Step 3: Define and Plan
Stakeholders
Sponsor
Governance
Stakeholders
Sponsor
Governance
Stakeholders
Sponsor
Governance
Stakeholders
Sponsor
Governance
Sponsor
Governance
Vision, Goals and Objectives, Purpose Statement, and Scope
Vision, Goals and Objectives, Purpose Statement, and Scope
Partnership Feasibility Report
Memorandum of Understanding
Communication Strategy
Vision, Goals and Objectives, Purpose Statement, and Scope
Partnership Feasibility Report
Memorandum of Understanding
Affected organizations and stakeholders
Prioritized strategic improvement Opportunities
Communication Strategy
Architecture, Capital Planning, Security, Records, Budget, Human Capital, Section 508 Accessibility and Performance Compliance Documents from previous task
Record of Decision
Recommendation Implementation Sequencing Plan
Collaborative Planning Team Formation Memorandum
Collaborative Planning Team Charter
Project Plan
Communication Strategy
Refined Vision, Goals and Objectives, Purpose Statement, and Scope
Performance scorecard
Prioritized strategic improvement Opportunities
Presentation on Vision for Performance and Outputs
Architecture Development Project Plan
Business, data, enabling applications, and infrastructure artifacts
Business and Data Architecture Adjustment Profiles
Business and Data Environment Presentation
Enabling Applications and Infrastructure Presentation
Architecture, Capital Planning, Security, Records, Budget, Human Capital, and Performance Compliance Documents
Transition Recommendation Sequencing Diagram
Recommendation Sequencing Milestones
Proposed Implementation Recommendations
Analysis of Cost, Value, and Risk for Transition Options
Recommendation Implementation Sequencing Plan
Transition Plan Milestones
Application Migration / Sequencing Overview
Document Review Log
Feedback Tracking Document and Action Report
Integrated Plan Document
Executive Summary Presentation
Record of Decision
Policy, Procedures, and Guidance
Governance Structure (Project Governance)
Purpose
The purpose of this step is to develop the integrated plan for the adjustments necessary to meet the needs identified in Step 1. Recommended adjustments could be within any or all of the architecture domains: strategy, business, data, applications, infrastructure, or security.
The integrated plan defines what will be done, when it will be done, how much it will cost, how to measure success, and the significant risks to be considered. Additionally, the integrated plan includes a timeline highlighting what benefits will be achieved, when their completion can be expected, and how the benefits will be measured. It is during this step that analysis of current capabilities and environments results in recommended adjustments to meet the needs identified in Step 1. The formal design and planning of the target capabilities and environment is also performed during this step.
In addition to the integrated plan, the architecture, capital planning, security, records management, budget formulation, human capital, and performance compliance documents are developed based on the analysis performed in Step 3. The end outcome is an integrated set of plans that can be considered and approved by the sponsor and governance.
The Planner’s Role
Architects lead the development of the architecture by applying a series of analysis and planning methods and techniques. Through this process, planners work on each of the architecture domains (strategy, business, data, applications, infrastructure, and security) and produce artifacts to capture, analyze, and visualize the plans for change. Most important is the architect’s efforts to synthesize the planning into recommendations that can be considered and approved by the sponsor and governance.
During the development of the architecture, architects facilitate the interaction with other planning disciplines (e.g., budget, CPIC, security) so that each discipline’s set of plans is incorporated into a cohesive set of recommendations to meet the needs stated in Step 1. Throughout these efforts, planners develop the integrated plan and roadmap to reflect the course of action that has been determined through these planning activities.
Outcome
At the end of Step 3, the sponsor and stakeholders will possess an integrated set of plans and artifacts defining what will be done, when it will be done, what and when benefits will be achieved, and an estimated cost. This set of plans should be synthesized into discrete decision-making packages for the appropriate sponsor and governance given financial, political, and organizational constraints.
A Note on Core Artifacts
Like any methodology, the Collaborative Planning Methodology is designed for each step to be followed and each Activity Output to be produced. The use of “Core” and “Not Core” to describe these outputs is meant as the first set of tailoring guidance if an organization has constraints of time, budget or resources. As the CPM is tested and refined, feedback from organizations will improve this assignment and generate templates that help to scale outputs according to scope or size.
As described earlier, the goal in using this methodology is to encourage collaboration for high priority projects. This increases the awareness of solutions and services whose reuse can result in efficiencies.
The CPM also provides the framework for organizations to generate actionable, consistent and rigorous plans that can lead to improved solutions.