bridging strategy to execution through a stakeholder...
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Bridging Strategy to Execution through a Stakeholder Lens
Helen T. McCulloughArboretum Technology, LLC
“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.
2“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.Presentation Title
3“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.Presentation Title
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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.
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Learning Objectives• Stakeholder’s Lens
• Defining Business Strategy that is consumable by Execution teams:
• Value Streams • Capability Models• SWOT Analysis
• Execution Frameworks -- Bridging the Chasm– Agile/SAFe execution teams Use of the Strategy Map– TOGAF
• Bridging Strategy to Execution
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Acknowledgements• BIZBOK® 4.5 and Business Architecture Body of Knowledge are
trademarks owned by the Business Architecture Guild www.businessarchitectureguild.org
• TOGAF ® is a trademark of The Open Group www.opengroup.org
• Scaled Agile ®, Inc. www.scaledagileframework.com
• Leffingwell, Dean. Agile Software Requirements: Lean Requirements Practices for Teams, Programs, and the Enterprise. Addison-Wesley, 2011.
• Porter, Michael. The Competitive Advantage: Creating & Sustaining Superior Performance. (New York: Free Press, 1985).
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Stakeholders Lens
The Open Group Standard (2011) © 2009-2011 The Open Group
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The Open Group Standard (2011) TOGAF 9.1 p. 254
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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?
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Stakeholder View• Identify their Concerns
– Primary impact– Organizational Change– Cost & Timeframes
• Gather their Requirements– Goals & Objectives– Success Measurements
• Understand their Perspective
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Stakeholder Power Grid
TOGAF 9.1 p.255
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Stakeholder Analysis
StakeholderGroup
Stakeholder
Ability to DisruptChange
CurrentUnder-standing
Required Under-
standing
Current Commit-
ment
Required Commit-
mentRequired Support
CIO John Smith H M H L M H
CFO Jeff Brown M M M L M M
TOGAF 9.1 p, 254
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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?
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Exercise DebriefClass, Key Concerns• C-Suite
• End-User Organization
• Project Organization
• System Operations
• External Entities
“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
Mapping the DNA of the Organization through Business Architecture
“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
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Value Stream
BIZBOK 4.5
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Value Stream
Apply for Product
Accept App
DeliverProduct
Manage Payment
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Value Stream Examples
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Acquire Product
Maintain AccountExte
rnal
Stak
ehol
ders
Inte
rnal
Stak
ehol
ders
Develop Product Offering
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Porter Value Chain
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Michael Porter, The Competitive Advantage
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Value Network Example
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Business Capability Map
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Building the Business Capability Map
Capability
Information
Organization Value Stream
Resources
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Information MappingCustomer
NameAddress
Phone number
ProductDescription
IdentifierPrice
AccountBalance
Amount DueOwner
EmployeeName
AddressTax Identifier
SupplierProduct
PriceInventory
DivisionsName
Location Profit/Loss
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Customer ManagementCustomer Management
– Acquisition Management• Target Market Development• Acquire Customer
– Customer Care Management• Customer Information• Customer Relationship• Customer Support
– Customer Profitability Management
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Benefits of BCM• Common Vocabulary
• Identify common or disparate capabilities across Divisions
• Investment focus
• Baseline for Strategic Planning
• Basis for transformational design
p.53-59 BIZBOK ®p.53-59 BIZBOK ®
“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
TOGAF® 9
TOGAF ® is a trademark of The Open Group www.opengroup.org
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Architecture Development Method (TOGAF®ADM)
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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 thebusiness goal that it satisfies.
• Demonstrates key facts linking organization unit functions todelivery services -- a communication platform for stakeholders.
30TOGAF 9.1 p, 334
“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
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Scaled Agile Framework
www.scaledagileframework.com
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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
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The Bridge
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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
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Business Vision
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SWOT AnalysisStrengths Weakness- Best Software engineers in the industry! - Difficulties finding qualifed 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 global expansion
- Closest competitor just acquired by 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, 2011.
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Functional Decomposition 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.
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Customer Management Capabilities• Customer Management
– Acquisition Management• Target Market Development• Customer Acquisition
– Customer Care Management• Customer Information• Customer Relationship• Customer Support
– Customer Profitability Management
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Customer Management
Acquisition Management
Develop Target Market
Create Market List
Select Campaign
List
Define Market
AttributesCreate Target
List
Define Customer Segments
Prepare Customer Campaign
Acquire Customer
Qualify the Customer Response
Capture Customer
Profile
Customer Care
Management
Level 1
Level 2
Level 3
Level 4
Level 5
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Heat Map of Customer ManagementLevel 5
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Capabilities to Features1. Customer Management (Level 1)
2. Acquisition Management (Level 2) 3. Develop Target Market (Level 3)
4. Create Market List (Level) 45. Select Campaign List1.1 Feature – As a Marketing Analysis, I need a list of markets for our services to understand the best product offerings for this segment5. Define Target Attributes1.2 Feature – As a Marketing Analysis I need to define Customer Segments in the markets most likely to purchase our services5. Create Target List1.3 Feature – As a Marketing Analysis I need to Prepare a Customer Campaign to meet marketing goals.
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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?
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Exercise DebriefCommunications & Architecture Artifacts• C-Suite
• End-User Organization
• Project Organization
• System Operations
• External Entities
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Bridging Strategy to Execution
Business Plans & Strategy
Value StreamsCapabilityModel
SAFe EpicFeatures Stories
TOGAFArchitectureDev Cycle
47“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.Presentation Title
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Questions?
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Thank You!
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Helen T. McCullough
Office: +1 630 665 1074
Cell: +1 630 240 8975
http://www.linkedin.com/in/htmccullough/
Contact Information