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In search of reducing the End-to-End Time to Value
Deep-dive into
Upstream Value Mapping
Corporate strategic
themes, prioritization &
Enterprise roadmaps
3 - 18 months
IT Funding Review and
Approval; Identifying
resources from different
Lines of Business
Involves Business Heads, Product (Application) Owners / Managers, Business
Architects, Enterprise Solution Architects, Senior IT - Executives (Typically VP &
Directors from different LOBs) & Security experts
Aligning solutions design
with Enterprise Architecture,
and complying to central
ARB
Post Production
support and End
of Life
Sprint 1 - n (Dev,
QA, UAT), CAB
Approval, Go-live
Time to Value Delivery Mapping - Idea to Production
4 - 8 weeks
typically
Until Customer
Relevance,
in years typically
Managed by 3rd party IT-Vendors,
Contractors & Service providers
IT-PM (Client Org),
Scrum Master,
Business Analysts,
Developers, Testers,
Tech. Architects,
Release Managers
Support team
(L1, L2 & L3)
Managed by key stakeholders from Enterprise IT (client Organization)
Ideation & Backlog creation happens here
Time to Value Delivery
Backlog Execution (thro’ Agile WoW)
Corporate strategic themes,
prioritization & Enterprise roadmaps
IT Funding Review and Approval;
Identifying resources from different
Lines of Business
Aligning solutions design with
Enterprise Architecture, and
complying to central ARB
Deep-dive into Upstream Value Mapping
3 - 18 months
Upstream is heavy or long upfront planning cycles because of 2 key reasons at the enterprises (client
organizations)
1. Risk (i.e.) Manage the risks of going wrong/failure
2. Return on Investment (i.e.) Invest in right initiatives as IT projects are expensive
It is controlled by having
1. Governance process (Detailed documents and Gate reviews)
2. Risk averse security policies
3. Enterprise Architecture standards
4. Maturity models
5. Business case creation (Mission, Need, PM Plan and Projections)
Corporate strategic themes,
prioritization & Enterprise roadmaps
IT Funding Review and Approval;
Identifying resources from different
Lines of Business
Aligning solutions design with
Enterprise Architecture, and
complying to central ARB
Reason & Remedy > to reduce the Time to Value
1. Reason > Incremental ideas from different product managers (application owners) crowd the pipeline
/ backlog. Too many requests from product managers (on behalf of customers).
Remedy > Follow the Product Model (i.e. Develop the Roadmap)
2. Reason > All IT projects are reviewed during the regular / planned review meeting
(Bi-weekly/Monthly) and weighed based on the funding.
Remedy > Introduce Incremental (A) and Exponential (B) IT reviews (based on impact and returns)
and have separate teams to work on it A and B ideas.
3. Reason > Long Wait state at the ‘Aligning solutions design with Enterprise Architecture, and
complying to central ARB’. i.e. Work is found but Business Architects / Analysts and Solution
Architects have no bandwidth.
Remedy > Hire more Business Architects / Analysts and Solution Architects to clear the wait-time.
Also, provide them freedom and responsibility to perform.
1. Product Model 2. Impact Model 3. Objective Model
Courtesy & Reference
1. Book titled ‘A Seat at the Table’ by Mark Schwartz
2. eBook titled ‘Flow metrics - A business leader’s guide to measuring what matters in software
delivery’ Download here
Thank you

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Upstream Value Mapping - Reducing the End-to-End Time to Value (IT Delivery)

  • 1. In search of reducing the End-to-End Time to Value Deep-dive into Upstream Value Mapping
  • 2. Corporate strategic themes, prioritization & Enterprise roadmaps 3 - 18 months IT Funding Review and Approval; Identifying resources from different Lines of Business Involves Business Heads, Product (Application) Owners / Managers, Business Architects, Enterprise Solution Architects, Senior IT - Executives (Typically VP & Directors from different LOBs) & Security experts Aligning solutions design with Enterprise Architecture, and complying to central ARB Post Production support and End of Life Sprint 1 - n (Dev, QA, UAT), CAB Approval, Go-live Time to Value Delivery Mapping - Idea to Production 4 - 8 weeks typically Until Customer Relevance, in years typically Managed by 3rd party IT-Vendors, Contractors & Service providers IT-PM (Client Org), Scrum Master, Business Analysts, Developers, Testers, Tech. Architects, Release Managers Support team (L1, L2 & L3) Managed by key stakeholders from Enterprise IT (client Organization) Ideation & Backlog creation happens here Time to Value Delivery Backlog Execution (thro’ Agile WoW)
  • 3. Corporate strategic themes, prioritization & Enterprise roadmaps IT Funding Review and Approval; Identifying resources from different Lines of Business Aligning solutions design with Enterprise Architecture, and complying to central ARB Deep-dive into Upstream Value Mapping 3 - 18 months Upstream is heavy or long upfront planning cycles because of 2 key reasons at the enterprises (client organizations) 1. Risk (i.e.) Manage the risks of going wrong/failure 2. Return on Investment (i.e.) Invest in right initiatives as IT projects are expensive It is controlled by having 1. Governance process (Detailed documents and Gate reviews) 2. Risk averse security policies 3. Enterprise Architecture standards 4. Maturity models 5. Business case creation (Mission, Need, PM Plan and Projections)
  • 4. Corporate strategic themes, prioritization & Enterprise roadmaps IT Funding Review and Approval; Identifying resources from different Lines of Business Aligning solutions design with Enterprise Architecture, and complying to central ARB Reason & Remedy > to reduce the Time to Value 1. Reason > Incremental ideas from different product managers (application owners) crowd the pipeline / backlog. Too many requests from product managers (on behalf of customers). Remedy > Follow the Product Model (i.e. Develop the Roadmap) 2. Reason > All IT projects are reviewed during the regular / planned review meeting (Bi-weekly/Monthly) and weighed based on the funding. Remedy > Introduce Incremental (A) and Exponential (B) IT reviews (based on impact and returns) and have separate teams to work on it A and B ideas. 3. Reason > Long Wait state at the ‘Aligning solutions design with Enterprise Architecture, and complying to central ARB’. i.e. Work is found but Business Architects / Analysts and Solution Architects have no bandwidth. Remedy > Hire more Business Architects / Analysts and Solution Architects to clear the wait-time. Also, provide them freedom and responsibility to perform. 1. Product Model 2. Impact Model 3. Objective Model
  • 5. Courtesy & Reference 1. Book titled ‘A Seat at the Table’ by Mark Schwartz 2. eBook titled ‘Flow metrics - A business leader’s guide to measuring what matters in software delivery’ Download here Thank you