The post wraps up the Road Map series by publishing the results to share with all interested stakeholders impacted by the program as planned. This completes a description of a time tested methods to develop, refine, and deliver a professional roadmap to produce consistent repeatable results.
This post explores the step where we discover the optimum sequence of actions recognizing predecessor – successor relationships. This is undertaken now that we have the initiatives and the prioritization is done. What things do we have to get accomplished first, before others? Are there dependencies we have identified that need to be satisfied before moving forward? What about the capacity for the organization to absorb change?
This post will discuss how to develop a robust gap analysis to identify any significant shortcomings between the current and desired end state. We use these findings to begin develop strategy alternatives (and related initiatives) to address what has been uncovered. The intent is to identify the difference (delta) from where we are to what we aspire to become. This exercise is critical to identify what needs to be accomplished.
This post will provide a little more exposition and insight into one method I have found useful in practice for quickly defining desired end states. Done well, it can provide an honest and objective look to successfully understand where we truly want to be as an organization and face the uncomfortable truth in some cases where we need to improve.
In part II and III of this series we discussed the Common Information and Canonical Models. Because MDM is a business project we need to establish of a common set of models that can be referenced independent of the technical infrastructure or patterns we plan on using. Now it is time to introduce the Operating […]