CL WorkShop Proyectos Complejos
CL WorkShop Proyectos Complejos
CL WorkShop Proyectos Complejos
˗ Phase 1 – Imperative
˗ Phase 2 – Operationalize
˗ Phase 3 – Integrate
˗ Phase 4 – Execute
˗ Phase 5 – Sustain
There are many forces driving companies to change how they do business, which is frequently addressed through
large, complex, multi-discipline Transformation Programs
Successful transformation is not just about responding to individual triggers, but about effective
integration and execution across all triggers to deliver the full value of a program
• Complexity theory has been developed across fields including: cybernetics, systems thinking, computer science,
engineering, physics, mathematics, earth sciences, sociology and philosophy
A project’s complexity profile is a summary of inherent project risks and complexities measured across five standard
categories and 29 factors; as such, it does not indicate how well a project is being managed. A project’s unique
complexity profile drives the degree of focus, governance and control, that should be built into the overall plan.
58% of client surveyed indicated that they don't have an assigned business transformation leader to lead their
business transformation efforts. It is critical to have a consistent, repeatable approach to transformation program
management, as well as a consistent toolset, and qualified and experienced Program Managers.
Description: Description:
Focuses on aligning long-term Emphasizes executive-level
strategic objectives to visibility to consistently align
Strategy
transformation efforts that will Governance transformation efforts with
Management
collectively produce the desired strategic vision, and deliberate
enterprise end-state, with an processes around leading
emphasis on continually indicators / controls to increase
monitoring transformation proactivity, accountability, and
activity based on priorities and Enterprise effectiveness
impact Transformation
Management Performance
Communications Management &
& Change Reporting
Management
Communications & Performance
Change Management Management & Reporting
Description: RiskManagement
Management Description:
Risk
Emphasizes meaningful Tracks progress to business
engagement with key internal & benefits and provides a
external stakeholders to improve comprehensive view of
change readiness and ensure that transformation impact through
impacts are embraced and Risk Management real-time executive-level
sustained throughout the dashboards and regular
transformation Description: performance analysis
Stresses active identification and
mitigation of potential barriers to
transformation success, with particular
attention paid to ownership, executive
accountability, and cross-functional
impact
By applying the five program management dimensions across the entire Transformation Journey, we can define,
plan, monitor, and control the core dimensions of the program.
Transformation Integrated
Transformation Transition and
Imperative, Objectives Transformation Value Capture
Pipeline Knowledge Transfer
& Guiding Principles Roadmap
Interdependency
Anchoring Decisions Risk – Value Analysis Program Health Checks
Alignment
Key
Decision
Strategy Governance Performance Risk Enablers
Management
Spectrum of Agility
Waterfall Hybrid Agile Agile
PgM Challenge – Combining Agile, Waterfall & Hybrid Agile Projects in a Program
Agile is characterized by: Waterfall is characterized by: Hybrid Agile is characterized by:
• Estimated scope with fixed • Fixed scope with estimated • Fixed scope with estimated time
time and resources time and resources and resources
• Requirements elaborated • All requirements detailed at • High level requirements at the
during sprints beginning of project beginning of the project with
• Flexibility – changes are • Costly to incorporate changes prioritization and modifications
easily accommodated throughout
• Potential for team siloes
• Cross-functional teams • Cross-functional teams during
• Sequential work through each
sprints
• Vertical slice of functionality phase
completed each sprint • Sprints organized by features or
• One release at end of project
prioritized processes
• Potentially shippable product
after each sprint • Releases throughout or at end of
project
1. Strategy and Transformation Imperative • Understand strategy and the transformation imperative facing the client
Imperative
• Establish the transformation objectives and guiding principles for decision making, and manage
2. Objectives, Guiding Principles & Stakeholder
Stakeholders
Management
3. Preliminary Set of Initiatives • Surface a preliminary set of transformation initiatives for analysis and prioritization
Operationalize
i. Implementation Plans • Develop detailed work plans and resource plans for the individual initiatives
Integrate
ii. Interdependency Alignment • Identify and align the dependencies between the initiatives
iii. Integrated Transformation Roadmap • Develop an integrated implementation roadmap for the overall transformation program
