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goal, "What do we want to Transform?"
Leaders of the organisation determine the strategic need for change and formulate the strategic outcomes, which are documented within the strategic business case.
In this phase, leaders of the organisation:, Determine the strategic need for transformation, Formulate the strategic Outcomes, Determine the strategic Benefits
stages, 0.1 Agree approach for phase 0, Products, Phase Quality Plan, Product Quality Plan, 0.1.1 Complete Phase Quality Plan for Phase 0, 0.1.2 Complete Product Quality Plan for Phase 0, 0.1.3 Approve Quality Plans for Phase 0, 0.1.4 Determine Phase 0 Team, 0.2 Engage leadership, Identify leadership group, Brief leaders, Understand transformation, 0.2.1 Identify Leadership Group, 0.2.2 Brief Leaders, 0.2.3 Understand Transformation, 0.3 Determine strategic need, Review corporate strategy, Identify key drivers for change, Identify potential areas for change, Understand customer experience, 0.3.1 Review Corporate Strategy, 0.3.2 Identify Key Drivers for Change, 0.3.3 Identify Potential Areas for Change, 0.3.4 Understand Customer Experience, 0.4 Determine strategic Outcomes, Identify strategic imperatives, Assess ambition for change, Define strategic Outcomes, Assess capabilities, 0.4.1 Identify Strategic Imperatives, 0.4.2 Assess Ambition for Change, 0.4.3 Define Strategic Outcomes, 0.4.4 Assess Capabilities, 0.5 Develop the SBC, Outline transformation scope, Define strategic Benefits, Determine indicative costs, Complete Strategic Business Case, Agree approach to change management, 0.5.1 Outline Transformation Scope, 0.5.2 Define Strategic Benefits, 0.5.3 Determine Indicative Costs, 0.5.4 Complete Strategic Business Case, 0.5.5 Agree Approach to Change Management, 0.6 Executive gate, 0.6.1 Assess Phase 0 Exit Criteria, 0.6.2 Leadership Review, 0.6.3 Communication and Consultation, 0.6.4 Executive Approval
goal, "Where do we want to get to?"
The potential operation of the business in the future is explored. It will be described in the vision and the future operating model. An outline business case is produced at the end of this phase.
In this phase, the potential operation of the business in the future is explored. It will be described in the:, Vision, comprising Vision statement and Outcomes, Future Operating Model, outlining the composition and operation of the changed organisation.
An Outline Business Case (OBC) is produced at the end of this phase, which will set out the transformation required and will form the basis for the development of the Full Business Case.
stages, 1.1 Agree approach for phase 1, 1.1.1 Complete Phase Quality Plan for Phase 1, 1.1.2 Complete Product Quality Plan for Phase 1, 1.1.3 Approve Quality Plans for Phase 1, 1.1.4 Determine Phase 1 Team, 1.2 Engage Visioning team, 1.2.1 Identify Visioning Team, 1.2.2 Brief Visioning Team, 1.2.3 Understand Transformation Challenge, 1.2.4 Visioning Team 'Hopes and Fears', 1.3 Define Vision, 1.3.1 Identify Stakeholders, 1.3.2 Identify Customer Needs, 1.3.3 Unconstrained Visioning, 1.3.4 Agree Business Imperatives, 1.3.5 Develop Vision Statement, 1.3.6 Develop Detailed Outcomes, 1.4 Overview of the current business, 1.4.1 Understand Current Operation, 1.4.2 Understand Business Performance, 1.4.3 Understand Business Issues, 1.4.4 Identify Existing Change Initiatives, 1.4.5 Review Current Capabilities, 1.5 Develop Future Operating Model, 1.5.1 Agree Principles of Future Operation, 1.5.2 Identify Key Functions, 1.5.3 Develop Future Operating Model, 1.6 Develop Outline Business Case, 1.6.1 Determine Potential Scope, 1.6.2 Review Strategic Benefits and Indicative Costs, 1.6.3 Complete Outline Business Case, 1.6.4 Assess Compliance, 1.7 Executive gate, 1.7.1 Assess Phase 1 Exit Criteria, 1.7.2 Communication and Consultation, 1.7.3 Executive Approval
goal, "How are we going to get there?"
Whilst the previous phases identified the objectives of change, this phase defines the programme that will achieve them. A full business case is produced at the end of this phase based on measurable benefits.
The phase consists of:, Scoping and shaping (‘the what’) – defining the scope and objectives of the programme, and outlining the solution in the form of a Logical Design, Structuring the programme (‘the how’) – defining the programme structure and governance and developing high- level plans in order to estimate costs and timescales.
A Full Business Case (FBC) is produced at the end of this phase, providing a detailed justification for transformational change based on measurable Benefits.
stages, 2.1 Agree approach for phase 2, 2.2 Define programme scope, 2.3 Analysis of current business, 2.4 Preparation for Logical Design, 2.5 Logical Design, 2.6 Programme Board gate, 2.7 Product and supplier selection, 2.8 Programme Board gate, 2.9 Identify Benefits, 2.10 Develop the programme structure, 2.11 Develop programme governance, 2.12 Programme planning and costing, 2.13 Develop the Full Business Case, 2.14 Executive gate
goal, "What will the new solution look like?"
