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BPI ‘As-Is’ Technology Assessment – Focus Phase

Blog: Biz-Performance, David Brown

BPI ‘As-Is’ Technology Assessment – Focus Phase

As Is Technology Assessment - Focus Phase.png


  • Analysis of the information technology (IT) environment and its performance that supports current processes including:   
    • Network architecture: Listing and locating the workstations, host computer systems, local area network servers, network communications infrastructure, and system/network management facilities along with the architectural boundaries and constraints
    • Application architecture: Identifying the current suite of applications in use in the organization, their location within the organization, and the interfaces that exist between various applications
    • Data architecture: Identifying the important data in use by the organization and how that data flows within the organization
    • IT Department Overview: Description of structure, functions, skills and         experience of the IT Department staff, as well as general IT management practices (e.g. outsourcing or third-party maintenance agreements).   

Client Value

  • This deliverable provides the client with an understanding of the current IT environment and the opportunities associated. It serves as a foundation for later estimating ‘rough order of magnitude” (+/- 50%) information technology costs and potential constraints to implementation as part of the Priority Opportunities deliverable.    
  • The ability to secure funding for the technology support necessary to implement redesigned processes may be jeopardized if this deliverable is not completed.


The objective of this assessment is to obtain a basic understanding of which parts of the current process being redesigned receive automated support, as well as an understanding of current capabilities to develop, acquire, or integrate new systems. Because the cost and time involved in major technology investments may have a significant impact on the overall feasibility of the BPI program, it is important to have a clear understanding of the skills/expertise of IT resources before commencing redesign activities.
  1. Assess current information systems support in the organization   
  • Review information systems documentation and gather necessary information from IT management/staff       
  • Assess the level of sophistication of client personnel (IT and users)       
  • Inventory current hardware and applications   
  • Develop current network, application, and data architecture models   
    • A graphical system depiction or application architecture schematic at a high level will illustrate the extent and complexity of the existing application architecture and infrastructure and may indicate the areas that should be addressed in parallel with the BPI campaign.                
  • Identify potential IT issues to be considered during the redesign effort   
    • Gather information from internal customers and external sources as to requirements needed from the IT organization an the performance of other IT organizations (Benchmarking)       
    • Conduct appropriate analysis and identify gaps between current and desired     performance (Application Portfolio Analysis)       
  • Coordinate efforts to assess current I/T performance in with parallel exercises to conduct the “As-Is” Process Assessment and “As-Is” HR Assessment.
  • Review with appropriate client personnel for accuracy
    • After gathering and synthesizing the above information, present this material informally to the customer to verify that all information is accurate, complete and properly interpreted and presented.   



    • Often, this task provides a forum for employees to vent frustrations with IT Department personnel. The consultant should be sensitive to employee perceptions of the IT function within the organization. This communication needs to be managed to avoid damaging relationships between the IT organization and other parts of the organization.    

    Tactics/Helpful Hints

    • Utilize existing client documentation wherever possible, rather than spending an excessive amount of time collecting data.


    • The identification of IT-related problems requires objectivity on the part of the IT-specialist consultant and should not be delegated to client team members. However, client team members can and should be involved in validating or discussing the issues identified.
    • Consultants must have experience with management of IT functions in organizations in order to identify deficiencies that may exist with current IT management or staff
    • In addition, an understanding of the technical and operational aspects of the technology being used in the organization is important.

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