BTF - Day 5

Business Transformation:
Phase 3
Friday
Business Transformation Workshop
Copyright ©2012 and Distribution Rights Held by Global

Knowledge Training LLC
This courseware may contain trademarks, copyrights and other

intellectual property rights of third parties, including Cisco Systems,
Inc. and Microsoft Corporation, and all such rights are proprietary
to their respective owners.
© 2011 Global Knowledge Training LLC. All rights reserved.

Business Transformation:
An Architectural Approach

Architecture Practitioner - Core Components
Architecture Consulting Lifecycle
Framework/Method
Tools/Techniques

Aligning Architecture Consulting Lifecycle
with Curriculum Structure and Skills
Advanced Consulting Skills
Communication Facilitation Conflict Resolution
Gather Build Present Implement

Engage
& Analyse & Validate & Gain & Evolve
Business Transformation: Finance Module
Phase 1: Phase 3:
Business Business Transformation : Foundation Architecture Skills
Transformation:
Architectural
Phase 2:
Approach Phase 4:
Opportunity Business Transformation : Vendor Architecture Solutions
Development
Opportunity Phase 5:
Development
Workshop Business Transformation : Advanced Tools and Techniques
for Business Architects

Aligning Architecture Consulting Lifecycle
with Curriculum Structure and Skills
Advanced Consulting Skills
Communication Facilitation Conflict Resolution
Gather Build Present Implement

Engage
& Analyse & Validate & Gain & Evolve
Business Transformation: Finance Module
Phase 1: Phase 3:
Business Business Transformation : Foundation Architecture Skills
Transformation:
Architectural
Phase 2:
Approach Phase 4:
Opportunity Business Transformation : Vendor Architecture Solutions
Development
Opportunity Phase 5:
Development
Workshop Business Transformation : Advanced Tools and Techniques
for Business Architects

Agenda - Friday
09.00 – 09.15 Introduction

09.15 – 10.45 Develop the implementation roadmap
10.45 – 11.00 Break
11.00 – 12.30 Govern Implementation
12.30 – 13.00 Lunch
13.00 – 13.30 Realize Benefits

13.30 – 14.00 Deepen your customer relationship
14.00 – 14.30 Course Recap

Implement and Evolve
How to get commitment
Unit 3
Develop the Implementation Roadmap
Implement and Evolve:
Develop Implementation Roadmap

Unit Objectives
 After completing this unit, you will be able to:
• Develop and confirm an implementation roadmap that realizes the

statements in the business case
• Prioritize implementation projects to maximize the business value of the
deliverables
• Define capability increments and transition projects
• Document implementation efforts in an Architecture Definition
Increments Table
• Coordinate the implementation plan with other management frameworks
• Assess implementation risks and investigate benefit shortfalls

Aspects of the Implementation Phase
Business Case
Implementation Strategy
Implementation Plan
Implementation Work
Implementation Governance

Structure of an Implementation Roadmap
Link to Business Case • Identify key capabilities

- Implementation Projects • Describe project deliverables
- Timeline of Benefits Realization • Plan progressive deployment of capabilities
Transition Architectures • Assess relevant factors and make deductions

- Implementation Factors • Specify transition architectures
- Capability Increments • Describe project deliverables
- Transition Projects • Create Architeture Definition Increments Table
• Identify implementation risks

Implementation Risks
• Investigate root causes
- Shortfalls in Benefits Realization
• Describe mitigating actions
- Root Cause Analysis
• Document responsibilities and timeframe

Compiling an Implementation Roadmap
 Estimate resource requirements

 Estimate project timings
 Refine capability based planning
 Define capability increments
 Determine transition architectures
 Manage risks of implementation projects
 Confirm interactions with management frameworks

Capability Based Planning Approach
Capability
Capability Increment
People Dimension Process Dimension Technology Dimension

Individual Training Concepts Infrastructure
Collective Training Business Processes Information Technology
Professional Development Information Management Equipment

Delivering Capabilities in Increments
 Program manager may assign “capability manager”

 Build out capability in increments aligned with transition architectures
Transition Transition Transition

architecture 1 architecture 2 architecture 3
Capability A
Capability B
Capability C
Capability D

Detailed View of Capability Increments
For each capability

Dimension 1
14
 Define appropriate dimensions 12
10
 Assign values to dimensions 8
6
 Draw a spider web diagram Dimension 5 4 Dimension 2
2
0
Dimension 4 Dimension 3
Increment 1 Increment 2 Increment 3

