Business process reengineering (BPR) is not only known as a highly effective technique to bring about organizational change, but also as being considerably expensive. Prepare the following TWO modelling and reengineering examples to persuade AT&T’s management of ESSolution’s expertise in this area as well as of the merits of BPR in general.

The senior consultant in your team has had a long chat with AT&T’s Chief Content Officer (CCO). Given AT&T’s new HBO MAX streaming service, he is particularly interested in reengineering the ‘appraise RFP1 response’ (RFP) process.

AT&T believe HBO Max is going to be the ‘workhorse’. For now, the current HBO service will still be available. However, AT&T points out that HBO Max will offer all of the same content and much more, saying that it will make sense for subscribers to migrate to the new service.

Hence, AT&T’s is interested in streamlining its acquisition of content for HBO Max. Your manager thinks it is crucial for the success of ESSolution’s proposal to outline how you could help to improve the ‘appraise RFP response’ process for AT&T.

Task: 

Create a number of connected Event-Driven Process Chains (EPC) to represent AT&T’s ‘appraise RFP response’ process. The EPC must align with the information provided in the box below. Place an image of your EPC model in your report that is well-readable at 100% zoom. Also save your answer in your ARIS database under the AS-IS folder.

Consider the following constraints when designing your models:

• No EPC should contain more than SEVEN levels of functions. If you exceed this number, use drill-down models as shown in the labs.

• Each of your EPC models should contain at least two objects for each major pillar of the ARIS house (Function View, Control View, Data View and Organisation View).

• Your EPCs should describe one connected process.

<Case description>

You are meeting AT&T’s CCO at the company’s head office. You ask him to tell

you how AT&T go about the ‘appraise RFP response’ process.

He answers; AT&T HBO Max accepts either hardcopy (paper-based) or softcopy (electronic) RFP responses. Clearly, if the RFP response is a hardcopy it has to be captured by AT&T’s enterprise system. This is done by the data personnel (DP) of the Information Services Department. The DP checks the RFP response for completeness. Often the required information is missing so the RFP response is returned to the potential content provider for more information and resubmission while the complete RFP responses are forwarded to me as the CCO. I review the RFP response and appraise the risk and forecasted costs. I decide whether the RFP responses are either low, medium or high risk before passing them on to the Finance Department.

The Finance Department also appraise the RFP responses. The Department both approves and ratifies low risk RFP responses whereas the medium and high risk RFP responses can only be approved or not. The approval decisions are mainly based on HBO Max’ current budget projections and the financials and cost estimates submitted in the RFP response. An appraisal report is completed by the Finance Department and attached to each RFP response.

The approved RFP responses are then scheduled for ratification by the HBO Max board of executives at their next board meeting. In most cases the RFP responses reviewed by the board are ratified.

Also, it is worth noting that a rejected RFP response can only be resubmitted as a softcopy and is automatically discarded after being resubmitted three times.

Answer rating: 100% (QA)

Project RFPs Request for Proposals are most effectively prepared using predefined standards that provide content guidelines along with established viability criteria to facilitate evaluation and promo... View the full answer