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Prioritization End to End

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Change hits organizations at all levels of management but very easily disrupts the synchronization of their co-operation. Prioritization across levels and operations must be managed to navigate change.

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Prioritization End to End

  1. 1. Prioritization Designing End-to-End Alignment
  2. 2. Objectives, Results, and Priorities We already have strategy, being managed. We already have OKRs, KPIs and performance metrics. Again, being managed. We already have plans and schedules. Managed? Yes. Isn’t that enough “prioritization” under management? Why not? • Objectives state how to define achievement of business goals • Indicators and metrics are selective views • Results state actual business outcomes (effects) obtained due to effort Priorities optimize the real-time effort to achieve (cause) objectives. Prioritization navigates variety and change.
  3. 3. MissionImpact PositionQuality ScaleEconomy Relevance Type Availability MUST DO WILL DO CAN DO INTENT COMMITMENT CAPABILITY STRATEGY IMPORTANCE PERFORMANCE REPRESENTS: IS TRACKED AS:SUPPORTS: PRIORITIZATION streamlines (focuses & aligns) to for ©2018 Malcolm Ryder / Archestra Research
  4. 4. Production Resource Value (effective) Products Services Processes Facilities Systems Relevance Business Reputation Relationships Agreements Property Capital Resources People Assets Funds Knowledge Data CHOOSE, OBTAIN, ALIGN TARGETSCAPACITY CAPABILITIES Program Management Portfolio Management
  5. 5. Value propositions behind assigned “Priority” By definition, priority reflects the relative need to do one thing instead of another. The following shows some variable drivers (reasons) of priority: • Why this? • Why now? • Why us? Is Essential Is Unique Fulfills Delivery Creates Opportunity Proves Model Builds Brand SOLVES COMPETES value value value
  6. 6. Production Value (sustainable) Resource Value (effective) Mission Impact Relevance Position Quality Type Scale Economy Availability STRATEGY IMPORTANCE PERFORMANCE Business Value (differentiated) Mission Position Scale Resource Value (effective) Relevance Type Availability EXECUTIVEMANAGERIAL MUST DO WILL DO CAN DO DECISIONS ©2018MalcolmRyder/ArchestraResearch
  7. 7. Requirements supported…
  8. 8. Mission Impact Relevance Position Quality Type Scale Economy Availability STRATEGY IMPORTANCE PERFORMANCE Mission Position Scale Resource Value (effective) Relevance Type Availability EXECUTIVEMANAGERIAL Must identify and develop the right capacity for supporting the ability to execute against requirements
  9. 9. Production Value (sustainable) Mission Impact Relevance Position Quality Type Scale Economy Availability STRATEGY IMPORTANCE PERFORMANCE Mission Position Scale Relevance Type Availability EXECUTIVEMANAGERIAL Must organize operations for best benefit/risk ratio including supportability versus changing demand
  10. 10. Resource Value (effective) Mission Impact Relevance Position Quality Type Scale Economy Availability STRATEGY IMPORTANCE PERFORMANCE Business Value (differentiated) Mission Position Scale Relevance Type Availability EXECUTIVEMANAGERIAL Must create and maintain presence as a preferred provider for the declared scope and timing of purpose
  11. 11. Outputs…
  12. 12. Production Value (sustainable) Resource Value (effective) Impact Relevance Position Quality Type Scale Economy Availability STRATEGY Business Value (differentiated) Mission Position Scale Resource Value (effective) Relevance Type Availability EXECUTIVEMANAGERIAL Strategic prioritization describes why we decided to use what we have in terms of stakeholder needs. Strategic prioritization creates plans for which stakeholders will be addressed and when. IMPORTANCE PERFORMANCE
  13. 13. Production Value (sustainable) Resource Value (effective) Mission Impact Relevance Position Quality Type Scale Economy Availability Business Value (differentiated) Mission Position Scale Resource Value (effective) Relevance Type Availability EXECUTIVEMANAGERIAL Importance in prioritization reflects whether the necessary and sufficient response to the stakeholder’s needs should come from us instead of from elsewhere. IMPORTANCE STRATEGY PERFORMANCE
  14. 14. Production Value (sustainable) Resource Value (effective) Mission Impact Relevance Position Quality Type Scale Economy Availability Business Value (differentiated) Mission Position Scale Resource Value (effective) Relevance Type Availability EXECUTIVEMANAGERIAL Prioritization calibrates our ability to execute with our field of coverage, so that there is a logical expectation of success, and of ongoing positive ROI at acceptable levels of known risk. PERFORMANCE STRATEGY IMPORTANCE
  15. 15. Instruments…
  16. 16. Business Value Production Value (sustainable) Resource Value (effective) STRATEGY IMPORTANCE PERFORMANCE Business Value (differentiated) Resource Value (effective) EXECUTIVEMANAGERIAL PLAN CAPACITY FOR COMPETENCY CREATE PORTFOLIO OF PRODUCTION ALIGN ROADMAP TO DEMAND
  17. 17. Archestra notebooks compile and organize decades of in-the-field and ongoing empirical findings. All presented findings are derived exclusively from original research. Archestra notebooks carry no prescriptive warranty. As ongoing research, all notebooks are subject to change at any time. ©2018 Malcolm Ryder / Archestra Research www.archestra.com mryder@archestra.com Archestra research is done from the perspective of strategy and architecture. With all subject matter and topics, the purpose of the notes is analytic, primarily to: * explore, expose and model why things are included, excluded, or can happen in given ways and/or to certain effects. * comment on, and navigate between, motives and potentials that predetermine Decisions about, and shapings of, the observed activity.

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