & Review

X1.1 Manage clear scope

X1.2 Manage stakeholder engagement

X1.3 Manage governance and reporting

X1.4 Manage benefits realisation

X1.0 Define X1.5 Manage risks, issues and opportunities

and set-up
programme
management X1.6 Control finance
arrangements

X1.7 Manage plans

X1.8 Manage delivery quality

Clear scope X1.9 Manage change control

Engaged stakeholders

Governance-enabling
X1.10 Manage and integrate suppliers
decision making

Focused benefits
management
X1.11 Resource and manage teams
Managed risk and
opportunities

Smart financing X1.12 Embed lifecycle assurance and learning

Delivery-enabling plans

Active quality management

Agile change control

Integrated suppliers

High-performing teams
Group of tasks
Embedded lifecycle conducted in parallel
assurance and learning
July 2014
Core X2: Integrated change management and communications

Strategy Operate
Design Construct Implement
& Assess & Review

X2.6 Conduct an X2.13 Conduct periodic change

organisational impact and readiness
impact assessments
X2.2 Conduct
assessment
a change risk,
readiness and
impact
assessment
X2.7 Develop X2.14 Execute and monitor leadership activities
change
X2.3 Assess X2.5 Define the leadership
X2.1
stakeholder best-fit change activities
Develop
communications approach and X2.21 Finalise
the
and engagement integrated the
change
needs change X2.8 Define X2.15 Build and deliver culture change activities sustainability
vision
strategy culture and action plan
behaviours X2.20
X2.4 Assess Assess
culture the
alignment with success
the change X2.9 Develop a X2.16 Execute, monitor and update communications of change X2.22
vision communications and engagement plan Complete
and engagement knowledge
plan transfer and
hand over

X2.10 Design and launch change agent X2.17 Deliver

network activities ongoing change
agent network
activities

X2.18 Establish on-

X2.11 Design and deliver training
going training course
maintenance and
effectiveness
measurement
processes

Group of tasks
X2.12 X2.19 Support, coach and monitor change and update
Engaged stakeholders Develop an the integrated change strategy and plan
conducted in parallel
integrated
July 2014
change plan
Core 1: Strategy and Assess state
Types of Strategy Work

Corporate Strategy
Architecture

(1) Business Unit Strategy (2) Group Strategy

(3) Strategic and Financial Ambition

3.1 Purpose, vision and values 3.2 Goals and targets

Group Business Model Choices

(4) Participation Strategy (6) Portfolio Strategy
BU Business Model Choices

4.1 Customer 4.3 Geographies 4.5 Market entry 6.1 Portfolio size, mix and model 6.3 Strategic alliances
4.2 Products & services 4.4 Value chain 6.2 M&A strategy

(5) Competitive Strategy (7) Group Added-value Strategies

5.1 Brand 5.5 Customer 5.9 Technology 7.1 Capital structure 7.5 Intellectual Property
5.2 Products & services 5.6 Sales & marketing 7.2 Government affairs 7.6 Investor relations
5.3 Pricing 5.7 Sourcing 7.3 Risk 7.7 Communications
5.4 Channel 5.8 Manufacturing 7.4 Sustainability strategy 7.8 Regulatory strategy

(8) Organisation Strategy

8.1 Organisation structure 8.2 Role of the centre 8.3 Strategic management process 8.4 Performance management

(9) Strategic Planning

9.1 Strategic plans 9.2 Strategic business cases 9.3 Implementation plans
9.4 Strategic options 9.5 Scenario-based planning 9.4 Workshops 9.5 Strategy Away Days

(10) Strategic Factbase and Analysis

10.1 Financial & strategic assessment 10.3 Customer insights 10.5 Research
10.2 Competitive intelligence 10.4 Econometrics 10.6 Modelling

PwC
Core 1: Strategy and Assess state
Iterative Process for Developing the High Level TOM

Current
Operating Model
Baseline and
Analysis
(Task 1.5)

