Question

Based the elicitation process, do a strategic analysis on buying a table for a company

Assess the current state

Define what you believe is the future

Assess any risks

Provide the gap between the AS-IS and TO-BE states

Answer 1

Based on the elicitation process

#1: Prototyping -

Benefit: You can make sure that what you’re designing is really what people need while you still have time to change it.

#2: Requirements Workshops –

Benefit: You can get your basic requirements done in a hurry. Also, everyone you invite can become invested in the project.

#3: Interviews –

Benefit: By exploring someone’s knowledge and needs in-depth, one-on-one, you ensure you understand the real, not just the perceived, need.

# 4: Brainstorming –

Benefit: You can avoid potential “gotchas” down the road by enlisting others to help you discover your unknowns. Also, more than most other methods, brainstorming enables you to take in a wide amount of information at once, helping you figure out where you want to go from here.

#5: Observation

Benefit: You can figure out exactly where users are at the start of your project, and you can use your strengths to document it.

current state

CSA Goals, Framework & Methodology

a) Adaptive Capacity

Unison has been adapting since its inception. It has successfully developed an organizational identity post-merger, achieved accreditation with exemplary standing with Accreditation Canada, and implemented a new medical electronic records system (NOD). Unison has strong adaptive capacity, backed by its funding base, and evidenced by its collaboration across a range of sectors. Supporting the ability to be adaptive are multiple reporting and accountability tools such as a performance scorecard, client risk management data and a public Quality Improvement Plan.

b)Management Capacity

Unison has successfully consolidated its operations across its sites. The organization is ready to consider further integration and standardization, both in terms of internal operations and client care. Staff described accessing information and services across the organization for clients as a challenge. And, while there is some fairly informal collaboration occurring at sites, stronger ollaboration between and across sites is desired, tied to integrated care, client outcomes and knowledge-sharing.

c)Technical Capacity

Internal and external stakeholders perceive the staff at Unison to be highly skilled. An identified area for growth is middle management capacity. This is due to the importance of middle management roles in fostering collaboration,

d)Leadership Capacity

Unison’s senior leaders are considered highly effective. They have been successful in navigating the organization down its path after merging, and are poised to harness their ability to demonstrate organizational impact given the rights tools and supports. Middle managers are ready to benefit from capacity building that helps front-line staff be the best they can be

The AS-IS and TO-BE states

References

1. Ishikawa, Kaoru (1985) [First published in Japanese 1981]. What is Total Quality Control? The Japanese Way, New Jersey: Prentice Hall.

2. Ohno, Taiichi (1988), Toyota Production System: Beyond Large-Scale Production, Productivity Press