The Activities and Workproducts of Phase II, Solution Capability Envisioning

Activities

Workproducts

Source

1

Envisioning Workshop Planning
The solution envisioning workshop needs to be an effective experience with the right people participating and willing to devote time to the workshop. For this to happen, critical pre-work must be done. The material produced in Business Capability Exploration (BCE) is organized in an appropriate way for use in the workshop. The venue must be carefully chosen and room bookings made ahead of time.

Envisioning Workshop Logistics and Schedule
A package that will be distributed to the workshop participants. It includes as key components:

  • Workshop agenda and guidance
  • Solution vision presentation
  • Workshop participants should also get access to the shared space.
Workshop agenda is produced in this phase. Other components are created in BCE and elaborated in this phase

2

Elaborate Capability Cases Portfolio
In the BCE phase, capabilities were nominated for the solution. Some of these may need to be elaborated to be tailored for the situation-at-hand. New Capability Cases may also have to be written.

Capability Cases Portfolio
A collection of Capability Cases and selected solution stories that serve as inspirations for the envisioned solution. A Portfolio may include fully developed Capability Cases selected from a catalog. It can also include newly identified capabilities. These are identified by their name and a short intent statement

Created in BCE and elaborated in this phase

3

Conduct Pre-Envisioning Workshop Walkthroughs
The purpose of the pre-workshop briefings is to create a familiarity with the materials so that all attendees are equally prepared and there are few derailments on the day.

Evidence of Business Situation and Possibilities
A collection of articles workshop participants are asked to bring to the session. They may be newspaper clippings about technologies and what other organizations are doing, excerpts from internal presentations and speeches, customer letters, or any other items of interest.

Produced in this phase

4

Preparing for Capability Cases Gallery
The gallery will need to be set up ahead of the workshop. The preferred arrangement is to have the gallery in the same room as the workshop so tours can happen informally at different times of the day.

Gallery of Capability Cases & Gallery Tour Guide
The gallery is a central idea in the Solution Envisioning approach. This is the equivalent of the architect's book of designs. Some time is needed before people arrive to arrange the gallery around the room in an appropriate way. If there is time, a Gallery Tour Guide is a useful thing to produce. This gives an overview of each featured Capability Case explaining the justification for its inclusion in the gallery.

Produced in this phase

5

Launch Solution Envisioning Workshop
The workshop is the main activity of this phase. A progression of conversations is managed based on "exploring the present," "assessing technology capabilities," "future scenarios," and "realization planning."


6

Review Solution Vision
Capability maps and overviews of the to-be scenarios are used to explain the vision of the envisioned solution. The details of how capabilities support the business are worked out later in scenario enactments. The purpose of the review is to justify the reasoning about the current business situation and why certain choices have been made for the to-be business design.

Solution Vision (revised)
An elaboration of the solution vision to take account of choices between alternate solution initiatives and to review comments and new insights.

Starts in BCE, evolved in this phase

Solution Initiative Statement (revised)
A specification of the intent of the solution in terms of the problem that is being addressed, who benefits and how, motivations for the solution, constraints that surround the solution, and who the sponsor is. This serves as a concise statement of a program that will create and deploy IT capabilities needed to achieve the required business transformation. NOTE: Variants or alternative solution initiative statements may be produced in BCE. Refinement and selection of a final statement is made in this phase.

Initial Statement is input to BCE, it is reviewed and elaborated in BCE, and further extended in this phase

7

Envision Solution Possibilities
A guided tour of the gallery of Capability Cases provides an opportunity for attendees to understand the value of selected technologies and to make connections from the solution stories to their situation. Ideas can be sparked by these connections and also be the interplay of ideas and business possibilities.

Capability Interest and Value Proposition Scorecard
The scorecard is a table that ranks capabilities according to their perceived value and interest to different stakeholders. Each Capability Case is scored by the attendees of the workshop.

Produced in this phase

8

Conduct Solution Scenario Enactment
Each of the Essential Activity Scenarios that were created is walked through, and the applicability of specific capabilities is explained in context with the envisioned work in the future business model.

Solution Enactment Diagram
Annotated pictures of how events, actions, and capabilities help stakeholders perform their work in selected activity areas.

Produced in this phase

9

Prioritize Capabilities
Capabilities that are confirmed to be of the most interest to the organization are examined from three perspectives: desirability[md]the business value, feasibility[md]ease of implementation, and adequacy[md]functional fit. Each capability is prioritized accordingly.

Capability Prioritization Matrix
A table, or equivalent, listing selected capabilities with measures of importance and priority, rough order of magnitude on effort, and desired target dates for realization. Some treatment of dependencies should also be provided.

Produced in this phase

10

Assess Solution Realization Gap
Implementing and deploying the solution brings challenges arising from differences between the organization's current competencies and resources, the impact on existing systems, and the readiness of the selected technologies. An assessment of these gaps and the organization's ability to address them produces a risk list and an informed decision model on solution options.

Risk Assessment Model
An identification of risks, their likelihood and impact, and critical dependencies. The model can be presented either in the form of a list, a table, or a database model with each risk correlated to specific capabilities.

Produced in this phase

Solution Options Decision Model
The solution option decisions are concerned with technology choices and the selection of a development strategy. Technology choices will be different for platforms, IT infrastructure, application infrastructure, and application software. Standards for the enterprise will constrain choices and this workproduct captures such rationale.

Produced in this phase

11

Conduct Post-Workshop Analysis and Consolidation of Concepts
The workshop and work of this phase generates new insights, agreements (and potential disagreements) over dependencies, issues, and priorities, and commitments to going forward. An analysis of this leads to a refinement of the "Solution Concept" and its associated road-map.

Solution Concept Document
The Solution Concept workproduct conveys the vision of the solution. It is a description of the business context with forces and motivating scenarios, stakeholders and their desired results, capabilities that enable new ways to work, future scenarios that illustrate new ways to work, and a road-map that addresses risks, impacts, and the options and plans for the solution design work of the next phase.

Produced in this phase
Capability Model
A conceptual architecture of the solution that guides the architectural design and technology selection. It provides a common vision by telling a story of a solution. Assists design, construction, and deployment of a technology solution by keeping them on track. It may contain multiple diagrams (viewpoints) for different stakeholders.
Produced in this phase