Factors Affecting Duration of a Transition
Budget
cycle
Capability Purchasing
complexity cycle
Transition
architecture
duration
Objective
Competitive
based
pressures
factors
Regulatory
influence

Implementation Projects versus Transition Projects
Implementation Project realizes a full capability
Transition Project realizes a capability increment

Transition Projects
Incremental Incremental Full

benefits benefits benefits
Transition Transition Transition

Architecture 1 Architecture 2 Architecture 3
• Transition • Transition • Transition

Project 1.1 Project 2.1 Project 3.1
• Transition • Transition • Transition
Project 1.2 Project 2.2 Project 3.2
•… •… •…

Focus on Incremental Delivery of Value
Early benefits realization
Deliver capability in increments
Build momentum
Leverage business case
Involve business and IT in planning

Planning Transition Architectures
This iterative process explores alternative implementation

pathways based on business priorities and solution dependencies.
• Identify key capabilities

1
• Define implementation projects

2
• Define capability increments

3
• Define the transition projects

4

Step 1: Identify Key Capabilities
 What is the consolidated set of business capabilities that you have

identified?
 How would each of these capabilities “unpack”?
• Think in terms of people, process, and technology-related implementation
activities.
• Think about the possible capability increments that could be defined.
• Create a first draft defining some capability increments.

Step 2: Define Implementation Projects
 Identify implementation projects at the capability level.

• Use the TOGAF convention of one implementation project per capability.
• Think about the people, process, and technology-related implementation activities
required to deploy the capability.
• Identify the implementation projects that will deploy those capabilities.
 Define the projects in terms of:
• The major outputs they will produce
• How those outputs implement the capability
 Create an initial version of the Architecture Definition Increments
Table.

Step 3: Define Capability Increments
 What is your strategy for implementing these capabilities?

• Review the important and significant implementation factors.
• Explore which factors could or should be used to prioritize the sequence of
capability deployment in the roadmap.
• Explore how the possible sequences impact the delivery of expected
benefits.
• Decide which sequence you will use for your roadmap.
 What is your rationale?
 How would you defend it?

Step 4: Define Transition Architectures
 Plan the progressive creation of business capabilities.

• Explain the capability increments that will be implemented
• Refine and sequence your first draft of capability increments
• Explain the business theme that will be used to identify the transition
architecture.
 Decide on the number of required transitions.
• When will benefits be realized?
• A typical design has two or three transition architectures.
 Refine the Architecture Definition Increments Table

Architecture Definition Increments Table
Project deliverables listed across the transition architectures
Implementation Transition Transition Transition

Project Architecture 1 Architecture 2 Architecture 3
Implementation Transition Project 1.1 Transition Project 2.1 Transition Project 3.1
Project 1 deliverables deliverables deliverables
Implementation Transition Project 1.2 Transition Project 2.2 Transition Project 3.2
Project 2 deliverables deliverables deliverables
...
• Web conference • Pervasive computing • TelePresence training
training and presence training • Executive
Conferencing and
• Client collaboration • Internal collaboration collaboration process
Connected Decision
process process • TelePresence
Making
• WebEx infrastructure • VOIP infrastructure deployment
deployment deployment

Confirming the Transition Architectures with
Stakeholders
Transition Architecture 1 Transition Architecture 2
Benefits Benefits
Duration Duration
Delivered Delivered

Coordinating Management Frameworks and
Implementation Plan
• Business • Enterprise
Planning Architecture
Resources Design
Operation Delivery
• Portfolio and
• Operational Project
Management Management

Exercise 3-1: Plan Transition Architectures
Resource Guide: Case Study
Tasks Outcomes
• Create an Architecture Definition • Completed architecture
Increments Table for FinCo definition increments table
Small group activity: 45 minutes Debrief: 10 minutes

Management of Implementation Risks
Risk
Classification
Risk Risk
Monitoring Identification
Risk Risk
Mitigation Assessment

Risk Impact Assessment
Frequeny
Frequent Likely Occasional Unlikely
Catastrophic Extreme Extreme High Moderate
Critical Extreme High Moderate Low

Effect
Marginal High Moderate Low Low
Negligible Moderate Low Low Low

Risk Identification and Mitigation
Preliminary Risk Residual Risk

Risk Mitigation
Effect Frequency Impact Effect Frequency Impact
Risk 1
Risk 2
...
before mitigation after mitigation

Unit Summary
 The implementation roadmap links planned work to key goals and is a

significant concern of the business architect.
 Prioritize projects within transition architecture increments to maximize
expedient realization of benefit value.
 Document the major decisions in an Architecture Definition Increments
Table.
 Investigate potential shortfalls in the realization of benefits by means of
a root cause analysis.
 Ensure alignment of the implementation plan with key management
frameworks used by the customer.
 Manage risks in the implementation of transition projects.

