Introduction
Description: Synthesizes lessons learned, scope, business capabilities, roadmap. Something to do that sums up an engagement. “Here’s what was gleaned; these are the next steps.” An opportunity to synthesize the various aspects of engagement with the stakeholder. Brings together the various perspectives into a coherent narrative that contextualizes next steps.
Pertains to solutions architecture.
This document is to help stakeholders move from talking to doing, to deliver on the outcomes identified in the engagement.
Culmination of a scoping study
The tool supplements a project charter or program charter (depending on the scope). Arguably this comes before the program charter (ie: “ we need a program manager to start the process…”)..
The case for action is taken to the group that has the means (or access to this). Basically, to start the funding process.
Goals: Provide decision-makers with a comprehensive representation of the current state and the solution possibilities.
Context: To improve an identified capability.
Scope: It has broad applicability, but the depth and detail in the document would likely vary with scope of the need addressed. This tool wouldn’t be used for small funding requests.
Source: Examples provided by Jenni Laughlin, University of Washington
Scenarios
As a consensus-building and client engagement tool.
To sum up work to date and prepare for hand-off and possible adjustment in the future.
- From governance perspective, to justify funding.
This is a synthesis of a discovery effort
Creators:
Consumers
Method
Roles: Architects should facilitate and author this.
Steps:
Pre-condition: Analysis is nearing completion and is ready to be summarized.
Pre-condition: Stakeholders have gone through norming process about the as-is, to-be, and initial roadmap draft.
Gather artifacts and determine which can be applied as is and which should be tailored for publication
Author introduction to create a narrative context and frame
Present roadmap
Outline justification for roadmap
Construct a recommendation on the immediate next steps / recommendations.
- Optionally present as a business case with resource estimates and cost/benefit
Templates: The following list, which is excerpted from the table of contents of a U. Wash document, illustrates the structure of this tool and drives the method.
- Table of Contents
- Summary and Roadmap
- Challenges and Opportunities
- Current Examples
- Example: A
- Example: B
- Example: C
- Example: D
- Examples in Other Organizations
- Example: Facility-Related Asset Information at Other Universities
- Example: UW Policy Directory
- Justification
- Benefits to customers (students, staff, faculty)
- Savings at Other Universities
- Risk of not doing this (compliance)
- Associated risks
- Recommendations
- Start a program
- Identify Stakeholders from Organizations Across the Facility Lifecycle
- Form an Information Management Steering Group
- Example Initiatives
Communication
Examples
At University of Washington, we did something similar to help launch the Admissions Modernization initiative
After this method, it could be relevant to proceed to:
Project charter
- Possibly business case
Before this method, it could be helpful to use