Open Framework, Information Management Strategy & Collaborative Governance | Data & Social Methodology - MIKE2.0 Methodology
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The 5 Phases of MIKE2

From MIKE2.0 Methodology

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In order to realize results more quickly, the MIKE2.0 Methodology has abandoned the traditional linear or waterfall approach to systems development. In its stead, MIKE2.0 has adopted an iterative, agile approach called continuous implementation. This approach divides the development and rollout of anentire system into a series of implementation cycles. These cycles identify and prioritize the portions of the system that can be constructed and rolled out before the entire system is complete. Each cycle also includes

  • a feedback step to evaluate and prioritize the implementation results
  • strategy changes
  • improvement requests on the future implementation cycles.

Following this approach, there are five phases to the MIKE2.0 Methodology:

These phases are described in detail (along with underlying activities in tasks) in the Overall Task List of the Overall Implementation Guide.

The Strategic Blueprint

Phase 1 and Phase 2 make up what is called the Blueprint. The Blueprint is comprised of two elements. First, it's a relatively high-level vision for developing the envisaged future-state. Beyond that, it's a model that defines the prioritised transitions to get there. The Blueprint includes the following key pieces:

  • Strategy
  • Organisation
  • People
  • Process
  • Technology

The established IT Principles and business priorities will drive the Blueprint's ultimate solution. Much of the focus of this phase of work is on the Business Strategy and Technology Architecture

Once completed, the Blueprint can be seen as relatively static representation of the current-state and future-state with identified intermediate states. Early on, the future-state is a "vision" that is not strictly defined. However, it consists of generally agreed-to "themes" to which all participants will adhere. Strategic technology vendor decisions are also made during the Blueprint phase.

Roadmap and Foundation Activities

Phase 3 (the Roadmap) is derived from the Blueprint. Phase 3 represents a translation of the Blueprint into a dynamic representation of ‘what it takes’ to actually do the implementation. What's more, it is the first phase in the continuous implementation approach explained below. The Phase 3 Roadmap is critical: it links the relatively static definition of the vision in the Blueprint with the diffferent implementation phases. This ultimately defines overall strategic programme. The end result of Phase 3 is several tactical implementations.

The Roadmap will contain content not represented directly in the Blueprint--i.e., certain parts may not be able to be implemented immediately. Ultimately, the Roadmap is completed by what are called Foundation Activities. These activities cover areas such as preparing the infrastructure environment, modelling information, prototyping, taking a detailed look at the data and, in some cases, addressing data quality issues.

The Blueprint and Roadmap

The Blueprint/Roadmap approach is one the key differentiators to the MIKE2.0 methodology. To be sure, it is common for organisations to embark on an "IT Blueprint" to establish a vision of their information management environment. However, what this really means is often less than clear, a frustrating situation for all involved. Just the term ’Blueprint’ can be confusing and connote different meanings. As a result, the IT Strategy Blueprint/Roadmap often leads to different disappointment as a result of being:

  • Too High Level to translate into programmes of work
  • Too Low Level and therefore taking too long. This can result in development starting before completion
  • Too Serial thus taking too long to deliver value to the business
  • Out of Touch with organisational culture and structure

The MIKE2.0 approach gives detailed structure and definition to what will be produced in the Blueprint and Roadmap. It focuses on:

  • building a Blueprint and Roadmap to a specific template that has been defined in the methodology
  • coupling it with the SAFE architecture framework for Enterprise Information Management and other Core Solution Offerings.

Remember that Phase 1 and Phase 2 are called "the Blueprint" and Phase 3 is called the "Roadmap." It is important to understand, however, that the Blueprint and Roadmap are also specific deliverables in the form of summarised versions of all detailed working papers for each phase.

The rationale behind the summary Blueprint and Roadmap is one of Continuous Communication and feedback with the client. These summary documents provide a single point of reference for the long-running programme to which clients can always refer. Doing so allows them to understand the current state of the project in relation to the strategic objectives of the programme. Continuous feedback complements the continuous implementation delivery approach during the build, testing, and deployment phases.

Although there are many deliverables in Phase 3, the summary documents consist of the content that will be reviewed by senior project sponsors. These documents should always be kept updated. Ideally, they are completed in a form easily presented.

Part and parcel of this approach is that it is tied directly to the following: 

  • architecture
  • detailed implementation methodology
  • changes to organisational structure
  • key skills sets that will flow out of the strategic vision

The approach has been tweaked over time to focus on the areas of greatest risk and highest business value that have been seen on other programmes. This is referred to as XBR (eXtreme Blueprinting and Roadmapping). XBR comes with a starter kit of assets.

Incremental Development, Testing, Deployment and Improvement

Phases 4 and 5 are focused on the detailed design, development, and deployment of software. Collectively, these include:

  • finalizing any technical issues related to the implementation cycle
  • developing the code and documentation required
  • testing the system
  • rolling it out to the client organization

This Continuous Implementation (CI) concept is central to the IM implementation approach. CI provides an opportunity to divide the project team into groups organized by implementation activity, specializing on a specific implementation role. As the implementation iterates through the cycles, the processes and skills of each team are refined. In this sense, CI enables each team to improve quality and reduce cycle time, key measures for sure. Perhaps most important, implementation activities also provide a mechanism for establishing a continuous system enhancement and feedback process for the client when the initial implementation team is no longer involved in the project.

If performed properly, IM environments are never "complete." Each cycle includes a feedback step to evaluate and prioritize the implementation results, strategy changes, and improvement requests on the future implementation cycles.

Governance and Operating Model

To be sure, IM projects cannot be viewed in a vacuum. At a minimum, the successful adoption of new technologies and methods should:

  • improve the degree of Governance across the IM environment
  • improve how the organisation operates.

CI takes place after the system is live, as it focused on enhancing the existing solution to improve quality, capability and efficiency.

Most of the implementation changes, however, are not technology-based. They are focused on improving IM practices, compliance levels, policies and measurement across the program. Ideally, they are concentrate on building a culture of IM excellence. Major aspects include:

  • Information Management Practices
  • Information Management People/Organisation
  • Information Management Compliance Levels
  • Information Management Policies
  • Information Management Measurement Techniques

The initial discovery of these issues is conducted in the Business Assessment phase, using tools such as IM QuickScan and through the documentation of the current-state information processes. Activities such as Data Profiling help to quantitatively identify the major data quality issues. The deliverables that support the Governance & Operating Model will vary considerably based on the scope of this phase.

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