Enterprise Roadmapping


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One of an Enterprise Architects core capabilities - Enterprise Roadmapping

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  • WHAT IS A ROADMAP? It lays out a framework, or architecture, as a way of understanding how the pieces of a complex technological system fit together, interact and evolve. It links applications, technical challenges and the technological solutions together, and it helps set priorities for achieving the objectives. WHAT IS ROADMAPPING? The roadmapping process helps a team gather diverse perspectives on all aspects of the environment and the plan. It also helps the team build consensus and gets buy-in of its members to carry out the plan [3]. Roadmaps also are the basis for the team to describe their objectives and planned actions to customers, suppliers, and stakeholders. WHY ROADMAPPING? Roadmaps link strategy to future actions and explicitly incorporate a plan for needed capabilities and technologies to be in place at the right times.
  • Enterprise Roadmapping

    1. 1. Enterprise Roadmapping <ul><li>WHAT IS A ROADMAP ? </li></ul><ul><li>A roadmap describes a future environment, objectives to be achieved within that environment, and plans for how those objectives will be achieved over time. </li></ul><ul><li>WHAT IS ROADMAPPING ? </li></ul><ul><li>The best roadmaps are created as a team activity, receiving the views and knowledge of the group of people who will carry out the roadmap’s plan. </li></ul><ul><li>WHY ROADMAPPING ? </li></ul><ul><li>Roadmapping enables a team to plan and execute a path to achieve their objectives, just as a roadmap enables a traveler to decide among alternative routes to reach a destination. </li></ul><ul><li>PURPOSE: </li></ul><ul><li>Share best practices and prepare for skills and process development </li></ul><ul><li>Create awareness for migration to next level of maturity </li></ul><ul><li>Plan to leverage existing capabilities and mobilize EA group to master and facilitate all four dimensions of road mapping </li></ul><ul><li>Establish road mapping as a core competency of EA </li></ul>
    2. 2. Top 10 Reasons to Roadmap <ul><li>Roadmapping communicates business, technology and product plans to team members, management, customers, and suppliers. </li></ul><ul><li>Roadmaps provide a guide to the team, allowing the team to recognize and act on events that require a change in direction </li></ul><ul><li>Roadmapping is just good planning. </li></ul><ul><li>Roadmaps incorporate an explicit element of time. </li></ul><ul><li>Roadmaps link business strategy and market data with product and technology decisions. </li></ul><ul><li>Roadmaps reveal gaps in product and technology plans. </li></ul><ul><li>Roadmaps prioritize investments based on drivers. </li></ul><ul><li>Roadmapping helps set more competitive and realistic targets. </li></ul><ul><li>Sharing roadmaps allows strategic use of technology across product lines. </li></ul><ul><li>Roadmapping enables a common view for entire development team. </li></ul>
    3. 3. SECTION: Holistic Enterprise Process for Road Mapping
    4. 4. A Unifying Four-Part Roadmap Framework
    5. 5. Road Mapping Dimensions 4 . Across Product Lines 3. Across Market/Product/Technology Plans Marketing Product Management Development 2. Over Time 1. Within Functions Product Line 1 Product Line 2 Product Line 3 Market Plans Market Plans Product Plans Product Plans Product Plans Technology Plans Technology Plans Market Plans Technology Plans Best Practices
    6. 6. Mapping Maturity Model Levels Within Functions Across Functions Over Time Across Product Lines Maturity Legend: Low Medium High
    7. 7. SECTION: Business and IT Capability Road Mapping
    8. 8. Capability Transformation Transformation Road Mapping Framework Definition & Scope (Why) 1. Strategy and Mission The organization strategy and mission 2. Customer Drivers and Applications Prioritized list of customer needs 3. Competitive Position Competitive approaches and competitive landscape Direction (What) 4. Capability Drivers Capabilities and Performance Targets 5. Targets and Priorities Targets for the drivers, trends, etc. 6. Architecture and Resources The elements of the architecture and resource interaction Technology Roadmap (how) 7. Capability and technology element evolution The technology roadmap – the “”how’s” for the architecture elements Action Plan (to do) 8. Action Plan Technology strategy, resources and timing of investments in technology 9. Technology Investment Map Priorities of technology investments 10. Risk Roadmap Key indicators of risk to plans. Track for signals that indicate need to change the roadmap
