Step 5: Perform and Measure
Architects (primary, lead)
Architects (primary, lead)
Analysis of Cost, Value, and Risk for Transition Options
Analysis of Cost, Value, and Risk for Transition Options
Purpose
The major outcome of Step 4 is that the recommendations in the Integrated Plan are implemented and operational within the affected organizations. During Step 5, the organization performs its operations while leveraging the newly implemented changes. The purpose of Step 5 is to perform operations and measure performance outcomes against identified metrics.
The Planner’s Role
The planners are most in touch with the Integrated Plan, its genesis from the stakeholder outreach activities and the defined issues that were originally determined to be priority enough to address. During Step 5 the planners are in a role to observe and monitor the newly implemented changes and determine whether the intended impacts and outcomes have been realized or if further adjustments are needed. The planners may not be the keeper of the actual performance data, but they need to leverage available performance data to assess whether the implemented capabilities have helped to achieve planned performance metrics. Feedback from this step feeds into future planning efforts as well as immediate planning and implementation adjustments as necessary. Feedback may also necessitate more immediate changes in plans. Any additional changes that impact previously approved plans needs to be reviewed and approved by governance.
Outcome
The key outcome of Step 5 is measured performance outcomes against identified metrics. Step 5 may also produce important outcomes such as feedback into planning to make further adjustments beyond what was implemented in Step 4.
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.