Bridging Strategy to Execution through a Stakeholder Lens

Transcription

1 Bridging Strategy to Execution through a Stakeholder Lens Helen T. McCullough Arboretum Technology, LLC PMI is a registered trade and service mark of the Project Management Institute, Inc Permission is granted to PMI for PMI Marketplace use only.

2 Presentation Title PMI is a registered trade and service mark of the Project Management Institute, Inc Permission is granted to PMI for PMI Marketplace use only. 2

3 Presentation Title PMI is a registered trade and service mark of the Project Management Institute, Inc Permission is granted to PMI for PMI Marketplace use only. 3

4 Strategy and Execution Challenge today moving the Organization to the mobile economy, optimizing the global millennial workforce and customer base, and competing with the new entrants into existing industries Challenge for IT Executives and Project Managers is to move quickly to implement the strategies to mobile technology changes, with legacy applications, all with an aging work force. 4

5 Learning Objectives Stakeholder s Lens Defining Business Strategy that is consumable by Execution teams: Capability Models SWOT Analysis Execution Frameworks -- Bridging the Chasm TOGAF The Open Group Architecture Framework Agile/SAFe execution teams Use of the Strategy Map Bridging Strategy to Execution 5

6 Acknowledgements BIZBOK 4.5 and Business Architecture Body of Knowledge are trademarks owned by the Business Architecture Guild TOGAF is a trademark of The Open Group Scaled Agile, Inc. Leffingwell, Dean. Agile Software Requirements: Lean Requirements Practices for Teams, Programs, and the Enterprise. Addison-Wesley,

7 Stakeholders Lens The Open Group Standard (2011) The Open Group 7

8 The Open Group Standard (2011) TOGAF 9.1 p

9 Identify the Stakeholders Who gains and who loses from this change? Who controls change management of processes? Who designs new systems? Who will make the decisions? Who procures IT systems and who decides what to buy? Who controls resources? Who has specialist skills the project needs? Who has influence? 9

10 Stakeholder View Identify their Concerns Primary impact Organizational Change Cost & Timeframes Gather their Requirements Goals & Objectives Success Measurements Understand their Perspective 10

11 Stakeholder Class Grid 11

12 Stakeholder Class Stakeholder Group Stakeholder Ability to Disrupt Change Current Understanding Required Understanding Current Commitment Required Commitment Required Support CIO John Smith H M H L M H CFO Jeff Brown M M M L M M 12

13 Stakeholder Map Exercise: Handout Think of a project you are or were involved Identify an individual for each of the stakeholder groups Identify their Class: Keep Satisfied, Key Player, Minimal Effort, Keep informed. What are their key concerns? 13

14 Exercise Debrief Class, Key Concerns C-Suite End-User Organization Project Organization System Operations External Entities 14

15 Business Architecture and the Organization 15

16 Mapping the DNA of the Organization through Business Architecture PMI is a registered trade and service mark of the Project Management Institute, Inc Permission is granted to PMI for PMI Marketplace use only.

17 PMI is a registered trade and service mark of the Project Management Institute, Inc Permission is granted to PMI for PMI Marketplace use only.

18 Business Capability Model (BCM) 18

19 Building the Business Capability Map Information Organization Capability Value Stream Resources 19

20 Information Mapping Customer Name Address Phone number Product Description Identifier Price Account Balance Amount Due Owner Employee Name Address Tax Identifier Supplier Product Price Inventory Divisions Name Location Profit/Loss PMI is a registered trade and service mark of the Project Management Institute, Inc Permission is granted to PMI for PMI Marketplace use only.

21 Customer Management Customer Management Acquisition Management Target Market Development Acquire Customer Customer Care Management Customer Information Customer Relationship Customer Support Customer Profitability Management 21

22 Benefits of BCM Common Vocabulary Identify common or disparate capabilities across Divisions Investment focus Baseline for Strategic Planning Basis for transformational design p BIZBOK 22

23 TOGAF 9 TOGAF is a trademark of The Open Group PMI is a registered trade and service mark of the Project Management Institute, Inc Permission is granted to PMI for PMI Marketplace use only.

