Discovery

Discovery - The first step in getting control of your issues.

Why start with discovery? Why not just jump straight into business improvement? If we don't all agree on where we are now, it's nearly impossible to plan a route to where we want to go.
So, the first job is to get the issues out of people’s heads and into the daylight where we can all work on it as a team.
The classic way to way to do this is discuss business function with the core stakeholders. And it's still the best way. Getting issues down in black and white, or at least on a whiteboard, reduces the chance of ambiguity about a process, goal or a different understanding of same

Definition

Problem definition- Creating a list of core deliverables

Wait! Didn't we just document the problems in Discovery? Not quite. A whiteboard is a great tool for exposing the problems but not much good for separating the cause from the symptom or defining the core problems that lead to most others on the whiteboard. That is what The Problem definition phase does. We drill down to core issues or core gaols that would be a win for the company. This also leads us to define the core deliverables that our organisation promises to deliver yours in a defined timeframe.

Deployment

Once we have captured the core deliverables, we can shift to creating the project blueprint. This includes the way forward roadmap and milestones, the budgets and other requirements This is tailored for the complexity of business. No off-putting jargon or "analysis paralysis", just straight forward improvement approach with properly allocated responsibilities and accountability. You and your staff already know all the important stuff: the exceptions, the confusion over roles, the bottlenecks, the problem areas, the inefficiencies, actually everything. Our job is to use this information to create a strategic plan to address your core issues and train your team to deliver it.