Cost-benefit
Opportunities
Estimation
Identification
(Tasks 1.6
(Task 1.6)
and 1.7)
High Level TOM
Development
(Task 1.7)

High Level TOM

Impact Analysis Options
(Task 1.7) Development
(Task 1.7)

PwC
Core 1: Strategy and Assess state
Opportunity Evaluation
Opportunities from
impact analysis and Opportunities
high level TOM from workshops
development and assessment of
current state

Evaluation criteria

Short list of
opportunities

PwC
Core 1: Strategy and Assess state
Components of the Case for Change

Case for change

Why What How

CORPORATE STRATEGY

Ambition Business Model Strategic Agenda

Strategic Foundation

CUSTOMER OFFERING

Products, Services Alliance

Customers Channels Intermediaries Brands
& Solutions Partners

BUSINESS CAPABILITIES

PROCESS ORGANISATION

Processes Policies Organisation Roles & Physical

Structure Accountabilities Environment
TECHNOLOGY
Networks & Governance
Application Integration Infrastructure Suppliers
Interdependencies Arrangements

INFORMATION PEOPLE CAPABILITIES

Reports & Workforce Culture &
Semantics Data Competencies Reward
Analytics & Talent Behaviours

CORPORATE STRUCTURE

Tax Structure & Legal & Regulatory Cash, Banking &

Capital Structure
Arrangements Structure Treasury Structure

ENTERPRISE PERFORMANCE
MANAGEMENT METRICS

Initial High Level Roadmap

INTERACTION MODELS

Business Case TOM

PwC
 Core 1 Understand the business need, generate insights and provide options for change

Strategy &
• Strategy Assess
Definition
• Business Model
Summary • Strategy
• Vision and Definition
Objectives • Business Model
• Current State Summary
• Strategy • Strategy Baseline • Vision and
Definition Definition • Strategy • Prioritised Objectives
• Business Model • Baseline and Definition Opportunities • Engagement
Summary Analysis • Vision and • Initial List of Brief • Benefits
• Vision and Approach Objectives Benefits • High Level Dependency
Inputs

• Business Model Objectives • Initial Quality • Business Model • Scope-specific TOM Map
Summary • Engagement Plan Summary High Level • Prioritised • Engagement
• Change Drivers Brief • Scope-specific • Current State Operating Opportunities Brief
• Engagement • Initial Quality Assessment Baseline Model • Initial List of • Roadmap
Brief Plan Findings • Potential Components Benefits • Initial Business • Design Stage
• Functional • Strategic • Strategy and • Strategy and Opportunities • Strategic • Strategic Case Plan
• Background • Engagement Strategies Guiding Assess Stage Assess Stage • High Level TOM Guiding Guiding • Initial Quality • Programme • All Core 1
Information Brief • Strategic Plan Principles Plan Plan Principles Principles Plan Charter Key Outputs

OR
1.0 1.1 1.2 1.3 1.4 1.5 1.6 1.7 1.8 1.9 Complete 1.10 1.11
Complete Formulate Understand Define vision, Prepare for Analyse Evaluate and Develop the Develop case formal Establish Complete
Tasks

initial strategy the strategic objectives baseline and current state prioritise high level for change programme programme Strategy and
mobilisation context and and benefits analysis and create opportunities Target initiation and governance Assess Stage
change baseline Operating Design Stage gate review
drivers Model planning

+ Scope- + Scope- + Scope-

specific specific specific
tasks tasks tasks
Key Outputs

• Engagement • Strategy • Business Model • Vision and • Baseline and • Current State • Prioritised • High Level • Initial Business • High Level • Programme • Strategy and
Brief Definition Summary Objectives Analysis Baseline Opportunities TOM Case Programme Governance Assess Stage
• Initial Quality • Change Drivers • Initial List of Approach • Potential • High Level • Roadmap Plan Arrangements Gate Review
Plan • Strategic Benefits Opportunities TOM Options • Benefits • Design Stage Report
• Mobilised Guiding • Strategic Dependency Plan
Team Principles Guiding Map • Programme
• Strategy and Principles Charter
Assess (updated)
Stage Plan

