Practice 7: Phase F: Migration Planning

Week 6.
Enterprise IT Architecture
IT Management
School of Creative Industries
Objectives
The objectives of Phase F are to:
• Finalize the Architecture Roadmap and the supporting
Implementation and Migration Plan
• Ensure that the Implementation and Migration Plan is co-
ordinated with the enterprise's approach to managing and
implementing change in the enterprise's overall change portfolio
• Ensure that the business value and cost of work packages and
Transition Architectures is understood by key stakeholders
Steps
The level of detail addressed in Phase F will depend on the scope and goals of the overall architecture
effort.
The order of the steps in Phase F as well as the time at which they are formally started and completed
should be adapted to the situation at hand in accordance with the established Architecture Governance.
All activities that have been initiated in these steps must be closed during the "Complete the
architecture development cycle and document lessons learned step".
The steps in Phase F are as follows:
• Confirm Management Framework Interactions for the Implementation and Migration Plan
• Assign a Business Value to Each Work Package
• Estimate Resource Requirements, Project Timings, and Availability/Delivery Vehicle
• Prioritize the Migration Projects through the Conduct of a Cost/Benefit Assessment and Risk Validation
• Confirm Architecture Roadmap and Update Architecture Definition Document
• Complete the Implementation and Migration Plan
• Complete the Architecture Development Cycle and Document Lessons Learned
Assign a Business Value to Each Work
Package
Establish and assign a business value to each of the work packages. The intent is to first establish what constitutes business value within the
organization, how value can be measured, and then apply this to each one of the projects and project increments.
If Capability-Based Planning has been used, then the business values associated with the capabilities and associated capability increments should
be used to assign the business values for deliverables.
There are several issues to address in this activity:
• Performance Evaluation Criteria are used by portfolio and capability managers to approve and monitor the progress of the architecture
transformation
• Return-on-Investment Criteria have to be detailed and signed off by the various executive stakeholders
• Business Value has to be defined as well as techniques, such as the value chain, which are to be used to illustrate the role in achieving tangible
business outcomes Business value will be used by portfolio and capability managers to allocate resources and, in cases where there are
cutbacks, business value in conjunction with return on investment can be used to determine whether an endeavor proceeds, is delayed, or is
canceled.
• Critical Success Factors (CSFs) should be established to define success for a project and/or project increment These will provide managers
and implementers with a gauge as to what constitutes a successful implementation.
• Measures of Effectiveness (MOE) are often performance criteria and many corporations include them in the CSFs Where they are treated
discretely, it should be clear as to how these criteria are to be grouped.
• Strategic Fit based upon the overall Enterprise Architecture (all tiers) will be the critical factor for allowing the approval of any new project or
initiative and for determining the value of any deliverable
Use the work packages as a basis of identifying projects that will be in the Implementation and Migration Plan. The identified projects will be fully
developed in other steps in Phase F. The projects, and project increments, may require adjustment of the Architecture Roadmap and Architecture
Definition Document.
Risks should then be assigned to the projects and project increments by aggregating risks identified in the Consolidated Gaps, Solutions, and
Dependencies Matrix (from Phase E).
Estimate the business value for each project using the Business Value Assessment Technique
Business Value Assessment Technique
Confirm Architecture Roadmap and
Update Architecture Definition Document
Update the Architecture Roadmap including any Transition Architectures. Review the
work to date to assess what the time-spans between Transition Architecture should be,
taking into consideration the increments in business value and capability and other
factors, such as risk. Once the capability increments have been finalized, consolidate
the deliverables by project. This will result in a revised Architecture Roadmap.
This is needed in order to co-ordinate the development of several concurrent instances
of the various architectures. A Transition Architecture State Evolution Table can be
used to show the proposed state of the domain architectures at various levels of detail.
If the implementation approach has shifted as a result of confirming the
implementation increments, update the Architecture Definition Document. This may
include assigning project objectives and aligning projects and their deliverables with
the Transition Architectures to create an Architecture Definition Increments Table.
Transition Architecture State Evolution
Table
All Solution Building Blocks (SBBs) should be described with respect to their
delivery and impact on these services. They should also be marked to show
the progression of the Enterprise Architecture. In the example, where target
capability has been reached, this is shown as "new" or "retain"; where
capability is transitioned to a new solution, this is marked as "transition"; and
where a capability is to be replaced, this is marked as "replace".
Another technique (not shown here) is to use colour coding in the matrix; for example:
• Green: service SBB in place (either new or retained)
• Yellow: service being transitioned into a new solution
• Red: service to be replaced
Architecture Definition Increments Table
Complete the Architecture Development
Cycle and Document Lessons Learned
This step transitions governance from the development of the architecture to the
realization of the architecture. If the maturity of the Architecture Capability
warrants, an Implementation Governance Model may be produced.
Lessons learned during the development of the architecture should be
documented and captured by the appropriate governance process in Phase H as
inputs to managing the Architecture Capability.
The detail of the Architecture Roadmap and the Implementation and Migration
Plan should be expressed at a similar level of detail to the Architecture Definition
Document developed in Phases B. Where significant additional detail is required
by the next phase the architecture is likely transitioning to a different level.
Depending upon the level of the Target Architecture and Implementation and
Migration Plan it may be necessary to iterate another ADM cycle at a lower level
of detail.
Approach
The focus of Phase F is the creation of an Implementation and Migration Plan in co-
operation with the project and portfolio managers.
Phase E provides an incomplete Architecture Roadmap and Implementation and
Migration Plan that address the Statement of Architecture Work.
In Phase F this Roadmap and the Implementation and Migration Plan are integrated
with the enterprise's other change activity.
Activities include assessing the dependencies, costs, and benefits of the various
migration projects within the context of the enterprise's other activity. The
Architecture Roadmap, Version 0.1 and Implementation and Migration Plan, Version
0.1 from Phase E will form the basis of the final Implementation and Migration Plan
that will include portfolio and project-level detail.
The architecture development cycle should then be completed and lessons learned
documented to enable continuous process improvement. 
End of Week 7 Practice