Recommendations - tpximpact/f4-fsa-field-ops-discoveries-overview GitHub Wiki

The suite of recommendations arising from this discovery are focused on Field Ops Continuous Improvement opportunities.

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• Context: Programme Scope | Recommendation Criteria
• Recommendations:
  • Pathways (including visual roadmap)
  • Pathway 1: Continuous Improvement
  • Pathway 2: Shared Accountability
  • Pathway 3: Cost Efficiency

We are using the following assumptions and definitions to pitch recommendations for the Continuous Improvement programme to take forward, and to ensure correct roadmap positioning and prioritisation.

	Change Level	Interventions	Opportunity Horizon
Business as Usual	Functionality fixes	Tactical	Middle to Long
Continuous Improvement	Minor structural change	Foundations for Strategic	Middle to Long
Transformation	Major structural change	Strategic	Long

• There are documented business processes and procedures in place.
• There are systems, applications and tools in operation to enable those processes and procedures. These may be digital or manual.
• There is a way to capture issues and prioritise them against delivery of the service.
• BAU tasks are focused on:
  • keeping the lights on - ensuring everyday processes are/can be completed.
  • short-term fixes to restore service when things go wrong.

• There are business processes and procedures, and systems, applications and tools in place, and in operation.
• There is an agreed set of service metrics and KPIs in place, and regular monitoring of them to identify areas for improvement.
• There are feedback loops in place and regular review of feedback.
• Continuous improvements tasks are focused on iterations of processes and tools, not major redesign, development or implementation.
• Each continuous improvement initiative:
  • supports the organisation’s goals and objectives.
  • has a defined vision that provides context for decision-making.
  • has a defined start and end point.
  • is validated against its success criteria before work starts on the next initiative.

• There is a clear business/organisation-level objective and purpose for change.
• The ‘As Is’ way of working has been mapped and documented.
• A vision for a future way of working is created.
• The ‘To Be’ way of working is mapped and documented, and is iterated if necessary as progress is assessed.
• Transformation could involve modernising the organisation by reviewing business processes and procedures, and changing them where appropriate.
• Transformation could involve modernising the organisation by revamping existing, or implementing new, technologies, where appropriate.

Term	Description	Do things like	Don’t do things like
Business as usual (BAU)	Distinguish between: - Running every day operations, and - Changing how things are done	- Operate to existing, recognised processes and procedures. - Fix current systems, applications, tools that are broken. - Use agreed ways to flag processes, procedures, systems, applications and tools that need to change.	- Redesign processes and procedures. - Replace whole systems, applications or tools.
Improvement (CI)	Distinguish between: - Regular review and improvement of processes, procedures, systems, applications and tools.	- Use agreed ways to track and review effectiveness of current ways of working. - Revise and update existing processes, procedures, systems, applications and tools.	- Redesign processes and procedures. - Replace whole systems, applications or tools.
Transformation	Distinguish between: - Wholesale business and/or system redesign and change, and - Gradual improvement over time.	- Create a vision. - Redesign existing or create new processes and procedures. - Rebuild existing or replace whole systems, applications or tools.	- Minor tweaks and fixes.
Service	Distinguish between: - End-to-end service delivered by Field Ops/FSA, and - System or microservice that enables a process.
Service Design	Distinguish between: - The end-to-end business process(es), lifecycle and - Applications and tools that enable all or part of a process and deliver an experience.	- Set out a vision. - Look at the end-to-end; drill into the detail. - Business process design. - Technical architecture design. - Data modelling. - User research and interaction design. - Relate systems, applications and tools to processes. - Establish feedback loops for continuous improvement.	- Ignore the big picture, the business objectives, or the user needs. - Focus on isolated processes or tools without understanding how they impact other things.