Clear scope Focused benefits management Delivery-enabling plans Integrated suppliers

Group of tasks conducted in parallel
Engaged stakeholders Managed risk and opportunities Active quality management High-performing teams
Group of tasks where a choice is
Governance-enabling decisionSmart financing Agile change control Embedded lifecycle assurance and
required
making learning

PwC
July 2014
v1.4
 Core 2 Design operating model changes to optimise benefits realisation

Design
• Benefits • Design Stage
Dependency Map Plan (updated)
• Business Model • Detailed TOM • High Level
Summary • High Level Implementation
• Vision and Implementation Plan (all
Objectives • Design Principles Plan (all releases)
• Design Stage • Vision and • Design releases) • High Level
Plan (updated) Objectives Requirements • Implementation Programme Plan
• Design Stage • High Level TOM • Design Principles • Design Stage • Benefits Strategy (updated)
Plan • Reference • High Level TOM Plan (updated) Dependency Map • Initial Business • Programme
Inputs

• High Level Models • Prioritised • High Level TOM • Design Case Charter (updated)
Programme Plan • Strategic Guiding Opportunities • Scope-specific Requirements • Interim TOM(s) • Programme
• Programme Principles • Scope-specific Design • Detailed TOM • Programme Governance • All Core 2 Key
Charter (updated) Requirements Components • Interim TOM(s) Charter (updated) Arrangements Outputs

2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8

Complete
Tasks

Confirm plan Develop design Establish Design the Define Develop Complete
and mobilise principles and design detailed Target implementation detailed detailed planning Design Stage
for the Design approach requirements Operating strategy and business case and set-up gate review
Stage Model initial plans and benefit governance for
profiles the Construct
Stage
+ Scope- + Scope-
specific specific
tasks tasks
Key Outputs

• Design Stage • Design Principles • Design • Detailed TOM • High Level • Benefit Profiles • Construct Stage • Design Stage
Plan (updated) • Design Requirements • Interim TOM(s) Implementation • Benefits Plan Gate Review
• High Level Standards, • Requirements Plan (all Dependency Map • High Level Report
Programme Plan Methods and Management releases) (updated) Programme Plan
(updated) Tools Process • Implementation • Detailed (updated)
• Programme Strategy Business Case • Programme
Charter (updated) • Test Strategy Charter (updated)
• Programme
Governance
Arrangements
(updated)

Clear scope Focused benefits management Delivery-enabling plans Integrated suppliers

Engaged stakeholders Managed risk and opportunities Active quality management High-performing teams

Governance-enabling decisionSmart financing Agile change control Embedded lifecycle assurance and
Group of tasks conducted in parallel
making learning

PwC
July 2014
v1.4
 Core 3 Build and test operating model changes needed to deliver benefits

Construct

• Input to • Detailed
Implementation Implementation
Planning Plan
• Scope-specific • Implementation • Test Summary
Build • Scope-specific Strategy Report
• High Level Components Test Results • High Level • Built TOM • High Level
Programme Plan • Design Principles • Test Strategy Implementation Components Programme Plan
Inputs

(updated) • Detailed TOM • Built TOM Plan (all releases) • Detailed TOM (updated)
• Programme • Design Components • Built TOM • Interim TOM(s) • Construct Stage
Charter (updated) Requirements • Design Components • Detailed Business Plan (updated)
• Construct Stage • Construct Stage Requirements • Test Summary Case • Programme • All Core 3 Key
Plan Plan • Detailed TOM Report • Benefit Profiles Charter (updated) Outputs

3.1 3.2 3.3 3.4 3.5 3.6 3.7

Complete
Tasks

Confirm plan Manage build Manage testing Develop Review detailed Complete
and mobilise detailed business case detailed planning Construct
for the implementation and set-up Stage gate
Construct plan governance for review
Stage the Implement
Stage
+ Scope- + Scope- + Scope-
specific specific specific
tasks tasks tasks
Key Outputs

