Business-IT Activity Control

mouse            FPD01

  Innovation
 and Creativity
ONE

INNOVATION AND CREATIVITY

Innovation and creativity is critical to solving complex challenges and directing organisational change. This process delivers a practical approach to the complexities of initiating business (and technical) improvement in a clear and meaningful way, by:

    •  Building a culture to spark inspiration and teamwork via research and innovation specific channels (such as breakthrough hubs).

    •  Exploring the current evolution of organisational design and its relationship to the business-technical ecosystem.

    •  Developing an ability to think creatively (with reference to insight, saturation, incubation, illumination and verification).

    •  Identifying, expressing and capturing the most important ideas, issues and expectations.

    •  Setting and articulating goals, laying out plans, motivating and aligning effort, coordinating and controlling activities and protecting confidentiality.

This software is used as the point of capture for innovation or business-technical change and is implemented using an API to existing or purpose built software. It allocates a unique identifier and workflow status to control and monitor progress from concept through to value realisation.

Changing the status from 'identified' to 'defined' automatically triggers a request for experienced resources to add visual representation. The proposed improvement (and related) data captured via say, Open Source Foundation Software for Digtal Transformation, contributes to the Knowledge Base and enables effective business intelligence (BI).

Process circumvention is possible provided a suitable indemnity insurance policy protects the person responsible for the omission.

mouse            FPD02

Improvement
Proposal
TWO

IMPROVEMENT PROPOSAL

It is necessary to create a proposal for innovation or creative change, having expressed the idea in writing and updated the workflow status to 'defined'. This ADT example describes a process that formulates the visual representation vital to giving those interested a comprehensive understanding of any suggested change, by:

    •  Developing explanatory visuals, say, websites, animations or videos as appropriate to clarify objectives and justify assumptions.

    •  Modelling the core business functions and the possible supporting technical architectures.

    •  Modelling data structures, volumes and usage.

    •  Comparative analysis modelling to illustrate the effects of change.

    •  Preparing stakeholder matrices (names, contacts, roles, impact and so on).

This process guides business and systems engineers in the creation of high quality visual aids and digital models. An electronic framework offers tools, say, computer enhanced information systems modelling (e.g. saic.com), templates, portfolio folders and free format or locally designed APIs to capture any other significant data. Changing a specific workflow status from 'active' to 'under consideration' triggers a request to interested parties to assess the related presentational material (using the next process FPD03). The improvement proposal activity data captured via, say, Open Source Foundation Software for Digtal Transformation, contributes to the Knowledge Base and effective BI.

As already mentioned, process circumvention is possible with a good reason provided a suitable indemnity insurance policy protects the person responsible for the omission.

mouse            FPD03

Stakeholder
Participation
THREE

STAKEHOLDER PARTICIPATION

To validate the list of stakeholders (selected from functions such as finance, technology, policy management, investment, security, quality and performance) so that they can exercise their right or claim to have a say in the delivery of innovation and business-technical change by:

    •  Nominating or electing a chairperson and agreeing stakeholder group responsibilities.

    •  Commissioning a proof of concept before work begins on an actual project.

    •  Determining the solution category, characteristics, critical success factors and the project transformation strategy and standards profile.

    •  Commissioning an operating budget and quality control plan for approved project phases.

    •  Setting workflow status to 'funding usable', 'funding deferred' or 'funding rejected' as applicable.

This process delivers a helpful way of steering stakeholders to greater success when assessing active improvements. The software captures all significant decisions and agreements together with any supporting evidence using an API to existing or purpose built software.

Workflow status is updated to 'funding usable' and is automatically reflected in the Finance Agenda element of DEMAND CONTROL process (above).
The finance agenda minutes captured via, say, Open Source Foundation Software for Digtal Transformation, contribute to the Knowledge Base and effective business intelligence.

As for all processes, circumvention is possible with a good reason provided a suitable indemnity insurance policy protects the person responsible for the omission.

adjust            FPD04

Improvement Request
FOUR

FPD04 Improvement Registration

Brightly colored boxes may be clicked to display additional information. The red box gives access to an example template for standard software user data input. Site specific software may be used for data input, however, this must be enhanced to use the appropriate Portal API.

The process captures the system data required to process improvements deemed 'usable' by the stakeholders.

Request Reference Identifier, Platform Reference and Platform Impact Number are displayed, however, amendment permission is enabled for the other data items: Title, Description, Originators Details and Stakeholder Authority Details.

On data submission a standard dataflow (101005) is triggered to capture the confirmed information and set the workflow status to 'registered'. Click on the red box above and click again on the 'Request Authorisation' button to see an example. Acknowledge the dropdown alert and close the system summary window to return to the interactive process framework.

The activity data captured contributes to the Knowledge Base and effective buisiness intelligence.

Process circumvention is possible with good reason provided the responsible person responsible for the omission is protected by a suitable indemnity insurance policy.

mouse            FPD05

Strategic
Alignment
FIVE

STRATEGIC ALIGNMENT

To form a strategic team to evaluate the authorised improvement request and establish how well digital transformation will be carried out in an appropriate and timely way, in harmony with societal, climatic, environmental and economic goals and needs, by:

Understanding the linkage between the non-technical and technical objectives.

Conducting process and entity gap analysis, focussing on added value rather than technical detail.

Identifying and prioritising risks resulting from unresolved gaps.

Delivering recommendations for minimizing waste and misdirection of effort.

This process is undertaken to identify strategic misalignment early on (its worth noting that the cost of fixing this often rises exponentially the later issues are detected) and captures related data including any decisions made to optimise affected resources.

The group is automatically kept up to date with updates and the statement of alignment is subsequently verified by the stakeholder's leader (chairperson). The improvement status is updated to 'aligned' or 'alignment rejection' as appropriate.

The strategic alignment data captured via, say, Open Source Foundation Software for Digtal Transformation, contributes to the Knowledge Base and effective business intelligence.

Once again, circumvention is possible with a good reason provided a suitable indemnity insurance policy protects the person responsible for the omission.

    

Early
Resource Plan

FDP06 Early Resource Plan

A high level plan that identifies the likely project phases with an estimate, for each to include:

Human Resource         • Availability  • Cost  • Type  • Quanity  • Skill Level  • Source  • Schedule  • Assumptions  • Risk & Mitigation

Non-Human Resource • As above (but without skill level)  • Equipment  • Property



Work In Progress



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Early
Value Estimate

FDP07 Estimated Demand Value

Work In Progress

    

Verify Strategic
Feasibility

FDP08 Verify Strategic Feasibility

Work In Progress

mouse           

Early Warning
& Quality Plan

FDP09 Quality Plan

Work In Progress

adjust             FPD10

Investment
Portfolio