The procedure for each gap analysis consultancy will vary
somewhat in the nature of things. A lot of effort will be put into a Statement
of Work or similar document ahead of the assignment. Much of that may well be
changed in the light of the emerging realities.
Nonetheless, the approach is usually
much as indicated below:
The agreed range of
platforms has to be defined
- so that the scope of the review is clear from the start. This will in turn
help to identify the key areas and hence the key players to be interviewed.
Talk to the Capacity
Management Team - each
interview, rather than trying to “score” activities on some arbitrary scale, is
focused on current activities and deliverables.
Each interviewee is asked to submit sample performance and
capacity reports, ideally some that they are proud of and some that they had
pain in creating and any that they felt they should be able to generate but
can’t.
Assess against relevant
good practice checklists - all
the discussions are held in the light of the checklists for Good Practice in
the areas selected by the CIO.
Readily available
reports submitted for analysis - all of the interviews and sample reports
are then analysed and a review produced.
Reveal the gaps (known
and unknown) – the
review is produced revealing gaps and identifying SWOT (Strengths, Weaknesses,
Opportunities and Threats) and next steps.
Depending on the site and the number of target systems
this exercise is typically two to four weeks. It is essentially a short
snapshot where the consultant is totally immersed in the material to produce a
quick report to management. It is not a vehicle for an extended on-site army of
management consultants.
I’ll be sharing some case studies with you on Friday. In the meantime why not join our Community and get access to white papers, on-demand webinars and more....http://www.metron-athene.com/_downloads/index.html
Adam Grummitt
Distinguished Engineer
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