Unit 4 Govern Implementation
Implement and Evolve: Govern
Implementation

Unit Objectives
After completing this unit, you will be able to:

• Describe Governance, it’s benefits and objectives
• Understand the structure of a Governance Framework
• Define Implementation Governance and state its objectives
• Describe the Business Architect’s role within implementation Governance
• Ensure that the deployed solution conforms with the target state
architectural blueprint
• Monitor partner ecosystem performance

What is Governance?
 Governance guides how decisions are made and controlled

• May exist in many forms within an organization
• Corporate – treatment of shareholders, compliance with law
• Technology – R&D, manufacturing, digital assets
• IT – linking use of IT assets & data to corporate goals and strategies
• Architecture – managing and controlling all architectures, their components
and activities associated with them
 May apply at several levels
• Global, Regional and Local via Architecture Boards, Design Authorities,
Working Parties and Steering Committees

What is Implementation Governance and why
is it important?
 Ensures implementation projects conform to the Target
architecture
 Guides how architectural decisions are made throughout the
various implementation projects
 Establishes connection between the architectural and
implementation parts of the organization
 Ensures adherence to the appropriate risk management
policies
 Ensures that stakeholder’s goals and objectives are met

Implementation Governance within the
Engagement Lifecycle
• Preliminary Phase
• Architecture Vision
• Implement and Architecture Design

Govern • Business
• Operate and Evolve • Data
• Manage Change • Application
• Technology
Domains
• Opportunities and Solutions

• Programme and Project Planning
• Portfolio Management

Discussion: Implementation Governance
 What are the governance

objectives of an
implementation program?

Implementation Governance Objectives
 Ensure Implementation Programmes deliver the agreed

Transition Architectures in phases which reflect business
priorities and expectations
 Ensure that the Organisational standards for Governance
and Risk are followed
 Ensure integrity of the architectural landscape is maintained
• Perform appropriate governance functions such as compliance
assessments which can be used to test conformance
 Provide advice to development and deployment teams
• Guide solutions development teams and prepare for operational
deployment

Implementation Governance Functions
Ensure direction
Ensure Program strategy Ensure capacity and

alignment and prioritization capability to execute
Business case Resources
Communication
Ensure
compliance and Target state Integrated Ensure
benefits design Transition planning readiness
architecture
Ensure logical sequencing

Implementation Governance Model
Architecture Steering
Board Organisational Structure Committee
Roles and Responsibilities
Programme
Board
Governance Framework
Policy &
Compliance Process Content
Dispensation Contracts
Monitoring Standards
Control Checkpoints Reporting
SLA’s & OLA’s
Target State Implementation
Governance
processes

Structure of a Governance Framework
Process Content
Policy Management Requirements
Compliance SLA’s & OLA’s
Repository
Dispensation Authority Structures
Monitoring & Reporting Organisational Standards
Business Control Solutions
Environment Management Architectures
Process Flow Control

Discussion: Role of the Business Architect
 What is the role of the business

architect with respect to
implementation governance?
Compliance
assessment
Corrective
actions

Business Architect Role in Implementation
Governance
Ensure Program strategy

alignment and prioritization
Business case
Communication
Ensure
compliance and Target state Integrated
business case design Transition planning
benefits architecture
Ensure logical sequencing

Governance Processes
Organization
 Plan and establish program governance structure
structure
 Plan for audits
Organisational Structure
 Plan program quality Roles and Responsibilities
 Provide governance oversight
 Manage program benefits
Governance Framework
 Monitor and control program
changes
Process Content
 Approve capability transition
 Grant Dispensations Checkpoints
 Compliance Assessments Target State Implementation

Governance
Governance
processes processes

Governance Checkpoints and Criteria
• What: Review by Steering (Governance) Committee which

decides to continue, modify, or stop program
• When: Anytime, but usually at
the end of a program lifecycle
Organisational Structure
phase Roles and Responsibilities
• How: Program manager

reports on Governance Framework
the status, forecast, reasons Process Content
for deviations, and action
plans. Checkpoints
Target State Implementation

