Structured Technology Decisions


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A Strategic Technology Selection Process Framework for the Transform Rockford Community

Leveraging tried and true methodologies the Structured Technology Decisions process was developed for the Transform Rockford community. The Transform Rockford Technology Team’s mission is to provide robust, cost effective and easy to use technology to support the Transform Rockford mission.

The framework leverages best practice analysis, maturity model development, required capability curation, assessment and evaluation by multiple evaluators. After scorecards are generated, structured decision making steps are taken to record decision criteria and ensure everyone has input to the eventual selection.

Published in: Business, Technology
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Structured Technology Decisions

  1. 1. S T R U C T E R E D T E C H N O L O G Y D E C I S I O N S J A N U A R Y 6 , 2 0 1 4
  2. 2. “The Technology Team’s mission is to provide robust, cost effective and easy to use technology to support Transform Rockford.”
  3. 3. A Strategic Technology Selection Process Framework for the Transform Rockford Community • It's the Vision Thing – An Overarching Process Vision • What and Why – The Framework Process Destination • Steps to Success – A Simple Stepwise Approach
  4. 4. Overarching Process Vision • Mission Statement Delivered – Evaluate and Select Standard Tools – Strategic Technology Roadmap – Advisory Leadership for Technology • Shared Values Observed – Inclusion, Caring, Respect, Trustworthiness, Transparency, Consensus, Ideation, Responsibility, Interconnectedness • Proven Approach Practiced – – – – – An orderly, structured approach Transformational and Comprehensive Best Practices and Lesson Learned Framework for Decision Making Less is more as long as it's good • Walk the Walk - Lead by Example
  5. 5. Framework Process Destination Deliverables Benefits • • Based upon long term goals while enabling short term objectives • Alignment with overall transformation process and timeline • High level roadmap for technical transformation • Dynamic process for managing change • Documented decision rationale for future reference • • • • • Prioritized Features and Capabilities Evaluation models for technology criteria assessment Documented rationale for attribute weighting Options, risks, benefits, concerns, comments, recommendations, decisions Communication tools for all stakeholders Successful community collaboration delivery
  6. 6. Simple Stepwise Approach Step 1 - Collect and Curate Step 2 - Evaluate and Compare Step 3 – ‘Deciderer Strategery’ Step 4 - Frame the Evidence Step 5 - Record, Rinse, Repeat
  7. 7. Step 1 - Collecting and Curating • Collect and Curate Requirements – – – – Utilize questionnaires for requirements interviews Draft lightweight Agile User Stories Diagram UML Use Cases Develop capabilities, features, needs, benefits • Translate stories and needs into future state capabilities – ex. CRM system manages extensible contact data – ex. CRM can organize contacts into groups – ex. CRM support import and export of data and via API
  8. 8. Step 2 – Evaluate and Compare • Prioritize features, capability requirements • Research candidate tools and suites for ‘system’ components • Assess pillars of success factors and best practice maturity levels • Matrix the features, priorities, benefits, risks, TCO
  9. 9. Step 3 – ‘Deciderer Strategery’ R.A.P.I.D. Is not too Fast Preparation Pays it Forward • • Score each feature by maturity and priority • Draft risks, benefits, implications for review • Gives time for stakeholders to review and comment • ‘R’ should provide default recommended option • Do not leave the decision to chance • • • • ‘R’ – “recommender” person who initiates or drives the process ‘I’ – “input” is consulted on recommendation before decision is made ‘A’ – “agree or approve” needed, an ‘I’ with power ‘D’ – “decide” has the final authority ‘P’ – “perform” is carried out after decision is made, often an ‘I’
  10. 10. Step 4 – Frame the Evidence • Understand phases of group change, communication is key • Establish what we can agree on first and how decisions are made • Document the options considered and scoring used by deciders • Record the decision methods and participants and rationale • Be transparent with process, options and documents • Use quick wins to establish process credibility for the future
  11. 11. Step 5 – Record, Rinse, Repeat • Document – Decision made and decider roles – Rationale of deciding factors – Any meeting notes and next steps • Identify – Potential interactions with other decisions made or pending • Publish – Documentation records and materials – Enable reviewing and commenting by all stakeholders – Recommendation of schedule for next review cycle
  12. 12. FIRST STEPS An example of such as process used for collaboration file sync capabilities and the deliverables developed
  13. 13. Dimensions
  14. 14. Model
  15. 15. Assessment
  16. 16. Scorecard