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Extreme Blueprinting and Roadmapping

From MIKE2.0 Methodology

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MIKE2.0 employs a concept called eXtreme Blueprinting and Roadmapping to define the strategic Blueprint and implementable Roadmap. This approach is particularly important in a transformation initiative to define alignment across worksteams and ensure the proper amount of focus is being given to Information Development. In the XBR approach, the Enterprise Views of Application Development, Infrastructure Development and Information Development each translate into a workstream of separate activities.

Contents

The XBR Blueprint

The Strategic Blueprint and Roadmap Deliverables

An XBR Blueprint is as a relatively high-level vision of an organisations’ envisaged future-state and a model which defines the prioritised process / system transitions to get there. The XBR Blueprint is inclusive of Strategy, Organisation, People, Process, and Technology and the Solution Definition is driven by the established Guiding Principles and Business Priorities. Much of the focus of this phase of work is on the Business Strategy and Technology Architecture. It is initiated by building an inventory of applications that are mapped to the Business Architecture thus enabling the rationalisation of the existing environment whilst delivering new capabilities. 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 in detail, but consists of a generally agreed-to approach which all participants will adhere to.

The XBR Roadmap

In XBR, 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. To that extent it will contain content that is not represented directly in the Blueprint in detail – i.e. it is a plan and set of requirements that can be directly implemented. The data and infrastructure enablers are introduced along with all aspects required for implementation. Whereas a Blueprint is generally done once, a Roadmap is done for each implementation increment.

XBR Worksteams

Both a Blueprint and Roadmap contain 3 complementary workstreams.

The XBR Process

The Application Development Workstream

The first stream is a composite Application Development workstream. This stream is mapped to the business drivers and planned application deployments. The goal is to identify the applications and/or services that can be developed inline with the functional requirements of the Business and establish a high-level vision of the future-state application environment. This future-state environment does not necessarily provide application names/vendors but the vision of what they should be.

The Infrastructure Development Workstream

The Infrastructure Development workstream focuses on common functions and technologies across applications. In the Blueprint and Roadmap phase this stream is focused often establishing the architecture framework for Infrastructure (both the integration infrastructure and platform) and determining what will be needed in the early stages of the programme. The “rolling in” of this Infrastructure is one of the key aspects of Foundation Activities. The Blueprint and Roadmap establish a high-level vision of the Infrastructure that will be needed for the programme and the detailed requirements of what will be needed for the Foundation Activities.

The Information Development Workstream

The Information Development workstream addresses data ‘at rest’ or in databases / files. As part of the Blueprint and Roadmap, the Information Development workstream establishes a high-level vision of the Information that will be needed for the programme (e.g. common messaging standards, a services-oriented Data Management environment) as well as the detailed tasks that will need to be conducted as part of the Foundation Activities. Information Development Foundation Activities are some of the most important steps to taking risk out of the Transformation Programme.

Therefore, although there is not a “template” for the XBR process, there is an approach that is generally followed for defining the strategy and its implementation. Across each worksteam, it is critical that the approach encompass Strategy, Organisation, People, Process, and Technology. Too often IT Blueprints/Roadmaps focus only on the Technology aspects of the solution, which inevitably leads to issues for the long-term programme. Beside have an encompassing scope, levelling of this approach is also important. The Blueprint must focus on the “high-level” vision of the whole programme (often taking 3 – 5 years) and detail is only required at the onset of each increment. At the onset of each increment, Foundation Activities are then conducted as a first step in the process. Focusing on “the next right thing” is a key part of the XBR approach.

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