Governanc
e
processes
Target State Compliance Assessments
• Ensures the compliance of individual projects within the overall

programme
• Architecture Compliance Reviews
establish compliance against
established design criteria and Organisational Structure
standards Roles and Responsibilities
• Implementation Compliance
Reviews will check progress, Governance Framework
timeline, issues, risks and
dependencies Process Content
• Findings report degree of Checkpoints

compliance and conformance
and recommended actions Target State Implementation
Governanc
e
processes
Implementation Program SWOT Analysis
Internal to External to
Program Program
Weaknesses Opportunities
Strengths Threats
Implementation
Program

Governance Log
 A repository of information relating to the governance of
implementation projects
• portfolio of implementation projects and timelines
• Compliance assessments from key milestone checkpoints
• Capability assessments
• Performance measurements based on project charters
 A Decision Log should contain a record of all architecturally
significant decisions typically concerning:-
• Product selections
• Justification for major architectural features
• Deviations from standards
• Changes to the lifecycle

Partner Ecosystem Performance
 Business architect has a design leadership role

 Responsible for monitoring design quality across capabilities
supplied by ecosystem partners

Architectural Ecosystem Governance
 Internal ecosystem  Customer facing

design review design acceptance

Unit Summary
 Implementation governance ensures all levels of decision making

are focused on achieving program goals.
 The business architect performs architectural governance
functions in support of implementation governance to ensure:
• Compliance with target state design and realization of benefits
• Alignment with program strategy and priorities
• Logical sequencing of projects relative to plan

Unit Summary (cont.)
 Ensures architectural compliance of implementation projects by

conducting compliance assessments and maintaining a
governance log.
 The business architect ensures overall design quality across
ecosystem partner components through internal design reviews
and customer facing design acceptance.

Unit 5: Realize Benefits
Implement and Evolve: Realize Benefits

Unit Objectives
After completing this unit, you will be able to:

• Describe the processes and tools required to track the realization of
benefits identified in the business case
• Define strategies for tracking, reporting on, and realizing benefits
• Undertake benefit gap analysis and identify corrective actions

Challenges to Benefits Realization
 Once the implementation program or project is funded, the

business case is set aside (forgotten).
 Implementation team does not understand or believe the
business case.
 No communication exists between the analysis team and
implementation team.
 Benefit shortfalls are not discovered until it is too late.
 The internal or external context changes.
 No process exists for managing benefits realization.

Benefits Realization Approach
Program lifecycle phase Benefits realization activities

• Confirm the benefits expected from the business case as well
Business case
as risks and assumptions
• Fund and staff the benefit measurement resources
Implementation
• Identify changes (roles, processes, behaviours) required to
program initiation
achieve benefits
Implementation • Schedule benefit measurement and tracking
program planning • Plan contingencies for obstacles to benefit achievement
Implementation • Track the level of benefit attainment and compare to projected

program benefits targets
delivery • Identify and clear obstacles to benefit attainment
Implementation • Report on actual benefits attained by end of implementation

program closure versus expected benefits

Delivering Benefits
Actions required to
achieve benefits Measurable results
on time
Benefit Accountability
Starting Target
Benefit Projects Schedule
value value
• Business • Actions to • Realization
case implement profile
Assumptions and Risks

Managing Benefits
Benefit Accountability
Starting Target
Benefit Projects Schedule
value value
• Business • Actions to • Realization
case implement profile
Assumptions and Risks

Benefits expected Contingency and changes
from the solution to basis for benefits

Managing Benefits Realization: FinCo
Business Goal Supporting Objectives
1. Become the number one tax, audit and • Achieve revenues of £500M by January 1, 2015
financial services firm in the mid-sized
consultancy market
2. Deliver innovative and practical • Acquire collaborative technology by January 1, 2012
solutions to address our client issues
• Reduce employee turnover by 15% by March 1, 2012
3. Establish excellent processes and • Acquire collaborative technology by January 1, 2012
systems
• Stabilize the network infrastructure by November 1, 2011
• Consolidate New York and London data centres by July 1, 2012
4. Able to solve complex customer • Acquire collaborative technology by January 1, 2012

problems
5. Quality and integrity are ingrained in • Each employee will receive a minimum of 10 days training per year
the culture and values of our people
• Achieve an 8 out of 10 rating in the Annual Customer Satisfaction survey
6. Become the number one firm where • Achieve number one firm in the annual best places to work survey by 2013
people can do their best work
• Ensure work-life balance by limiting overtime to less than 3% per annum