i. Delivery Assurance • Monitor and control all aspects of the transformation program and implementation progress
Execute
• Regularly assess the program’s management processes to identify gaps and areas that require
ii. Program Health Checks
additional focus
iii. Executive Reporting • Provide timely, actionable, and metrics-driven assessments of progress to key stakeholders
i. Transition and Knowledge Transfer • Conduct transition and knowledge transfer to Business-As-Usual, and identify lessons learned for the
Sustain
program
ii. Continuous Improvement
• Develop approach and process for supporting and measuring continuous improvement
iii. Program Closure
• Resolve outstanding issues, archive program documents, and conduct client acceptance
At the conclusion of the imperative phase, three principle outputs will have been developed that will be further
utilized in the operationalize phase
1. Strategy and Transformation Imperative • Understand strategy and the transformation imperative facing the client
Imperative
• Establish the transformation objectives and guiding principles for decision making, and manage
2. Objectives, Guiding Principles & Stakeholder
Stakeholders
Management
3. Preliminary Set of Initiatives • Surface a preliminary set of transformation initiatives for analysis and prioritization
Operationalize
i. Implementation Plans • Develop detailed work plans and resource plans for the individual initiatives
Integrate
ii. Interdependency Alignment • Identify and align the dependencies between the initiatives
iii. Integrated Transformation Roadmap • Develop an integrated implementation roadmap for the overall transformation program
i. Delivery Assurance • Monitor and control all aspects of the transformation program and implementation progress
Execute
• Regularly assess the program’s management processes to identify gaps and areas that require
ii. Program Health Checks
additional focus
iii. Executive Reporting • Provide timely, actionable, and metrics-driven assessments of progress to key stakeholders
i. Transition and Knowledge Transfer • Conduct transition and knowledge transfer to Business-As-Usual, and identify lessons learned for the
Sustain
program
ii. Continuous Improvement
• Develop approach and process for supporting and measuring continuous improvement
iii. Program Closure
• Resolve outstanding issues, archive program documents, and conduct client acceptance
While governance structures for transformation programs may Executive Steering Committee Functions:
vary based on the needs of the organization, effective governance Strategic direction and guidance
structures align key functions, leadership, and execution. Initiative prioritization and rationalization
Alignment with business needs and functions
Executive-level decision-making and issue
Sample Transformation Governance Structure resolution
Business Engagement Functions:
Program Sponsor Stakeholder Management
Organizational Change Management
Executive Steering Training
Committee Communications
Domain Authority Functions:
Project Functions:
Legend
Project Execution and Delivery
Transformation Project Level
Program Level Project Risk and Issue Management
Strategy Level
Project Reporting
Issues, Risks and Changes impact each other, and they will impact Program resources and therefore timeline, scope
and budget.
Information Flow
Risks May Create Scope or Change Requests
Managing these processes carefully and understanding the dependencies minimizes (unpleasant) surprises
for you and your client! Leverage the capabilities of your PgM tool* related to tracking and escalation.
*A detailed overview of Deloitte’s recommended PgM tool can be found in the PgM toolkit chapter of this deck.
• Decision Rights are a key component of success for transformation programs and are about making business
decisions. They are a framework by which business issues requiring formal decision making can be managed
• These decisions can be triggered by internal (e.g., request for funding) or external events (e.g., change in
regulations) and require a consistent set of information / analysis to support decision making
˗ What are the supporting management processes and tools to support decision making
2. Roles and Determine groups/individuals involvement in each decision based on a RACI (Responsible,
Responsibilities Accountable, Consulted, Informed) model
3. Decision-Making Documenting high level decision-making process to enable efficient execution of business
Processes processes across multiple functions
An effective decision-making process can be managed by utilizing a Decision Rights Framework so that
all participants understand and adhere to their roles, responsibilities, and authority.
Using high-level estimates from the initiative prioritization exercise, draft transformation pipeline of initiatives as a
starting point for the development of the robust transformation roadmap. The pipeline indicates which set of
initiatives should be executed in the short, medium, and long-terms.
2. Initiative A Wave I
Difficulty to Achieve
3. Initiative E
4. Initiative B Wave II
5. ....
Budget / Resource
cap
m.....