    9. 9. Linked Maps Across the Transformation Continuum Market and Competitive Strategy Product Roadmap Business/Technology Roadmap Summary and Action Plan Roadmap Product Architecture Architecture Elements Risk Roadmap Market Definition Customer Drivers Competitive Space Competitive Strategy Targets and Priorities Product Drivers Product Roadmap Technology Roadmap Investments Action Summary <ul><li>WHY : MOTIVATION & SCOPE </li></ul><ul><li>Strategic Direction and mission </li></ul><ul><li>Definition and prioritization of customer and market drivers </li></ul><ul><li>Competitive landscape strengths, weakness, and strategies of competitors </li></ul><ul><li>Competitive market strategy defining how to win the marketplace </li></ul><ul><li>WHAT : DIRECTION </li></ul><ul><li>Characteristics features most important </li></ul><ul><li>Product drivers to technology elements </li></ul><ul><li>Multi-year targets </li></ul><ul><li>Product architecture </li></ul><ul><li>HOW : TECHNOLOGY </li></ul><ul><li>Describe technologies that are most important </li></ul><ul><li>Link drivers to architecture and evolution </li></ul><ul><li>Identify resources needed </li></ul><ul><li>Identify technology investments </li></ul><ul><li>TO DO : ACTION PLAN </li></ul><ul><li>Resources and investments needed </li></ul><ul><li>Key developments or acquisitions to realize plan </li></ul><ul><li>Prioritize projects and balance investments </li></ul><ul><li>Summarized decisions and impacts </li></ul>WHEN: OVER TIME
    10. 10. Today's Focus – Columns 3 and 4 <ul><li>Business/Technology Roadmap </li></ul><ul><li>Summary and Action Plan Roadmap </li></ul>
    11. 11. SECTION: Business/Technology Roadmap
    12. 12. Business/Technology Roadmap Objectives <ul><li>The Roadmap is intended to provide a comprehensive set of activities and tools for use across individual business domains to help document current/future state architecture, prioritize technology spend, and facilitate effective communications. Specific objectives include: </li></ul><ul><ul><li>Define a future-state technical architectural vision that results in an efficient cost structure while simultaneously addressing individual LOB needs </li></ul></ul><ul><ul><li>Align technical direction with business strategy </li></ul></ul><ul><ul><li>Foster buy-in and understanding from both business and IT stakeholders </li></ul></ul><ul><ul><li>Develop a fact-based and cost-centered basis for justifying business-related technology expenditures </li></ul></ul><ul><ul><li>The Roadmap is owned by the Business </li></ul></ul>Transformation of the culture -- Relationship between business and IT towards a partnership (IT is a part of doing business)
    13. 13. The Business/Technology Roadmap Process <ul><li>Assess Current State </li></ul><ul><li>Define Objectives </li></ul><ul><li>Develop “To-Be” Vision </li></ul><ul><li>Build the Roadmap </li></ul><ul><li>Manage the Portfolio </li></ul>The Roadmap Process is Repeatable and Adaptable. Mapping current state business and technology architecture Evaluate technology costs by major platform and business process Create the business vision: Define business goals & objectives Identify business initiatives and architectural imperatives Develop the business and technology “to be” architecture Develop a phased approach to achieving the end state architecture Capture and articulate the 3-5 year business vision Determine major program dependencies, time-phasing, and resource-balancing Govern the portfolio of IT-based initiatives as a financial portfolio of potential investments.
    14. 14. The Business/Technology Roadmap Process – Activities and Tools <ul><li>Create a comprehensive and detailed picture of business and technology architecture. Begin to build consensus on business processes, technology gaps, and technology-related expenditures. </li></ul>Define and clearly articulate the key strategic objectives the business will target over a finite timeframe. Determine the list of technology-based initiatives that will be necessary to achieve these objectives Develop the future-state business and technology vision that conveys the “big picture” in terms of technology, process, and organization structure. Determine the impact of changes to business process, delivery channels, and information access. Map Business Architecture Collect and analyze existing business process documentation and business plans Map Technology Architecture Collect and analyze available technology documentation, asset inventories, standards, and outputs from related efforts Create the strategic Roadmap that will communicate the business context, direction, and initiatives for achieving goals. Clearly establish initiative ownership and dependencies. Manage the portfolio of IT assets and IT-based initiatives as a financial portfolio of potential investments. Develop portfolio governance processes that facilitate efficient initiative prioritization and decision making. Define the Business Strategy Identify business goals and define highest-level strategic and operational goals Define strategic objectives Must be measurable, have defined metrics, and definitive timeframes Define Initiatives Identify business initiatives and architectural imperatives Develop Guiding Principles Create the Business Blueprint Create the Technology Blueprint Develop alternative Scenarios Define Roadmap duration, time periods, and business segments Organize initiatives into categories Build the Roadmap Resource-balance, sequence, and time-phase initiatives Validate the finished Roadmap Assess Potential IT Initiatives Develop Prioritization Criteria Prioritize Within Categories Align the Portfolio Determine where to “draw the line” on approval / re-define Maintain the Roadmap Assess Current State Define Objectives Develop “ To Be” Vision Build The Roadmap Manage The Portfolio Activities