Key Capabilities Description Goals

Addressed
Expertise Location and • Ability to locate and connect to domain expertise 1, 2, 3, 4
Matching through a centralized system open to all FinCo
employees
• Goal is to reduce the time it takes to identify and
engage specialized expertise

September October November December January February
5 12 19 26 3 10 17 24 31 7 14 21 28 5 12 19 26 2 9 16 23 30 6 13 20 27
Expertise Location and Matching
Expertise Catalog Expertise Matching Integrated Access
Knowledge Management
Collect & Normalize IP Sharing & Publishing
Online Social Collaboration
Web Collaboration (Internal) Web Collaboration (Customer Facing)
Conferencing and Connected Decision Making
Personal Presence Office & Home (Video Enabled Strategic Meeting Environment (Immersive Face-to-
Web Conferencing (Video Enabled Web)
Voice) Face Experience)
Technology Infrastructure Consolidation and Optimization
Stabilize Network Infrastructure Consolidate Data Centres Implement D/R
Stabilize Modernize Optimize

Implementation Projects
The following implementation projects have been defined to deliver the identified key capabilities. The
specific business and technical capabilities that these will bring to FinCo are summarized below.
Implementation Project Implementation Project Deliverables
Name
Business [B] or Technical [T] Capabilities Delivered
Expertise Location and Implement systems and processes to enable FinCo employees to locate
Matching specific domain expertise in a timely manner
• [B] Reduce time required to identify and locate specific domain

expertise
• [B] Enable the application of specialized knowledge across the
enterprise
• [T] Central repository of skills and capabilities for all employees
• [T] Central repository of employee location information
• [T] Skill and employee search tool
• [T] Links to collaboration and knowledge management systems

Benefit Action Register
Measures for assessing Assumptions that

benefit realization must be managed
Accountability for Timeline for Means of getting

achieving benefit realization of benefit to the benefit
Benefit Benefit Initial Target Realization Assumptions Contributing

name sponsor value value profile projects
Benefit 1
Benefit 2
Benefit n

Benefit Action Register: FinCo
Benefit Benefit Initial Target Realization Assumptions Contributing

name sponsor value value profile projects
Expertise Relevant 2 Days 2 Hours 6 months Remote Technology

Location CxO Average (3 x 2 month bandwidth and Infrastructure
& transitions) connectivity Consolidation
Matching issues identified and
in the Optimization
Implementation
Gap Analysis
have been
resolved

Root Cause Analysis: Benefit Gap
Goal: To identify all the causes of a benefit gap

 Review benefit assumptions and rationale.
 Collect data.
 Organize by using appropriate technique.
 Identify causal factors.
 Select root causes.
 Repeat until analysis is complete.

Benefit Gap Correction
 Root cause analysis reveals causes of a benefit gap.

• Staff understands how to use the solution but does not understand the
importance of doing so and resorts to “work-arounds”.
 Undertake corrective action
• Implement action to address the root cause.
• For example, undertake additional training and communication to
raise awareness of the importance of the new process and tools.

• Implement performance management revisions to motivate
appropriate behaviors.

Reporting on Benefits Realization
 Provides a mechanism for showing that the benefits have

been realized as per plan
Realization
Status reports Post-completion
report

Benefits Realization Report
 Quantification:
• Date
• What
• How many
 Governance:
• Determines if this is occurring within the designated parameters
• Measures capabilities against the benefits realization plan, possibly
resulting in:
 Capability realignment
 Capability termination
 Capability started early

Unit Summary
 Benefits realization is a systematic management process that
ensures the delivery and management of benefits
throughout implementation.
 Advising and guiding customers to formalize benefits
realization within the implementation program improves
decision-making processes and managing stakeholder
expectations.
 Use the benefits action register to identify and track benefits
and identify gaps.
 Address gaps in benefits promptly and report on benefit
realization throughout the program to create valuable
reference customers.

Unit 6: Deepen Your Customer
Relationship
Implement and Evolve: Deepen Your
Customer Relationship

Successful Implementation
Which factors contribute to an

implementation being considered
successful?
• Technical Aspects?
• Business Aspects? Compliance
assessment
Corrective
actions

What Makes an Implementation Successful?
Technical Aspects
• Stable infrastructure conditions
• Seamless Integration with other systems and applications
• Efficient use of technology resources
• etc
Compliance
Business Aspects assessment
• Delivers expected benefits Corrective
• Accepted and used by workforce actions
• Increases productivity
• Efficient use of human resources
• etc
Achievement of Customer Outcomes