Note: Size of bubble represents relative size of opportunity for each Function
Illustrative
In the Integrate phase, these major outputs will be synthesized along with other tools into a robust Transformation
Roadmap
1. Strategy and Transformation Imperative • Understand strategy and the transformation imperative facing the client
Imperative
• Establish the transformation objectives and guiding principles for decision making, and manage
2. Objectives, Guiding Principles & Stakeholder
Stakeholders
Management
3. Preliminary Set of Initiatives • Surface a preliminary set of transformation initiatives for analysis and prioritization
Operationalize
i. Implementation Plans • Develop detailed work plans and resource plans for the individual initiatives
Integrate
ii. Interdependency Alignment • Identify and align the dependencies between the initiatives
iii. Integrated Transformation Roadmap • Develop an integrated implementation roadmap for the overall transformation program
i. Delivery Assurance • Monitor and control all aspects of the transformation program and implementation progress
Execute
• Regularly assess the program’s management processes to identify gaps and areas that require
ii. Program Health Checks
additional focus
iii. Executive Reporting • Provide timely, actionable, and metrics-driven assessments of progress to key stakeholders
i. Transition and Knowledge Transfer • Conduct transition and knowledge transfer to Business-As-Usual, and identify lessons learned for the
Sustain
program
ii. Continuous Improvement
• Develop approach and process for supporting and measuring continuous improvement
iii. Program Closure
• Resolve outstanding issues, archive program documents, and conduct client acceptance
Effective planning maps out tasks of projects in the program, timing, roles, and responsibilities. Project schedules
are a key tool to ensuring stakeholders understand their responsibilities and expectations and that the program has
appropriate insight into activities and resources necessary to complete the project scope.
Project Schedule
High-level program reporting across project milestones is imperative to successfully track and understand progress.
Each project builds a detailed bottoms-up Projects from the same workstream are consolidated into a standardized
workplan reporting template, which provides:
Quick, simple view of the overall workstream progress and schedule
Ability to track completed, early and late milestones in a program-wide forum
on a weekly basis
Today’s Date
Project A
0% (0 of 3)
IMO T1 IMO B1 - Build System
- Independent Complete
(0 of 3)
0%
Testing Complete
Note: A Milestone is defined as a significant event or time period within the life cycle of the project. These typically are used for progress reporting or linking to external
dependencies. Milestones are usually zero effort, zero duration tasks that have predecessor/successor links or constraints and no resource assignments
Allocating and managing against a resource plan ensures projects stay within budget and meet defined milestone
dates
Snapshot of Resource Planning Grid
ILLUSTRATIVE
External
Program Project Resource Resource PM Start End Total Total
- Hourly Rate
Name Name Type Name Comments Date Date Hours Cost
Rate
Day 1 – XXX XXX XXX John Secured 5/16 9/30 XXX XXX XXX
Paper Smith availability Resource Management Highlights
Column Descriptions
Project personnel needs with
Program Name Descriptive Program Name where applicable
detailed resource estimates to
ensure adequate staff levels
Project Name Descriptive Project name
Forecast resource capacities and
Resource Type Select descriptive title for the resource
allow the Program Management
Other Resource type differs from identified list team to proactively guide and
assist project teams when
External Rate Rate used for external resources – contractors and consultants
needed
Resource Name Resource’s name
Enable Project Managers to
PM Comments Comments from the project manager / lead track which roles have been
Start Date Start of resource duration filled and time periods which
may be lacking resource
End Date End of resource duration coverage during execution
Total Hours Calculated value of weekly hours
Identifying, managing, and aligning critical path project dependencies is key to minimizing the effect of slippages
and mitigating the risk of overall delays.
Key Steps
1 Identify program-level milestones and Map identified interdependencies and points requiring
2
dependencies with “Walk the Walls” workshop coordination using Dependency Planner
“Walk the Walls” is a planning alignment exercise that enables the rapid identification of cross-team deliverables and
dependencies throughout the program, and the building of an integrated milestone roadmap to govern the program
going forward.
Tools Key Activities
Dependency Planner
Document initiative interdependencies and establish points for
coordination
Outputs
Perform decision risk analysis to identify planning risks,
Risk Management determine degree of risk, and develop risk mitigation plans
Framework
Note: Walk the Walls is often used in M&A engagements. For more information, refer to the M&A Square 1 site for supporting tools and methods.