    15. 15. The Business / Technology Roadmap Deliverable <ul><li>Purpose Communicate direction, objectives and specific business initiatives for achieving the businesses’ goals over 3-5 years. As a ‘plan of record’, the Roadmap typically includes: </li></ul><ul><ul><li>Business objectives and performance targets </li></ul></ul><ul><ul><li>IT-Related Initiatives (possibly separated into strategic, functional, organizational, and tactical tracks </li></ul></ul><ul><ul><li>Other enterprise initiatives that may impact our business </li></ul></ul><ul><ul><li>Architectural imperatives representing the longer term, strategic infrastructure that is needed to support business initiatives </li></ul></ul>Time
    16. 16. Benefits Business / IT Roadmap <ul><li>Empower the organization with tools and processes that facilitate two-way communications </li></ul><ul><li>Provide transparency between business and IT that creates joint accountability for success </li></ul><ul><li>Improve quality of execution by articulate objectives, communicate ownership, and measuring performance </li></ul><ul><li>Facilitate the change from a project-based culture to more of a planning-centered culture </li></ul><ul><li>Use Architecture to enable strategy; using strategy to work more effectively in an outsourced and globalized environment </li></ul>
    17. 17. Critical Success Factors <ul><li>Top business leadership buy-in and sponsorship </li></ul><ul><ul><li>Initial communication to business leads & participants </li></ul></ul><ul><ul><li>Business time commitment for interviews and steering committee meetings </li></ul></ul><ul><ul><li>Business resource allocation where necessary (e.g. Business Architect) </li></ul></ul><ul><li>Effective Roadmap governance enabled by </li></ul><ul><ul><li>Proper project portfolio management </li></ul></ul><ul><ul><li>Continued partnership with our business partners </li></ul></ul><ul><li>Clearly defined and communicated roles and responsibilities </li></ul><ul><li>Sufficient focus and resources accountable for planning, coordinating, and delivering communications across the target organization </li></ul>
    18. 18. SECTION: Summary and Action Plan Roadmap
    19. 19. Action and Summary Roadmaps <ul><li>Action Summary Roadmap </li></ul><ul><ul><li>Sequence decisions based on outcome & strategy from previous exercises </li></ul></ul><ul><ul><li>Document lead and lag product/service or business capability decisions </li></ul></ul><ul><ul><ul><li>Example decision: Lead with convenience, Lag with color options </li></ul></ul></ul><ul><ul><li>Decisions drive core capability development and associated action plans </li></ul></ul><ul><li>Technology Investment Map (w/multiple view flexibility) </li></ul><ul><ul><li>Balance the portfolio (right mix and allocation) </li></ul></ul><ul><ul><ul><li>Strategic Potential (base, differentiating, or disruptive) </li></ul></ul></ul><ul><ul><ul><li>Source (development, partnering, or acquisition) </li></ul></ul></ul><ul><li>Risk Roadmap </li></ul><ul><ul><li>Market, technical, schedule, economic, political, resource, etc </li></ul></ul>
    20. 20. Summary <ul><li>Key Success factors </li></ul><ul><ul><li>Processes for getting started </li></ul></ul><ul><ul><li>Enable transparency; dealing with sharing and secrecy </li></ul></ul><ul><ul><li>Identifying good fit and not so good fit </li></ul></ul><ul><ul><li>Fact based information </li></ul></ul><ul><li>Lessons Learned </li></ul><ul><ul><li>Can be done part time -- not in spare time </li></ul></ul><ul><ul><li>Ownership and accountability defined for maintenance </li></ul></ul><ul><li>Benefits </li></ul><ul><ul><li>Facilitate communication across organizational boundaries </li></ul></ul><ul><ul><li>Enterprise learning and knowledge </li></ul></ul><ul><li>Rules </li></ul><ul><ul><li>Use cross functional groups to build and maintain </li></ul></ul><ul><ul><li>Iterate across groups over time with periodic communication </li></ul></ul><ul><ul><li>Develop a consistent syntax and vocabulary </li></ul></ul><ul><li>Tips for Consistency </li></ul><ul><ul><li>Ensure clear context </li></ul></ul><ul><ul><li>Element Vocabulary </li></ul></ul><ul><ul><ul><li>Signs and symbols of map </li></ul></ul></ul><ul><ul><li>Map Syntax </li></ul></ul><ul><ul><ul><li>Rules and norms that relate to elements </li></ul></ul></ul><ul><ul><li>Convey meaning not decoration </li></ul></ul><ul><ul><li>Keep labeling to a minimum and normalize </li></ul></ul>
    21. 21. Take-away – Enterprise Road Mapping <ul><li>Plan to leverage existing capabilities and mobilize EA group to master and facilitate all four dimensions of road mapping </li></ul><ul><li>Prepare a plan for road mapping skills and process development </li></ul><ul><li>Establish road mapping as a core competency of EA </li></ul><ul><li>Create awareness for migration to next level of maturity </li></ul>Rationalize the “right” thing! Enterprise Architecture is best positioned to facilitate and enable transformation and effective decision making