Large change- Transform work- complex and transformative change activities cross functional, touching multiple operational aspect, operating model changes, M&A.Small change- adding product or system features, updating product design, small process improvements.BAU Run work- servicing customer, conducting marketing activities, paying suppliers….BAU Fix – fixing issues, dealing with customer complaints, repairing an asset.BAU Maintain- maintaining asset (physical assets, intangible asset such as the brand.).We can broadly categorise different types of BAU and Change work The concept of TAU (vs BAU) is to minimise this tension and to ensure successful collaboration between BAU and Change (Project) teams- both working in tandem to drive and achieve the strategic change agenda.īAU is not as exciting (even often treated as overhead) as strategic projects but remain business critical to ensure that there is a business (to pay for the projects) There is inherent tension between BAU and Change, as Projects by definition are about driving change- challenging and changing the status-quo. Hence, the need for organisation to evolve from a BAU to TAU mindset and operating model to become more efficient/productive and embrace, support Project initiatives.Ĭhange is mostly driven by projects mostly sitting outside BAU operational functions/ teams. In addition, the increasing level of changes (in some cases transformative changes) are putting pressure on BAU activities/team requiring tight collaboration and integration between Projects and BAU (during project delivery and transition to BAU). It is not longer sufficient to just run the day to day operation well, there is an increasing need to actively manage, monitor and optimise BAU activities. The accelerating pace of change, increasing competitive pressure and global disruptive events (such as COVID19) are increasingly impacting BAU activities leading to the concept of TAU (Transformation as Usual). “Change is the only constant in life.” Heraclitus, Greek Philosopher
They will have to run the target systems for a long time after the IT room migration has completed. Understand service delivery requirements and their role in maintaining customer SLA’s.Engage the service delivery organisation early in the IT room migration and involve them wherever possible, for example in build work, testing (shut-down/restart), and migration.Assign IT room migration resources to work with BAU service delivery.Ensure the support organisation is engaged appropriately to facilitate a smooth handover.Coordinate with IT room migration team to resolve environment issues to a maximum of 2 weeks after completion of build phase unless faced with repeat outages due to technical reasons like performance, availability issues.Acquire knowledge from IT room migration team as required to manage the build components or environment.Engage the key support members in the build phase form an appropriate stage so that knowledge of infrastructure can be attained.Timely allocation of skilled resources to facilitate knowledge acquisition as per project plan.The responsibilities of the BAU support organisation during the handover could be for example: Ensure that the support organisation is updated on known errors and issues.Provide early life support for a maximum duration of 2 weeks.HLD, LLD, architecture diagram, test plan and standard operation procedure, AS-IS build document, physical location in IT room pictorial depiction of IT room, configuration details are examples of documents that project team will share with support organisation based on the project plan and specific requirements of the project.Prepare or help the support organisation in preparation of support manuals, documents and other deliverables required for handover.
0 kommentar(er)