This phase develops the detailed design of the solution that will be documented in the design blueprint. The full business case is revised now that more is known about the solution.
The three stages of design add a more detailed level of understanding and show how processes, the organisation structure and technology fit together., The detailed design builds on the scope and processes identified within the Logical Design and defines how the service will operate and what changes are required in the business, The Full Business Case (FBC) is checked to ensure that it is still valid now that more is known about the solution and how it will be delivered, The Functional Specifications define in detail how the new solution will operate.
stages, 3.1 Agree approach for phase 3, 3.2 Preparation for detailed design, 3.3 Detailed process design, 3.4 Detailed organisation design, 3.5 Detailed technology design, 3.6 Produce Design Blueprint, 3.7 Validate Benefits and FBC, 3.8 Executive gate, 3.9 Develop Functional Specifications, 3.10 Programme Board gate
goal, "Creating the new service/solution and testing", During this phase, the detailed design is converted into tangible products such as job descriptions, procedures or IT applications and the whole solution is thoroughly tested.
During this phase, the detailed design will be converted into tangible products:, A new organisation for the business that will support the newly designed ways of working, New and updated process documents, such as policies, standards and procedures, will be written or updated to upport the new ways of working, New technology components will be created or configured and fully tested.
The last element of this phase is end-to-end testing of business processes to ensure that the solution is fit for purpose before being passed over to the business areas.
stages, 4.1 Agree approach for phase 4, 4.2 Preparation for service creation, 4.3 Develop policies, standards and procedures, 4.4 Develop organisation, 4.5 Business scenario walkthroughs, 4.6 Build and unit test, 4.7 System testing, 4.8 Live data preparation, 4.9 Integration testing, 4.10 Validate Benefits, 4.11 Programme Board gate
goal, "Proving the new service/solution works as designed & getting the business ready to use it", This phase contains acceptance testing by the business, followed by transitional activities to prepare the business for going live, such as training or setting up infrastructure. At the end of this phase the solution goes live.
This phase contains three main areas of work:, Further testing of the solution in the form of user acceptance testing (UAT) and operational acceptance testing (OAT), to prove that the solution will work in real business situations and that it is robust, with suitable support processes in place., Transitional activities to prepare the business and technology for going live, such as populating the new organisation structure, training, setting up infrastructure or hardware and software installations., Going live – actually switching to the new ways of working
stages, 5.1 Agree approach for phase 5, 5.2 Preparation for transition, 5.3 User acceptance testing (UAT), 5.4 Operational acceptance testing (OAT), 5.5 Solution acceptance, 5.6 Programme Board gate, 5.7 Process and organisation transition, 5.8 Technology transition, 5.9 Readiness to Go-live, 5.10 Programme Board gate, 5.11 Go-live and Enable Benefits
goal, "Embedding and stabilizing the new solution", Phase 6 seeks to stabilise the solution, optimise all elements of its performance and ensure the new ways of working are fully adopted by the business. Early benefits may be realised within this phase.
The phase consists of:, Stabilise the solution and optimise all elements of its performance, Ensure the solution is fully adopted by the business, Realise early Benefits
stages, 6.1 Agree approach for phase 6, 6.2 Realise Benefits, 6.3 Executive gate, 6.4 Provide stabilisation support, 6.5 Process and organisation stabilisation, 6.6 Technology stabilisation, 6.7 Business support transition, 6.8 Stabilisation review, 6.9 Programme Board gate, 6.10 Programme close-down
goal, "Making sure the Benefits are achieved", This is the final phase, which ensures that the Benefits are actually achieved and are sustainable. Any improvements to the solution must be in line with the overall Vision and support benefits realisation.
This is the final phase, which ensures that the Benefits of transformational change are actually achieved and are sustainable. It includes two main areas of work:, Measuring and evaluating Benefits, Making improvements to the solution and ensuring that these are in line with the overall Vision and that they support Benefits realisation.
stages, 7.1 Agree approach for phase 7, 7.2 Realise Benefits, 7.3 Executive gate, 7.4 Continuous improvement
To be the world's best quick service restaurant experience. Being the best means providing outstanding quality, service, cleanliness, and value, so that we make every customer in every restaurant smile.
Our vision is to be earth's most customer centric company; to build a place where people can come to find and discover anything they might want to buy online.
The worlds premier food company, offering nutritious, superior tasting feed to people everywhere.
Empowering people through great software — any time, any place, and on any device.
To experience the emotions of winning and crushing the competition.
To organize the world's information and make it universally accessible and useful.
To be the standard against which all others are measured.
To be the most creative organisation in the world.
Customers will be dealt with by proactive, knowledgeable customer focused staff, empowered to put the customer first.
