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Deliver Early Business Benefits Through Frequent
Successes
Creation of business value is brought about by the delivery of solutions, including the effective use of services. For large, complex service contracts and engagements, value shoul d be demonstrated by early and consistent delivery of results. Deferring the realization of value until the final delivery of the solution imposes risk that customer expectations may not match the outcome and that the result may not be workable. In addition, opportunities are lost to add momentum to the development of the final product through customer feedback and reinforcement. Catalyst divides big, high-risk service contracts and engagements into smaller, more manageable pieces in order to more frequentl y and consistently deliver measurable, added value. Each delivery provides an opportunity to validate the work -in-progress against expectations. Repeated deliveries promote process consistency and provide opportunities to improve processes. In this way they create the potential for solutions to become self-funding as the business benefits of each success more than offset ongoing development costs . CSC CatalystSM Overview ©2009 by Computer Sciences Corporation. CSC Proprietary. All rights reserved. 2009-10-30 3-1 CHAPTER 3 – THE CATALYST FRAMEWORK Introduction to the Catalyst Framework The Catalyst methodology framework consists of framework elements. These are categorized as framing concepts, components, and topics and techniques, as shown in the figure Catalyst Framework Elements. Catalyst Framework Elements The framework elements provide the concepts and the vocabulary that the Catalyst practitione r uses to plan the structure of a service contract or engagement: The framing concepts guide the practitioner in arranging the components into an effective whole that achieves the desired result. The topics and techniques can be used to help understand and effectively deploy the framing concepts and components. Catalyst Framing Concepts Catalyst framing concepts guide the selection and adaptation of Catalyst framework components to address service contracts and engagements. The framing concepts consist of t he domains of CSC CatalystSM Overview ©2009 by Computer Sciences Corporation. CSC Proprietary. All rights reserved. 2009-10-30 3-2 THE CATALYST FRAMEWORK change, model views, units of scope, the Box of Boxes, paths, stages, processes, and activity blocks. The Case Study in the Applying Catalyst chapter presents examples of applying the framing concepts. Catalyst Framework Components Catalyst framework components—activities, roles, and work products—are building blocks. When applying Catalyst, the Catalyst practitioner selects preassembled sets of framework components and techniques, guided by the Catalyst framing concepts, and tailors them for the specific service contract or engagement. The framework components and techniques are interrelated for efficient selection, tailoring, and execution. For example, the selection of a specific work product influences the selection of activities. This selection, in turn, influences the selection of roles and techniques. In the figure, Activities, Work Products, Roles, and Techniques, the arrows depict these interactions. Activities, Work Products, Roles, and Techniques Domains of Change in Catalyst Catalyst looks at a business problem and the impact of change from six perspectives, known as the domains of change. These domains are shown in the figure Catalyst Domains of Change. The business problem or need should be clearly defined in terms of the degre e of impact in each domain. Together, the domains help define the problem scope, measure the impact …show more content…
CSC Proprietary. All rights reserved.
2009-10-30
3-22
THE CATALYST FRAMEWORK
Roles in Catalyst
A role is the complete set of competencies—knowledge, skills, and behaviors—needed to perform a specific type of work. Roles are directly associated with activities or tasks. A person can perform many roles on a service contract or engagement, and a role can be assigned to or divided among multiple people.
Catalyst roles provide the flexibility and specialization needed for innovative, comprehensive, and technology-specific solution development approaches. Catalyst roles are grouped into the following categories:
Business change roles focus on the change program rather than on the ongoing business operation. These roles generally disappear once the change has been implemented.
Ongoing business operation roles focus on running the current business rather than on creating and managing change. These roles generally exist before any change is contemplated and persist after the change has been implemented.
The table Role Examples lists a few selections from each role category. For a complete list of roles refer to Catalyst
Successes
Creation of business value is brought about by the delivery of solutions, including the effective use of services. For large, complex service contracts and engagements, value shoul d be demonstrated by early and consistent delivery of results. Deferring the realization of value until the final delivery of the solution imposes risk that customer expectations may not match the outcome and that the result may not be workable. In addition, opportunities are lost to add momentum to the development of the final product through customer feedback and reinforcement. Catalyst divides big, high-risk service contracts and engagements into smaller, more manageable pieces in order to more frequentl y and consistently deliver measurable, added value. Each delivery provides an opportunity to validate the work -in-progress against expectations. Repeated deliveries promote process consistency and provide opportunities to improve processes. In this way they create the potential for solutions to become self-funding as the business benefits of each success more than offset ongoing development costs . CSC CatalystSM Overview ©2009 by Computer Sciences Corporation. CSC Proprietary. All rights reserved. 2009-10-30 3-1 CHAPTER 3 – THE CATALYST FRAMEWORK Introduction to the Catalyst Framework The Catalyst methodology framework consists of framework elements. These are categorized as framing concepts, components, and topics and techniques, as shown in the figure Catalyst Framework Elements. Catalyst Framework Elements The framework elements provide the concepts and the vocabulary that the Catalyst practitione r uses to plan the structure of a service contract or engagement: The framing concepts guide the practitioner in arranging the components into an effective whole that achieves the desired result. The topics and techniques can be used to help understand and effectively deploy the framing concepts and components. Catalyst Framing Concepts Catalyst framing concepts guide the selection and adaptation of Catalyst framework components to address service contracts and engagements. The framing concepts consist of t he domains of CSC CatalystSM Overview ©2009 by Computer Sciences Corporation. CSC Proprietary. All rights reserved. 2009-10-30 3-2 THE CATALYST FRAMEWORK change, model views, units of scope, the Box of Boxes, paths, stages, processes, and activity blocks. The Case Study in the Applying Catalyst chapter presents examples of applying the framing concepts. Catalyst Framework Components Catalyst framework components—activities, roles, and work products—are building blocks. When applying Catalyst, the Catalyst practitioner selects preassembled sets of framework components and techniques, guided by the Catalyst framing concepts, and tailors them for the specific service contract or engagement. The framework components and techniques are interrelated for efficient selection, tailoring, and execution. For example, the selection of a specific work product influences the selection of activities. This selection, in turn, influences the selection of roles and techniques. In the figure, Activities, Work Products, Roles, and Techniques, the arrows depict these interactions. Activities, Work Products, Roles, and Techniques Domains of Change in Catalyst Catalyst looks at a business problem and the impact of change from six perspectives, known as the domains of change. These domains are shown in the figure Catalyst Domains of Change. The business problem or need should be clearly defined in terms of the degre e of impact in each domain. Together, the domains help define the problem scope, measure the impact …show more content…
CSC Proprietary. All rights reserved.
2009-10-30
3-22
THE CATALYST FRAMEWORK
Roles in Catalyst
A role is the complete set of competencies—knowledge, skills, and behaviors—needed to perform a specific type of work. Roles are directly associated with activities or tasks. A person can perform many roles on a service contract or engagement, and a role can be assigned to or divided among multiple people.
Catalyst roles provide the flexibility and specialization needed for innovative, comprehensive, and technology-specific solution development approaches. Catalyst roles are grouped into the following categories:
Business change roles focus on the change program rather than on the ongoing business operation. These roles generally disappear once the change has been implemented.
Ongoing business operation roles focus on running the current business rather than on creating and managing change. These roles generally exist before any change is contemplated and persist after the change has been implemented.
The table Role Examples lists a few selections from each role category. For a complete list of roles refer to Catalyst