The Temple v2.1 – my model for establishing strategies

Note: Dette indlæg er et re-post af et tidligere indlæg på en anden blog.

This blog post contains my model for establishing strategies, and the model has been used numerous times over the last three years (2010-2012) at workshops, at strategic discussions, as documentation tool etc.

Behind each of the elements there is at least one supporting model for analysis, design and documentation.

Current version of the model: v2.1

Comments are very welcome!

Feel free to use it – but throw me an email, if you do 🙂 That’ll make me proud 🙂

Introduction

The Temple is a methodology for

  • describing supporting and coherent activities and elements, e.g. strategies and directions, programme design principles, Project Charters/Project Initiation Documents (a PID in PRINCE2 terms) etc.
  • facilitating workshops and dialogue
  • planning strategies and projects

The Temple was first developed in 2010 during my time at NNIT and has undergone fine-tuning since during my time at ProActive.

Major advantages of The Temple include (but not limited to)

  • Structured approach to discussions and descriptions
  • Limiting and scoping discussions to a single topic at a time (has turned out to be very helpful)
  • Being able to identify context and interdependencies, and act on them (requires domain knowledge to master it fluently)
  • Being able to identify gaps and flaws in supposed coherency

Method

Normally I walk through the elements in sequential order. Rarely I skip and jump, but that requires quite a lot of ninja-skills in the area 🙂

The outcome however is almost never documented in sequential order, but rearranged to fit the target audience, the document format, the required/requested length etc.

Overview

The Temple consists of these 18 elements:

Do the right things

Purpose – The Roof

  • Business Processes: Describes the business purpose, processes and issue, situation and challenge. Describes the current and desired states.
  • Benefits: Describes the tangible and non-tangible benefits, which are to be harvested. Describes the expected business case. Describes Critical Success Factors (CSFs) and Key Performance Indicators (KPIs)

The Pillars

  • Users: Describes the characteristics of the users (demography, skill set, expectations, agendas)
  • Functionality: Describes the required or expected functionality and services
  • Governance: Describes the adequate and needed governance for business, content and IT
  • Architecture: Describes all architectural building blocks from infrastructure components over systems and solutions to graphical elements like CSS, layout, wireframes and IA

Foundation – The Floor

  • Strategy: Describes the strategies, which The Temple is built on. Typically it is connected to the business, communication, IT and ECM strategies.

Do the things right

The execution of each project

  • PM (project management): Describes the required approach to executing the activities, that supports building The Temple
  • OCM (organizational change management): Describes the activities needed to help the users to adopt the new/changed solutions; being information, training and support etc.
  • QA (quality assurance): Describes the required dialogue and regulations, that influences the activities and solution

The characteristic parameters of each project

Describe the parameters that characterise the activities. The parameters are either a consequence of the activities or a barrier for these.

  • Scope: of the activities and solution
  • Time: project plan and timelines
  • Cost: all expenses (HW, SW, licenses, external consultants, investments etc.)
  • Quality (quality control): quality plans and activities
  • Risk: documented risk profile
  • Resources: internal resources (FTE’s, profiles and allocations) needed

Shared Services

  • To support the projects, a number of shared services and roles are needed, at least: Enterprise architect, business lead, IT QC

Programme management

  • Managing the programme/portfolio. No surprises here, just good old plain programme management of the projects, targets, CSFs and KPIs 🙂

That’s it

Enjoy the ride – and do ask 🙂

/erik

 

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