• Construct Stage • Built TOM • Test Plans • Detailed • Detailed Business • Implement Stage • Construct Stage
Plan (updated) Components • Test Summary Implementation Case (Updated) Plan Gate Review
• High Level • Products and/or Report Plan (first • Programme Report
Programme Plan Services Acquired release) Charter (updated)
(updated) • High Level
• Programme Programme Plan
Charter (updated) (updated)
• Programme
Governance
Arrangements
(updated)

Clear scope Focused benefits management Delivery-enabling plans Integrated suppliers

Engaged stakeholders Managed risk and opportunities Active quality management High-performing teams

Governance-enabling decisionSmart financing Agile change control Embedded lifecycle assurance and
Group of tasks conducted in parallel
making learning

PwC
July 2014
v1.4
 Core 4 Roll out and stabilise operating model changes and plan subsequent benefits delivery

Implement

• High Level
• Scope-specific Programme Plan
• Scope-specific Post- (updated)
Implementation implementation • Programme
• High Level Actions and Activities Charter (updated)
Programme Plan Outputs • Implementation • Benefit Profiles • Programme
Inputs

(updated) • Detailed Strategy • Benefits • Implementation Governance

• Programme Implementation • Executed Dependency Map Strategy Arrangements
Charter (updated) Plan Detailed (updated) • High Level (updated)
• Implement Stage • Implementation Implementation • Detailed Business Programme Plan • Implement Stage • All Core 4 Key
Plan Strategy Plan Case (updated) (updated) Plan (updated) Outputs

4.1 4.2 4.3 4.4 4.5 4.6 Complete 4.7

detailed planning
Tasks

Confirm plan Manage Manage Evaluate Plan next Complete

and mobilise implementation acceptance by benefits release and set up Implement
for the the business realisation governance for Stage gate
Implement status the review
Stage Operate and
Review Stage
+ Scope- + Scope-
specific specific
tasks tasks
Key Outputs

• High Level • Executed • Business • Benefit Profiles • Detailed • Operate and • Implement Stage
Programme Plan Detailed Acceptance (updated) Implementation Review Stage Gate Review
(updated) Implementation • Detailed Business Plan (next Plan Report
• Programme Plan Case (updated) release) • Programme
Charter (updated) Charter (updated)
• Implement Stage • High Level
Plan (updated) Programme Plan
(updated)
• Programme
Governance
Arrangements
(updated)

Clear scope Focused benefits management Delivery-enabling plans Integrated suppliers

Engaged stakeholders Managed risk and opportunities Active quality management High-performing teams

Governance-enabling decisionSmart financing Agile change control Embedded lifecycle assurance and
Group of tasks conducted in parallel
making learning

PwC
July 2014
v1.4
 Core 5 Embed operating model changes into business-as-usual, realise benefits and continuously improve

Operate &
Review

• High Level
Programme Plan
(updated) • Detailed Business
Inputs

• Programme Case (updated) • Benefit Profiles

Charter (updated) • Programme/ • Benefits
• Operate and Project Dependency Map
Review Stage Performance • Detailed Business • All Core 5 Key
Plan Reports Case Outputs

5.1 5.2 5.3 5.4

Complete Complete post-
Tasks

Confirm plan Close the

and mobilise knowledge implementation programme
for the Operate transfer and benefits review
and Review hand-over to
Stage business as
usual
Key Outputs

• High Level • Knowledge • Post- • Operate and

Programme Plan Transfer Materials Implementation Review Stage
(updated) • Final Hand-Over Benefits Review Gate Review
• Programme Documentation Report
Charter (updated) • Programme
• Operate and Closure Report
Review Stage • Post-
Plan (updated) implementation
Review

Clear scope Focused benefits management Delivery-enabling plans Integrated suppliers

Engaged stakeholders Managed risk and opportunities Active quality management High-performing teams

Governance-enabling decisionSmart financing Agile change control Embedded lifecycle assurance and
making learning

PwC
July 2014
v1.4