From MIKE2 Methodology
In order to realize results more quickly, the MIKE2.0 Methodology has abandoned the traditional linear or waterfall approach to systems development, and has adopted an iterative approach called continuous implementation.
This approach divides the development and rollout of the entire system into a series of implementation cycles, which 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 and improvement requests on the future implementation cycles.
Following this approach, there are 5 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 a relatively high-level vision for developing the envisaged future-state and a model which defines the prioritised transitions to get there. The Blueprint is inclusive of Strategy, Organisation, People, Process, and Technology and the solution definition is driven by the established IT Principles and business priorities. Much of the focus of this phase of work is on the Business Strategy and Technology Architecture
Once completed, the Blueprint is thought of as a relatively static representation of the current-state and future-state with identified intermediate states. At this stage, the future-state is a "vision" that is not strictly defined, but consists of generally agreed-to "themes" which all participants will adhere to. Strategic technology vendor decisions are also made during the Blueprint phase.
Roadmap and Foundation Activities
Phase 3, ’the Roadmap’ is derived from the Blueprint. It is a translation of the Blueprint into a dynamic representation of ‘what it takes’ to actually do the implementation and it is the first phase in the continuous implementation approach explained below.
The Phase 3 Roadmap provides the critical bridging step between the relatively static definition of the vision in the Blueprint and the incremental implementation phases so as to align the overall strategic programme with what may be several tactical implementations. To that extent the Roadmap will contain content that is not represented directly in the Blueprint – i.e. it is a plan that can be directly implemented.
The Roadmap is completed by what are called Foundation Activities – these are focused on ensuring that the environment is ready, modelling information, prototyping, taking a detailed look at the data and, in some cases, addressing data quality issues. The Solution Architecture is also defined during this phase; Core Solution Offerings provide a valuable reference for Foundation Activities.
The Blueprint and Roadmap
The Blueprint/Roadmap approach is one the key differentiators to the MIKE2.0 methodology. Whilst it is common for organisations to embark on an "IT Blueprint" to establish a vision of their information management environment, there is often vagueness on what this really means – a frustrating situation for clients. Just the term ’Blueprint’ can be confusing, as there seems to be different definitions of what this really means. As such, the IT Strategy Blueprint/Roadmap often leads to disappointment as a result of being:
- Too High Level to translate into programmes of work
- Too Low Level and therefore taking too long and development has started 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 and couples it with the SAFE architecture framework for Enterprise Information Management and other Core Solution Offerings.
It is important to understand that whilst all of Phase 1 and Phase 2 are called "the Blueprint" and Phase 3 the "Roadmap", the Blueprint and Roadmap are also specific deliverables in the form of summarised versions of all detailed working papers for 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 from which clients can always go 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.
Therefore, although there are many deliverables in this phase, the summary documents are the content that will be reviewed by the senior project sponsors. It is an area that should always be kept updated and is done in a form that is easily presented (presentation pack or online).
Key to this approach is that it is tied directly to the architecture, detailed implementation methodology, changes to organisational structure and key skills sets that will flow out of the strategic vision. As it is an approach that has been done before, it has been re-factored 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) as it 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. This includes finalizing any technical issues related to the implementation cycle, developing the code and documentation required, testing the system, and rolling it out to the client organization.
This Continuous Implementation concept is central to the information management implementation approach. This concept provides an opportunity to divide the project team into groups organized by implementation activity, specializing on a specific implementation role. As the implementation process iterates through the implementation cycles, the processes and skills of each implementation activity team are refined, enabling the activity team to improve quality and reduce cycle time. 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 done properly, information management environments are never ’complete’. Each cycle also 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
Improving the manner in which Governance is applied across the Information Management environment and how the Organisation operates must complement putting technology enablers in place. Continuous Improvement takes place after the system is live, as it focused on re-factoring the solution in place to improve quality, capability and efficiency.
Most of the implementation changes, however, are not technology-based. It is focused on improving Information Management practices, compliance levels, policies and measurement across the program. It is also highly focused on building a culture of Information Management 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 done in the Business Assessment using IM QuickScan assessment 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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