Kiah Diagnostic Review Process - Guide

As at Sept 2020
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 Context
The goal of a diagnostic is to assist the client design, build and implement
Diagnose improvements to their business.

Strategic Intent The Kiah Method helps identify immediate risks and opportunities for
improvement and sets the basis for recommendations on the best way to
Clear narrative and links to
function or program implement the proposed changes.

Program /
Functional Level Identify
Frameworks, structures,
immediate Design Build Implement
risks/opportunities
processes and procedures

Project / The diagnostic is particularly useful for clients who have requested an
Establishment Level individual or specific specialist. It allows Kiah to understand the real
Roles, workflows, toolkits, problem they are trying to solve and put forward a more balanced solution.
templates and guidance

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 Delivery Approach

Strategy Strategic intent/Legislation Objective:

Assess the current state practices:

• identifying alignment with vision, mission and objectives;

• identifying barriers and constraints; and

Functional Operations Governance Structure
• identify remediation strategies.

Focus on:

• Strategic intent / legislation (why has it been established)

Comms / Reporting
• Functional level (what is it aiming to achieve)
Delivery Implementation
Engagement
• Establishment level (how is it being implemented)

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 Method
A. Workshops and interviews: C. Optional - Maturity Assessment
Workshops with staff and interviews with senior Executive and A good way to diagnose critical issues is to conduct a maturity
major stakeholders are an effective method to gain insight into the assessment. This may include an assessment of capability,
problem you are attempting to diagnose. frameworks, systems or processes.
Refer to other Kiah Method guides in relation to hosting Refer to other Kiah Method guides in relation to assessment
workshops. delivery and presentation.

B. Artefact review:
Agree up front with the client the artefacts you need to review as
part of the diagnosis process. Examples of the types of artefacts
you will seek to obtain include:

• Strategic documentation including Frameworks and internal

policies

• Reports and project documentation

• Process and procedures and Website pages

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 Delivery Planning

Plan your delivery approach through a schedule that takes

into account time for discovery, key deliverables and client
feedback.

Incorporate time for draft reports and presentation of

findings and recommendations.

Incorporate stage review points, i.e. impact assessments

which help both parties understand the findings before they
evolve into a recommendation

Refer to other Kiah Method guides and templates in relation

to scheduling, reports and presentations.

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 High level approach description
Initiation
Consider commencing with an initiation activity to confirm the scope and agree the terms of an engagement plan. The
Engagement Plan documents the method and cadence for communications and engagement, identifies key stakeholders and
outlines reporting and evaluation requirements.

Phase 1 – Current State Assessment

This is a Discovery phase that gathers baseline data on current capability and function. During this phase Kiah will review
existing operational documents and other artefacts e.g. role-based descriptions.
Upon completion of this phase, develop a Current State Assessment outlining the change readiness at the organisational level,
and the potential/likely change constraints or barriers. This common understanding of the current state will help facilitate
agreement to planning and implementation during subsequent phases.

Phase 2 – External Scan

This is a secondary Discovery phase that is designed to build on the Current State Assessment. Information relating to external
programs or activities that impact or contribute to future state will be analysed and compiled into an Impact Analysis. The
outcomes of both phases contribute to the final report.
Phase 3 – Final Report
At the conclusion of this phase, prepare a Final Report, including evaluation findings and recommendations.Implementation
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 Optional tools - examples
The diagnostic process may be supported by a number of tools which are designed to visually depict findings or
recommendations and demonstrate to the client that you understand their unique operating environment.

Page Maturity Assessment is a visual display of the outcomes of analysis. This can also be used as a baseline to the maturity of the
8 business area or project you are analysing and used for comparative analysis following the implementation of improvements

Page Integrated Approach is an example of a visual display used to demonstrate to the client how recommended changes or
9 improvements can be implemented taking into consideration operational constraints or priorities

Page Implementation Plans can be used as a supporting document to demonstrate how recommendations could be implemented
10

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 Communications & Engagement Capability Maturity
Assessment Report - Baseline

Criteria Score Comments

Communication Messaging Communication Messaging
• There is a clear narrative, objective and goal which is readily There is messaging at the program level which articulates purpose
consumable for all stakeholders, at both the program and project however this is not consumable (available) for key stakeholders. Project
level. 1 2 3 4 5 level narrative not evidenced.

Reporting & Governance Reporting & Governance

• There is a clear policy, program governance and reporting Weekly meetings with projects has been set up however there are no
frameworks in place which are evidenced in daily operations and standard reports procedures or templates. A governance framework at
supported with templates and checklists. 5 the program level is not in place making programmatic reporting
1 2 3 4 difficult.

Stakeholder Engagement Stakeholder Engagement

• All stakeholders are identified, strategically engaged at the right Stakeholders are identified and engaged inconsistently throughout
time and with the right message across all projects. consultation. There is no central place to manage all stakeholder
1 2 3 4 5 engagement activities.

Collaboration Collaboration
• We have processes and tools in place that allow us to collaborate There are limited tools to support collaboration within TGA and across
within our program team, with TGA, across our department and the department. This makes it difficult to leverage the existing
internationally
1 2 3 4 5 capabilities across the department.

Planning Planning
• We have planned our communications and engagement activities Following consultations many projects are still identifying the required
enabling us to manage and deliver communications at the program work activities and timelines that need to take place. Project plans needs
and project level
1 2 3 4 5 to be developed.

Information Sharing
Information Sharing Information is primarily shared via email within TGA. Information
• We have processes and tools in place which enable us to share about progress on projects and engagement activities may not filter
information across our project team, cascade information within within and across departments.
and across out departments 1 2 3 4 5
Channels
Channels Email is used as the primary method internally. There are opportunities
• We utilize existing internal and external channels to engage our to more effectively use the website, newsletter and webinars as channels.
stakeholders. There is a clearly understood channel for our
stakeholders to seek and engage us.
1 2 3 4 5
 Integrated Approach
MANAGING IMMEDIATE RISK
Activity 1
• Action Plan Reporting
• Project scheduling
Diagnostic
• Stakeholder mapping
• Communications stock taking

RUN – BUSINESS AS USUAL

Sequence build activities to support BAU
and immediate risk

BUILD OPERATIONAL
Activity 2: Support to BAU Delivery
METHODOLOGY
Structure, process, templates, tools

Activity 3: Build Capability

Training, education and support to Project Managers

FEB MARCH APRIL MAY

Proposed Implementation Timeframe