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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 …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 …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