During “Walk the Walls,” teams ensure that relevant milestones have been identified, milestone owners assigned,
alignment on milestone timing obtained, and dependencies highlighted
Each team pre-populates index cards identifying their project’s Format Example
Prep critical path milestones and interdependencies
Function Dependency Finance
Day 1
Critica SWDNA
l
Color-code dependencies based on type (e.g., dependency on IT, Name & # P017
go-live date, etc.) and/or priority
Milestone Description Decommission ASU Daily
Post milestone cards to the “Wall” Feed
Teams do preliminary “Walk the Walls” to obtain an initial Begin Date End Date May 25, 2012 Day 2
understanding of how the program’s deliverables relate
Note: Walk the Walls is often used in M&A engagements. For more information, refer to the M&A Square 1 site for supporting tools and methods.
The high-level roadmap displays the major initiatives identified to transition the client’s future state: ILLUSTRATIVE
Jan 2013 Dec Jan 2014 Dec Jan 2015 Dec 2016
Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Insurance sales Claims Claims (Harvest) Insurance sales Claims Claims (Harvest) Insurance sales Claims Claims (Harvest)
Key business Farm loans sales Farm loans sales Farm loans sales
milestones Crop AgriStability
AgriStability Supp/tax info AgriStability Supp/tax info Crop HPR AgriStability Supp/tax Crop HPR
fee deadline deadline HPR supplementary fee deadline deadline deadline fee deadline info deadline
deadlin fee deadline deadline
e
Systems operations and maintenance
Phase 1: Benefits delivered in Phase 2 Phase 2: Benefits delivered in Phase 3 Phase 3: Benefits delivered in Phase 4 Phase
(2013/14): (2014/15): (2015/16):
Transition Transformation Optimization 4:
Ready • Defined org. structure, RACI, job descr. Initiatives • New policies and procedures defined Initiatives • Portal enhancements (TBD) Final
• Program | product changes implemented • Staff trained and systems updated to
• Customer segmentation strategy support new org. structure
complete • New org. structure fully transitioned
• MDM implemented • CRM implemented
• Channel strategy complete • Portal content migrated to new platform
The following is a generic methodology that contains most of the common activities found in business
transformation projects
Business /
CompanyCustomer
Vision 1. Strategy Design
Strategy
1. Architecture
2. Environment Management Technology
3. Data Conversion
1. Operating Model
4. Management Information
2. Process Design
5. Applications
3. Facilities
6. Infrastructure
4. Real Estate
Un Enfoque de Trabajo
Miguel E. Hidalgo G.
Senior Manager - Operational Excellence
Mhidalgog@deloitte.com
2
Asegurar que los procesos futuros (To Be):
• Se alineen con la transformación
• Maximicen la eficiencia
• Mejoren la calidad del servicio/producto
3
Asegurar el Soporte e Instalaciones para la
nueva estructura estructura organizacional.
Definir Oportunidades
Medir Rendimiento
Objetivo: Identificar el
Objetivo: Medir el estado
problema, alcance del
actual del rendimiento del
proyecto y establecer
proceso e identificar
metas de mejora. Valores Personas
oportunidades.
Fundamentales Excepcionales
Controlar Mejoramiento de
Rendimiento Negocio
Objetivo: Monitorear Ejecución de Objetivo
y mejora continua. Excelencia Común
Alta
Analizar Oportunidades
Colaboración
Implementar Objetivo: Identificar las
causas y evaluar
Objetivo: Desarrollar
potenciales soluciones.
soluciones para enfrentar
las causas.
En la primera fase del proyecto se destina a evaluar el estado actual de la organización y planificar todas
las actividades claves, plazos y productos.
Actividades Claves
• Establecer Modelo Operativo de Alto Nivel.
• Identificar la capacidad de gestionar procesos (Madurez).
• Determinar brechas y Plan de Implementación.
Herramientas
Realizar análisis del desempeño actual de los procesos, identificar productos/servicios estratégicos, y los
atributos que valora el cliente.
Actividades Claves
• Definir alcance y Plan de Implementación.
• Realizar análisis “Voice of the Customer” (VOC).
• Levantar procesos As Is y su evaluación (desempeño, KPIs).
• Identificar requisitos para el soporte e infraestructura.
• Redefinir Modelo Operativo.
Herramientas
D K S
Develop New Products/Services Market Products and Services Sell Products and Services Cont'd.
