Open Framework, Information Management Strategy & Collaborative Governance | Data & Social Methodology - MIKE2.0 Methodology
Wiki Home
Collapse Expand Close

Members
Collapse Expand Close

To join, please contact us.

In other languages
Collapse Expand Close
Improve MIKE 2.0
Collapse Expand Close
Need somewhere to start? How about the most wanted pages; or the pages we know need more work; or even the stub that somebody else has started, but hasn't been able to finish. Or create a ticket for any issues you have found.

Overall Business Strategy for Information Development

From MIKE2.0 Methodology

Share/Save/Bookmark
Jump to: navigation, search
Content Model Relationship

Contents

Activity: Overall Business Strategy for Information Development

Objective

The Overall Business Strategy for Information Development activity establishes the overall set of Strategic Business Requirements that then translate into a set of High Level Information Requirements. This is one of the key activities of MIKE2.0; the output of this activity forms the basis for the scoping the overall programme, including strategic functionality, overall business goals and how success will be measured. During the interview process users should be ready to answer questions like:

  • What are the most important metrics they need to do their job?
  • How do they measure their success?
  • What business requirements have changed recently?

Whereas a more detailed set of interview questions are asked in the following activity, this activity is very high-level and focused only on business questions.

Major Deliverables

  • Strategic Business Requirements document, including
  • High Level Information Requirements
  • Relationship between strategic objectives and the economics of information exchange

Tasks

Define Strategic Business Vision

Objective:

The business vision defines what an organisation wishes to achieve over a specified timeframe. It describes what the organisation would like to be (future state), not necessarily what it is like today (current state). Business vision includes the objectives, priorities and value disciplines that identify the major areas in which the organisation must consistently perform well in order to achieve its business vision. The business vision and direction usually includes:

  • A future state goal
  • Competitive forces
  • Differentiators and positioning
  • Major customers, buying incentives and sales cycles
  • Major suppliers and incentives
  • Major competitors, substitutes and discriminators
  • Industry and historical supply chains
  • Success factors

This task consists of a series of interviews with senior business executives. The interviews are scripted around capturing the information listed above with questions focused around the specific business environment. Interviewees tend to be the most senior project sponsors; this information is captured in more detail from a number of project representatives in follow-on tasks.

Input:

If the organisation has not articulated its business vision, documents that may assist in comprehending its vision include:

  • Current and future business visioning documents
  • Business strategies and plans
  • Business issues driving the need for change
  • Current market plans
  • Marketing collateral
  • Annual reports
  • Request for Proposal (RFP)
  • Organisational charts

Other key input:


Output:

Define Strategic Critical Success Factors (CSFs)

Objective:

CSFs are Business Issues or Opportunities that impact a organisation’s ability to grow or sustain their business model, market advantage, revenue, profit. For each CSF there must be at least one KPI and a Strategic Target for which success is measured. Examples would include:

  • Reduce Operational Employee Headcount
  • Increase Product Up-sell
  • Improve Customer Service
  • Improve Cost Efficiency

CSFs can be summarized as "we must do these things well to be successful".


Input:

Same as input for Define Strategic Business Vision, also include:


Output:

Define Strategic Key Performance Indicators (KPIs)

Objective

In this task, we capture the pieces of the business to track, measure and manage its performance and address business drivers. KPIs are quantitative measures; at least one KPI is required per CSF.

Examples:

  • Customer Subject Area – Number of New Customers *
  • Supply Chain Management Subject Area - Order Cancellations *
  • Quality Mgt. Subject Area – Major Defects in products *
  • Safety Subject Area - Number of Accidents *
  • Web Statistic Subject Area – Number of Page Views *

Input:

Same as input for Define Strategic Business Vision, also include:


Output:

Define Strategic Success Targets

Objective:

For objectives and disciplines to be achievable, they must be quantifiable. We also must be able to measure the success in achieving our goals against a specific timeline. These success measures may be at either at a departmental level to organisation-wide. Information should be captured in a quantitative fashion (e.g. cost savings in dollars, number of reduced staff) with a time dimension.


Input:

Same as input for Define Strategic Business Vision, also include:


Output:

Define Strategic Change Drivers

Objective:

Change drivers are the organisation’s motivations for achieving its business vision or the areas of difficulty the organisation is currently experiencing. The implications of change will affect one or more areas across the Enterprise View of the organisation and should be summarised in these terms whenever possible. Change drivers may include:

  • Technological developments
  • Loss of market share or key clients
  • Emerging market opportunities
  • New employment patterns
  • New organisational structures
  • Laws and regulations such as Sarbanes Oxley, Basel II
  • Environmental issues
  • Need to reduce cost
  • New competitors

Input:

If the organization has not articulated its business vision, documents that may assist in comprehending its vision include:

  • Current and future business visioning documents
  • Business strategies and plans
  • Business issues driving the need for change
  • Competitor and/or Market analysis
  • Current market plans
  • Marketing collateral
  • Annual reports
  • 10K report (Dun and Bradstreet)
  • Request for Proposal (RFP)
  • Organisational charts

Other key input:


Output:

Define High-Level Information Requirements

Objective

At this point, the outputs of the prior 5 tasks are used to develop a list of High-Level Requirements that constitute the information needs and constraints that must be satisfied to achieve the business objectives. The information categories along with the information points form the start of the conceptual data model. Of critical importance is that the association between the key information categories and the business drivers and success measures be explicitly documented. The documentation within this task begins to frame the scope of the desired solution and what the overall information model will look like.

Input:

Output:

Core Supporting Assets

Yellow Flags

  • Discussions are too detailed (i.e. discussions are at the attribute level)
  • Too much focus on infrastructure, not enough focus on business and information requirements

Key Resource Requirement

Potential Changes to this Activity

It is possible that a few more tasks may be added to this activity so that it can have complete coverage for areas such as data migration, content management and information access and delivery. Alternatively, this activity may be left in its current form and add an additional activity be added that covers knowledge and content. Potential new tasks include:

Define Strategic Data Interface Requirements

Strategic Data Interface Requirements relate to the major data elements that will need to be moved between systems in the event of a migration. This task is required when the scope of the project only involves automated integration and does not focus on collection CSFs and KPIs. This task may not be required as the scope is fairly well-covered in other tasks.

Define Strategic Content Publication Requirements

Content Publication refers to the information to be shown to the user audience. It can include KPIs and CSFs, but also includes any information to be shown to a wider audience. It is basically covers all forms of content that a user will see, at a very high level.

Define Strategic Knowledge Development Goals

Knowledge Development Goals are the thought capital capabilities that should be improved within an organisation. It should include measures on what is most important for users to learn and how they learn best.

Wiki Contributors
Collapse Expand Close

View more contributors