24 Architecture Development Method (TOGAF ADM) 24

25 Business Footprint Diagram Describes the links between business goals/ organizational units/ business functions to services, and maps these functions to the technical components delivering the required capability. Provides clear traceability between a technical component and the business goal that it satisfies. Demonstrates key facts linking organization unit functions to delivery services -- a communication platform for stakeholders. 25

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27 PMI is a registered trade and service mark of the Project Management Institute, Inc Permission is granted to PMI for PMI Marketplace use only.

28 Scaled Agile Framework 28

29 Scaled Agile Framework Value Streams Series of system defined deployable process steps Provides continuous flow of value to business Compelling, longer-term initiatives to differentiate business from competitors ( Mission statements). Business Epics Economic drivers of the program portfolio Analyzed prior to implementation commitment Prioritized by value to business 29

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31 Release Planning Business Leaders Business Context Strengths / Opportunities / Threats / Weakness Vision Product Manager Features Benefits Priorities Architecture Team Members Application Architect Data Architect IT Architect 31

32 Business Vision 32

33 SWOT Analysis Strengths Weakness Best Software engineers in the industry! Difficulties finding qualified FTE A nimble organization No System Support team in place Adopting SAFe Lower share of Market Co located Great strategy! Opportunities Threats Transform the online social experiences Amazon has clear market dominance Faster Content translation to Accelerate Closest competitor just acquired by global expansion Amazon Develop product offerings beyond books Linkedin tech communities continue to grow Build an advertising model Leffingwell, Dean. Agile Software Requirements: Lean Requirements Practices for Teams, Programs, and the Enterprise. Addison-Wesley,

34 The Bridge 34

35 Functional Decomposition of Capability Diagram Shown on a single page the capabilities of an organization relevant to specific architecture Focused on What the Organization Does Functional Decomposition diagram allow views of scope and impact based on filters to create a heat map Roadmap to How its done For example, the capabilities to be implemented in the functions of Customer Management. 35

36 Customer Management Capabilities Customer Management Acquisition Management Target Market Development Customer Acquisition Customer Care Management Customer Information Customer Relationship Customer Support Customer Profitability Management 36

37 Level 1 Customer Management Level 3 Level 2 Acquisition Management Customer Care Management Develop Target Market Acquire Customer Level 4 Create Market List Define Customer Segments Prepare Customer Campaign Qualify the Customer Response Capture Customer Profile Level 5 Select Campaign List Define Market Attributes Create Target List 37

38 Heat Map of Customer Management Level 5 38

39 Capabilities to Features 1. Customer Management (Level 1) 2. Acquisition Management (Level 2) 3. Develop Target Market (Level 3) 4. Create Market List (Level) 4 5. Select Campaign List 1.1 Feature As a Marketing Analysis, I need a list of markets for our services to understand the best product offerings for this segment 5. Define Target Attributes 1.2 Feature As a Marketing Analysis I need to define Customer Segments in the markets most likely to purchase our services 5. Create Target List 1.3 Feature As a Marketing Analysis I need to Prepare a Customer Campaign to meet marketing goals. 39

40 Stakeholder Exercise Stakeholder Group Stakeholder Ability to Disrupt Change Current Understanding Required Understanding Current Commitment Required Commitment Required Support CIO John Smith H M H L M H Architect Doc Level Business Analyst Jeff Brown L H H H H H 40

41 Stakeholder Exercise: What architecture documentation is the Stakeholder s primary focus? How do you present the material for their consumption? Capability Model Level 3, 4, or 5? What s their viewpoint? Business Architecture, Application Architecture, Data Architecture, IT Architecture How does your communication and orientation of the work change? 41

42 Exercise Debrief Communications & Architecture Artifacts C-Suite End-User Organization Project Organization System Operations External Entities 42

43 Bridging Strategy to Execution TOGAF Architecture Dev Cycle Business Plans & Strategy Value Streams Capability Model SAFe Epic Features Stories 43

44 Presentation Title PMI is a registered trade and service mark of the Project Management Institute, Inc Permission is granted to PMI for PMI Marketplace use only. 44

45 Questions? 45

46 Thank You! 46

47 Contact Information Helen T. McCullough Cell: