STRUCTERED TECHNOLOGY DECISIONS JANUARY 6, 2014
May 19, 2015
S T R U C T E R E D T E C H N O L O G Y D E C I S I O N S J A N U A R Y 6 , 2 0 1 4
“The Technology Team’s mission is to provide robust, cost effective and easy to use technology to support Transform Rockford.”
A Strategic Technology Selection Process Framework for the Transform Rockford Community
• It's the Vision Thing– An Overarching Process Vision
• What and Why– The Framework Process Destination
• Steps to Success– A Simple Stepwise Approach
Overarching Process Vision
• Mission Statement Delivered– Evaluate and Select Standard Tools– Strategic Technology Roadmap– Advisory Leadership for Technology
• Shared Values Observed– Inclusion, Caring, Respect, Trustworthiness,
Transparency, Consensus, Ideation, Responsibility, Interconnectedness
• Proven Approach Practiced– An orderly, structured approach– Transformational and Comprehensive– Best Practices and Lesson Learned– Framework for Decision Making– Less is more as long as it's good
• Walk the Walk - Lead by Example
Framework Process Destination
Deliverables
• Prioritized Features and Capabilities
• Evaluation models for technology criteria assessment
• Documented rationale for attribute weighting
• Options, risks, benefits, concerns, comments, recommendations, decisions
• Communication tools for all stakeholders
• Successful community collaboration delivery
Benefits
• Based upon long term goals while enabling short term objectives
• Alignment with overall transformation process and timeline
• High level roadmap for technical transformation
• Dynamic process for managing change
• Documented decision rationale for future reference
Simple Stepwise Approach
Step 1 - Collect and Curate
Step 2 - Evaluate and Compare
Step 3 – ‘Deciderer Strategery’
Step 4 - Frame the Evidence
Step 5 - Record, Rinse, Repeat
Step 1 - Collecting and Curating
• Collect and Curate Requirements– Utilize questionnaires for requirements interviews– Draft lightweight Agile User Stories– Diagram UML Use Cases– Develop capabilities, features, needs, benefits
• Translate stories and needs into future state capabilities– ex. CRM system manages extensible contact data– ex. CRM can organize contacts into groups– ex. CRM support import and export of data and via API
Step 2 – Evaluate and Compare
• Prioritize features, capability requirements
• Research candidate tools and suites for ‘system’ components
• Assess pillars of success factors and best practice maturity levels
• Matrix the features, priorities, benefits, risks, TCO
Step 3 – ‘Deciderer Strategery’
R.A.P.I.D. Is not too Fast
• ‘R’ – “recommender” person who initiates or drives the process
• ‘I’ – “input” is consulted on recommendation before decision is made
• ‘A’ – “agree or approve” needed, an ‘I’ with power
• ‘D’ – “decide” has the final authority
• ‘P’ – “perform” is carried out after decision is made, often an ‘I’
Preparation Pays it Forward
• Score each feature by maturity and priority
• Draft risks, benefits, implications for review
• Gives time for stakeholders to review and comment
• ‘R’ should provide default recommended option
• Do not leave the decision to chance
Step 4 – Frame the Evidence
• Understand phases of group change, communication is key
• Establish what we can agree on first and how decisions are made
• Document the options considered and scoring used by deciders
• Record the decision methods and participants and rationale
• Be transparent with process, options and documents• Use quick wins to establish process credibility for the
future
Step 5 – Record, Rinse, Repeat
• Document – Decision made and decider roles– Rationale of deciding factors – Any meeting notes and next steps
• Identify – Potential interactions with other decisions
made or pending• Publish
– Documentation records and materials– Enable reviewing and commenting by all
stakeholders– Recommendation of schedule for next
review cycle
FIRST STEPS
An example of such as process used for collaboration file sync capabilities and the deliverables developed
Dimensions
Model
Assessment
Scorecard