S-110
D-160 K-210 S-170
D-220 K-010 K-070 K-150 S-010 Build and Maintain
Plan and Manage Implement/Control Initiate, Manage
Implement Plan and Conduct Identify Marketing Develop Public Analyze the Sales Relationship with
Product Business the Marketing and Close Internet
Products/Services Research Opportunities Relations Strategy Area Customer and
Plans Plan Sale
Intermediary
D-170 S-120
K-090 K-160
Define Marketing D-230 K-020 S-060 Identify Specific S-180
Develop Product Develop Physical
and Sales Plan Qualify Products/ Conduct Market Develop Sales Sales Provide Sales
Life Cycle and Distribution
(Customer Services Analysis Plan Opportunities for Support
Global Strategies Channel Strategy
Requirements) Direct Sales
K-100
D-180 K-030 S-070 S-130 S-190
D-240 Develop K-170
Conduct Conduct Determine Initiate, Manage Manage and
Manage Change Positioning for Manage Product
Research and Competitor Customer Contact and Close Direct Evaluate
Orders Products and Obsolescence
Development Analysis Team Sale Performance
Services
S-090 S-210
K-130 K-190
K-050 Design and S-150 Close the Loop to
D-200 D-260 Design and Design and
Identify Customer Develop Initiate, Manage Marketing,
Develop and Launch Products/ Develop Develop
or Market Applications/ and Close Planning,
Design Services Services Promotion Customer Service
Segments Infrastructure for Contracts Manufacturing,
Strategy Strategy
Internet Sales and Logistics
K-140 S-100 S-160
D-210 K-060 Design and K-200 Select/Manage Initiate, Manage
Develop and Perform Internal Develop Develop Product/ Resellers, Sales and Close
Design Processes Assessment Advertising Service Forecast Agents, Brokers, Telemarketing Infrastructure
Processes
Strategy Distributors Sale
En esta etapa se analiza la información obtenida y se define un roadmap para la implementación óptima de
cada uno de los procesos.
Actividades Claves
• Benchmarking del Modelo Operativo y/o comparación con el modelo actual.
• Realizar Benchmark donde se identifiquen las mejores prácticas y KPI’s de la industria.
• Realizar análisis causa-efecto. Simulaciones. Casos de Prueba.
• Identificar oportunidades y definir roadmap de implementación.
• Generar presupuestos para infraestructura y nuevos miembros del equipo.
Herramientas
Una vez que se tienen las oportunidades de mejora identificadas y validadas, se comienza a trabajar en el
“vamos”.
Actividades Claves
• Diseñar procesos To Be, con todos sus elementos.
• Implementación de los nuevos procesos.
• Implementar la nueva infraestructura e incorporación de nuevos miembros del equipo.
• Generar las competencias del equipo.
Herramientas
D K S
Develop New Products/Services Market Products and Services Sell Products and Services Cont'd.
S-110
D-160 K-210 S-170
D-220 K-010 K-070 K-150 S-010 Build and Maintain
Plan and Manage Implement/Control Initiate, Manage
Implement Plan and Conduct Identify Marketing Develop Public Analyze the Sales Relationship with
Product Business the Marketing and Close Internet
Products/Services Research Opportunities Relations Strategy Area Customer and
Plans Plan Sale
Intermediary
D-170 S-120
K-090 K-160
Define Marketing D-230 K-020 S-060 Identify Specific S-180
Develop Product Develop Physical
and Sales Plan Qualify Products/ Conduct Market Develop Sales Sales Provide Sales
Life Cycle and Distribution
(Customer Services Analysis Plan Opportunities for Support
Global Strategies Channel Strategy
Requirements) Direct Sales
K-100
D-180 K-030 S-070 S-130 S-190
D-240 Develop K-170
Conduct Conduct Determine Initiate, Manage Manage and
Manage Change Positioning for Manage Product
Research and Competitor Customer Contact and Close Direct Evaluate
Orders Products and Obsolescence
Development Analysis Team Sale Performance
Services
S-090 S-210
K-130 K-190
K-050 Design and S-150 Close the Loop to
D-200 D-260 Design and Design and
Identify Customer Develop Initiate, Manage Marketing,
Develop and Launch Products/ Develop Develop
or Market Applications/ and Close Planning,
Design Services Services Promotion Customer Service
Segments Infrastructure for Contracts Manufacturing,
Strategy Strategy
Internet Sales and Logistics
K-140 S-100 S-160
D-210 K-060 Design and K-200 Select/Manage Initiate, Manage
Develop and Perform Internal Develop Develop Product/ Resellers, Sales and Close
Design Processes Assessment Advertising Service Forecast Agents, Brokers, Telemarketing Infrastructure
Processes
Strategy Distributors Sale
Actividades Claves
• Diseñar el tablero de control de los KPIs.