Achievement of Customer Outcomes: FinCo
Implementation Projects
The following implementation projects have been defined to deliver the identified key capabilities. The
specific business and technical capabilities that these will bring to FinCo are summarized below.
Implementation Project Implementation Project Deliverables
Name
Business [B] or Technical [T] Capabilities Delivered
Expertise Location and Implement systems and processes to enable FinCo employees to locate
Matching specific domain expertise in a timely manner
• [B] Reduce time required to identify and locate specific domain

expertise
• [B] Enable the application of specialized knowledge across the
enterprise
• [T] Central repository of skills and capabilities for all employees
• [T] Central repository of employee location information
• [T] Skill and employee search tool
• [T] Links to collaboration and knowledge management systems

Achievement of Customer Outcomes
Consider FinCo’s required new

business capabilities:
1/. Expertise Location & Matching
2/. Knowledge Management
3/. On-line Social Collaboration
4/. Conferencing & Connected Decision Compliance
Making assessment
5/. Technology Infrastructure Corrective
Consolidation & Optimization actions
In order for FinCo to fully realize the

benefits
delivered by the overall solution what
must be considered?
Measurements of Success
Demonstrable Increases in:

• Revenues
• Productivity
• Staff Retention
• Customer Satisfaction
• Etc Compliance
assessment
Provides the opportunity for formal and Corrective
informal review with FinCo CxO and actions
stakeholders to discuss and prove the
achievement of required outcomes
This is the opportunity to develop and

deepen the relationship with your customer
Thank you for participating in the
Implement and Evolve module.
Please remember to complete

the evaluation.

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Business Transformation:

Copyright ©2012 and Distribution Rights Held by Global

This courseware may contain trademarks, copyrights and other

© 2011 Global Knowledge Training LLC. All rights reserved.

© 2011 Global Knowledge Training LLC. All rights reserved.

Architecture Consulting Lifecycle

© 2011 Global Knowledge Training LLC. All rights reserved.

Communication Facilitation Conflict Resolution

Gather Build Present Implement

© 2011 Global Knowledge Training LLC. All rights reserved.

Communication Facilitation Conflict Resolution

Gather Build Present Implement

© 2011 Global Knowledge Training LLC. All rights reserved.

09.00 – 09.15 Introduction

12.30 – 13.00 Lunch

13.00 – 13.30 Realize Benefits

© 2011 Global Knowledge Training LLC. All rights reserved.

© 2011 Global Knowledge Training LLC. All rights reserved.

 After completing this unit, you will be able to:

• Develop and confirm an implementation roadmap that realizes the

© 2011 Global Knowledge Training LLC. All rights reserved.

© 2011 Global Knowledge Training LLC. All rights reserved.

Link to Business Case • Identify key capabilities

Transition Architectures • Assess relevant factors and make deductions

• Identify implementation risks

© 2011 Global Knowledge Training LLC. All rights reserved.

 Estimate resource requirements

© 2011 Global Knowledge Training LLC. All rights reserved.

People Dimension Process Dimension Technology Dimension

© 2011 Global Knowledge Training LLC. All rights reserved.

 Program manager may assign “capability manager”

Transition Transition Transition

© 2011 Global Knowledge Training LLC. All rights reserved.

For each capability

Increment 1 Increment 2 Increment 3

© 2011 Global Knowledge Training LLC. All rights reserved.

© 2011 Global Knowledge Training LLC. All rights reserved.

Implementation Project realizes a full capability

Transition Project realizes a capability increment

© 2011 Global Knowledge Training LLC. All rights reserved.

Incremental Incremental Full

Transition Transition Transition

• Transition • Transition • Transition

© 2011 Global Knowledge Training LLC. All rights reserved.

Early benefits realization

Deliver capability in increments

Leverage business case

Involve business and IT in planning

© 2011 Global Knowledge Training LLC. All rights reserved.

This iterative process explores alternative implementation

• Identify key capabilities

• Define implementation projects

• Define capability increments

• Define the transition projects

© 2011 Global Knowledge Training LLC. All rights reserved.

 What is the consolidated set of business capabilities that you have

© 2011 Global Knowledge Training LLC. All rights reserved.

 Identify implementation projects at the capability level.

© 2011 Global Knowledge Training LLC. All rights reserved.

 What is your strategy for implementing these capabilities?

© 2011 Global Knowledge Training LLC. All rights reserved.

 Plan the progressive creation of business capabilities.

© 2011 Global Knowledge Training LLC. All rights reserved.

Project deliverables listed across the transition architectures