Every visitor to our town will be able to access IT for communication, information, booking and advice.
Every learner has an entitlement to extend their skills through e-learning opportunities, courses, support and accreditation.
Every worker will have an opportunity to increase productivity through appropriate flexible working,
The finance department is seen as a desirable place to work.
e.g., Customer satisfaction increased by 30%., Customer waiting time reduced by 50%.
Cashable, delivering the same for less money
Non-cashable, delivering more for the same money
e.g., The volume of services increased by 20% for the same cost., Cost of call centre service reduced by £500,000 p.a., Productivity increase translated into 15% reduction in production costs., Staff recruitment costs due to high staff turnover reduced by 20%.
A radical change involving the production of better products and services, at the same time, more efficient use of resources.
Transformation involves the rejection of the past, the adoption of new behaviors and ways of thinking.
Phase 0 Exit Criteria Checklist
Phase 0 Product Quality Plan
Phase 0 Quality Plan
Sign off sheet
Strategic Business Case (SBC)
Future Operating Model (FOM)
Outline Business Case (OBC)
Phase 1 Exit Criteria Checklist
Phase 1 Product Quality Plan
Phase 1 Quality Plan
Full Business Case (FBC)
Logical Design Document
Phase 2 Exit Criteria Checklist
Phase 2 Product Quality Plan
Phase 2 Quality Plan
Full Business Case (FBC)
Master List of Generic Roles
Master List of Processes
Phase 3 Exit Criteria Checklist
Phase 3 Product Quality Plan
Phase 3 Quality Plan
Training Needs Analysis
Course Joining Instructions
Data Cleansing and Migration Strategy
Integration Testing Approach
Phase 4 Exit Criteria Checklist
Phase 4 Product Quality Plan
Phase 4 Quality Plan
System Testing Approach
System Testing Exit
Unit Testing Approach
Phase 5 Exit Criteria Checklist
Phase 5 Product Quality Plan
Phase 5 Quality Plan
Role to Course Mapping
Trainer to Course Mapping
Phase 6 Exit Criteria Checklist
Phase 6 Product Quality Plan
Phase 6 Quality Plan
Phase 7 Exit Criteria Checklist
Phase 7 Product Quality Plan
Phase 7 Quality Plan
The most important, key position on CHAMPS2® preparing for exams Foundation and Practitioner exams.
CHAMPS2®’s structured approach to logical design, detailed design, creation and testing ensures greater insight is gained at every stage, providing greater confidence in the realisation of benefits. With this model, organisations an deliver a solution that works and integrates processes, the organisation and technology.
by providing clear guidance, tools and techniques. CHAMPS2® is designed to guide organisations to make decisions at the right time, in the right sequence.
delivery through the quality management framework integrated within the method.
for programme teams and stakeholders across all change initiatives. It is likely there will be many aspects to change, from new technology to buildings; CHAMPS2® allows the incorporation of existing strategies and methods within the organisation, such as Quality Assurance or procurement.
This approach can be tailored to fit all sizes of projects or programmes. Indeed, it can be applied to non transformational projects, delivering benefits whilst also providing a framework that ensures all changes occur within the context of the transformational objective.
CHAMPS2® includes comprehensive approval gates.
within the organisation; the leadership commitment combined with business area participation is key to overcoming resistance to change, creating broad experience of successful change and reducing reliance on external consultants.
the essence of CHAMPS2® is creating a vision statement supported by concrete, tangible outcomes that can be delivered incrementally, such as ensuring every child has access to a specific service or employee productivity is clearly targeted.
The City, 1 million citizens, culturally diverse, relatively young, 391,000 households, 30% social housing, Cradle of industrial revolution but suffered from decline in manufacturing, Reinventing itself around knowledge and service economies, Excellent recent record of attracting private investment
The Council, The largest UK local authority, 120 councillors, Cabinet model of government, Around 35,000 non-teaching employees, An annual budget of €4 billion, 5000 customer facing staff, Over 1000 locations - €1.6bn property portfolio
Birmingham’s objectives, Raising customer satisfaction from 59% to 85%, 15% reduction in operating costs, To be among top 10 Local Authorities in UK
Birmingham experience, On track to deliver Benefits in 3 key areas:, Customers, Efficiencies, Staff
Project Management, Concerned with safe delivery, On time, To budget, Planning, Milestones, Resources, Managing risks
Change Management, Concerned with outcomes, Vision, Future operating model, Changes to processes,, organisation & technology, Embedding change, Benefits realisation
A truly holistic approach to managing significant business & technical change - delivering full end to end governance of change
Risk prevention for major Business Transformation programmes - helping to minimise risk and maximising opportunity
Fully tailorable solution and a framework for continuous improvement
Provides a ‘Comfort Blanket’ for the Business and Quality Assurance for the Programme Management teams
A non-prescriptive guidance framework for delivery teams and prevention of unnecessary duplication of effort across the entire lifecycle of a BT programme