• Monitorear los KPIs y establecer la eficiencia de los procesos.
• Levantar alertas en caso de ser necesario.
• Realizar análisis causa-efecto para los procesos con bajo desempeño.
Herramientas
At the conclusion of the integrate phase, three principle outputs will have been developed that will be further utilized
in the Execute phase
1. Strategy and Transformation Imperative • Understand strategy and the transformation imperative facing the client
Imperative
• Establish the transformation objectives and guiding principles for decision making, and manage
2. Objectives, Guiding Principles & Stakeholder
Stakeholders
Management
3. Preliminary Set of Initiatives • Surface a preliminary set of transformation initiatives for analysis and prioritization
Operationalize
i. Implementation Plans • Develop detailed work plans and resource plans for the individual initiatives
Integrate
ii. Interdependency Alignment • Identify and align the dependencies between the initiatives
iii. Integrated Transformation Roadmap • Develop an integrated implementation roadmap for the overall transformation program
i. Delivery Assurance • Monitor and control all aspects of the transformation program and implementation progress
Execute
• Regularly assess the program’s management processes to identify gaps and areas that require
ii. Program Health Checks
additional focus
iii. Executive Reporting • Provide timely, actionable, and metrics-driven assessments of progress to key stakeholders
i. Transition and Knowledge Transfer • Conduct transition and knowledge transfer to Business-As-Usual, and identify lessons learned for the
Sustain
program
ii. Continuous Improvement
• Develop approach and process for supporting and measuring continuous improvement
iii. Program Closure
• Resolve outstanding issues, archive program documents, and conduct client acceptance
At the conclusion of the integrate phase, three principle outputs will have been developed that will be further utilized
in the Execute phase
1. Strategy and Transformation Imperative • Understand strategy and the transformation imperative facing the client
Imperative
• Establish the transformation objectives and guiding principles for decision making, and manage
2. Objectives, Guiding Principles & Stakeholder
Stakeholders
Management
3. Preliminary Set of Initiatives • Surface a preliminary set of transformation initiatives for analysis and prioritization
Operationalize
i. Implementation Plans • Develop detailed work plans and resource plans for the individual initiatives
Integrate
ii. Interdependency Alignment • Identify and align the dependencies between the initiatives
iii. Integrated Transformation Roadmap • Develop an integrated implementation roadmap for the overall transformation program
i. Delivery Assurance • Monitor and control all aspects of the transformation program and implementation progress
Execute
• Regularly assess the program’s management processes to identify gaps and areas that require
ii. Program Health Checks
additional focus
iii. Executive Reporting • Provide timely, actionable, and metrics-driven assessments of progress to key stakeholders
i. Transition and Knowledge Transfer • Conduct transition and knowledge transfer to Business-As-Usual, and identify lessons learned for the
Sustain
program
ii. Continuous Improvement
• Develop approach and process for supporting and measuring continuous improvement
iii. Program Closure
• Resolve outstanding issues, archive program documents, and conduct client acceptance
Separate from training for end-users, “Knowledge Transfer” is an integral part of the change process. It is the
collaborative process of building explicit knowledge, skills, and abilities (along with the confidence to apply them)
through activities, mentoring, and other project activities.
Knowledge Transfer Framework
Migration Plan
How clearly defined are the steps
Stakeholder Resistance to achieving the future state?
How much resistance exists?
Technical/Training Sponsorship
How skilled are individuals in the Technology How much support truly exists?
and organization aspect of transformation?
AMTRAK_104_02
Revise opportunities and barriers identified that employees are well-informed about
that must be addressed for the project to and involved in the change
be implemented successfully
Materials: Change Management
Materials: Change Readiness Assessment, Communication Strategy, Phase 1
Phase 1
Knowledge Transfer
Continuous Improvement maximizes the organization’s ability to efficiently execute business processes in a way that
is aligned with strategic goals, while ensuring improvements are institutionalized and engrained in the fabric of the
organization.
All projects and programs have a finite start and end. Closing projects involves gaining stakeholder and customer
acceptance of the final products and services, and bringing the program to an orderly end.
Closing Process
Processes performed to conclude all activities across the program to
formally complete the program, projects, or phase.
It is important to formally close the program in order to reflect on what can be learned to improve
future transformations.
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