The role of roadmapping in the strategy process

Transcription

1 k$ unit system software electronics mechanics optics S2, S3 T1, T S4 S6 V by Gerrit Muller Buskerud University College gaudisite@gmail.com Abstract The strategy process is positioned in a simplified decomposition of the business in processes. The CAFCR model is introduced as a means to structure a roadmap (CAFCR is also used as a means to structure architecture descriptions and methods). The steps to come to an integral roadmap are explained. The goal of the roadmap is discussed, in relation with mission and vision and in relation with a committal plan. sharpen business specific, but mission vision open and generic Distribution This article or presentation is written as part of the Gaudí project. The Gaudí project philosophy is to improve by obtaining frequent feedback. Frequent feedback is pursued by an open creation process. This document is published as intermediate or nearly mature version to get feedback. Further distribution is allowed as long as the document remains complete and unchanged. status: preliminary draft Market Products Technology People Process reality facts context overview roadmap input forecasted facts educated scenarios input forecasted facts estimates for educated scenarios focus Gemini actual Q1 Q2 Q3 Q4 sales products fte input for next roadmap total committal plan reality facts empowerment

2 Simplified process view customer supplying business strategy process customer oriented (sales, service, production) process value product creation process people, process and technology management process 2 Gerrit Muller RSPprocessDecomposition

3 Tension between processes customer supplying business strategy process feed back customer oriented short term; cashflow! product creation value mid term; cashflow next year! people, process and technology long term know how (soft) assets 3 Gerrit Muller RSPprocessDecompositionAnnotated

4 Platform strategy adds one layer supplying business customer strategy customer oriented short term; cashflow! product creation value mid term; cashflow next year! component or platform creation people, process and technology long term assets long term know how (soft) assets 4 Gerrit Muller RSPprocessDecompositionPlusAnnotated

5 CAFCR framework for architecting drives, justifies, needs enables, supports What does Customer need in Product and Why? Customer What Customer How Product What Product How Customer objectives Application Functional Conceptual Realization 5 Gerrit Muller CAFCRannotated

6 Integrating CAFCR What does Customer need in Product and Why? Customer What Customer How Product What Product How Customer objectives Application Functional Conceptual Realization context understanding intention objective driven opportunities constraint awareness knowledge based 6 Gerrit Muller MSintegratingCAFCR

7 CAFCR can be applied recursively Consumer Drives Enables Customer's Customer Business Drives Value Chain larger scope has smaller influence on architecture Enables Customer Business Enables Drives System (producer) 7 Gerrit Muller CAFCRrecursion

8 Structure of a roadmap drives, requires supports, enables Customer objectives Application Functional Conceptual Realization Market Products Technology People Process Marketing Architect technology, process people manager time, ca 5 years 8 Gerrit Muller RSProadmapStructure

9 From generic mission to factual roadmap vision business specific, but open and generic mission Market Products Technology People Process roadmap forecasted facts educated scenarios forecasted facts estimates educated scenarios 9 Gerrit Muller RSPmissionVsRoadmap

10 From Market, Product, Technology to People, Process Customer objectives Application Functional Conceptual Realization Market Products Technology feedback homework 2002 system actual 2002 electronicsorion Gemini 2002 actual software Orion actual Scorpion Gemini Orion research Scorpion Gemini maintenance research Scorpion total maintenance research estimate total maintenance 22 by program manager total estimate estimate by program by people 133 manager 136 manager estimate by people by program manager manager estimate by people manager People Process after iteration 10 Gerrit Muller RSPfromMPTtoPP

11 People estimate, program view 2002 Gemini actual system software electronics mechanics optics total estimates by program manager estimates by discipline manager Gerrit Muller RSPdisciplineGeminiMatrix

12 People estimate, discipline view Orion Gemini Scorpion research maintenance total software actual estimate by program manager estimate by people manager Gerrit Muller RSPprogramSWmatrix

13 Roadmap of people skills sys product creation customer support sw elec optical mech high sys sw elec optical mech high med sw elec optical mech high med low requires different process! 13 Gerrit Muller RSPpeopleDisciplines

14 Operational axis is more dynamic prog 3 prog 3 product creation operational decomposition prog 3 prog 2 prog 1 prog 2 prog 1 prog 2 prog Gerrit Muller RSPpeoplePrograms

15 From roadmap to planning roadmap sharing understanding exploring positioning vision/ambition opportunities broader context consequences plan allocate prepare commit empower milestones sales products people/skills 15 Gerrit Muller RSProadmapToPlan

16 Example of committal plan Gemini sales products fte k$ unit system software electronics mechanics optics total 2002 actual S2, S3 T1, T Q1 Q2 Q3 Q S4 S6 V Gerrit Muller RSPplan

17 Summary of strategy process sharpen vision business specific, but open and generic mission Market Products Technology People Process roadmap input forecasted facts educated scenarios forecasted facts estimates educated scenarios input for focus Gemini actual Q1 Q2 Q3 Q4 k$ sales unit S2, S3 S4 S6 products T1, T4 V6 system committal software electronics mechanics optics 4 plan total fte empowerment context overview reality facts input for next roadmap reality facts 17 Gerrit Muller RSPsummary

18 Summary of role in business strategy process roadmap reality facts plan reality facts customer empowerment context, overview empowerment focus, context, overview customer oriented (sales, service, production) process product creation process empowerment context, overview people, process and technology management process 18 Gerrit Muller RSPsummaryProcesses