S T R U C T E R E D T E C H N O L O G Y D E C I S I O N S J A N U A R Y 6 , 2 0 1 4

“The Technology Team’s mission is to provide robust, cost effective and easy to use technology to support Transform Rockford.”

A Strategic Technology Selection Process Framework for the Transform Rockford Community

• It's the Vision Thing– An Overarching Process Vision

• What and Why– The Framework Process Destination

• Steps to Success– A Simple Stepwise Approach

Overarching Process Vision

• Mission Statement Delivered– Evaluate and Select Standard Tools– Strategic Technology Roadmap– Advisory Leadership for Technology

• Shared Values Observed– Inclusion, Caring, Respect, Trustworthiness,

Transparency, Consensus, Ideation, Responsibility, Interconnectedness

• Proven Approach Practiced– An orderly, structured approach– Transformational and Comprehensive– Best Practices and Lesson Learned– Framework for Decision Making– Less is more as long as it's good

• Walk the Walk - Lead by Example

Framework Process Destination

Deliverables

• Prioritized Features and Capabilities

• Evaluation models for technology criteria assessment

• Documented rationale for attribute weighting

• Options, risks, benefits, concerns, comments, recommendations, decisions

• Communication tools for all stakeholders

• Successful community collaboration delivery

Benefits

• Based upon long term goals while enabling short term objectives

• Alignment with overall transformation process and timeline

• High level roadmap for technical transformation

• Dynamic process for managing change

• Documented decision rationale for future reference

Simple Stepwise Approach

Step 1 - Collect and Curate

Step 2 - Evaluate and Compare

Step 3 – ‘Deciderer Strategery’

Step 4 - Frame the Evidence

Step 5 - Record, Rinse, Repeat

Step 1 - Collecting and Curating

• Collect and Curate Requirements– Utilize questionnaires for requirements interviews– Draft lightweight Agile User Stories– Diagram UML Use Cases– Develop capabilities, features, needs, benefits

• Translate stories and needs into future state capabilities– ex. CRM system manages extensible contact data– ex. CRM can organize contacts into groups– ex. CRM support import and export of data and via API

Step 2 – Evaluate and Compare

• Prioritize features, capability requirements

• Research candidate tools and suites for ‘system’ components

• Assess pillars of success factors and best practice maturity levels

• Matrix the features, priorities, benefits, risks, TCO

Step 3 – ‘Deciderer Strategery’

R.A.P.I.D. Is not too Fast

• ‘R’ – “recommender” person who initiates or drives the process

• ‘I’ – “input” is consulted on recommendation before decision is made

• ‘A’ – “agree or approve” needed, an ‘I’ with power

• ‘D’ – “decide” has the final authority

• ‘P’ – “perform” is carried out after decision is made, often an ‘I’

Preparation Pays it Forward

• Score each feature by maturity and priority

• Draft risks, benefits, implications for review

• Gives time for stakeholders to review and comment

• ‘R’ should provide default recommended option

• Do not leave the decision to chance

Step 4 – Frame the Evidence

• Understand phases of group change, communication is key

• Establish what we can agree on first and how decisions are made

• Document the options considered and scoring used by deciders

• Record the decision methods and participants and rationale

• Be transparent with process, options and documents• Use quick wins to establish process credibility for the

future

Step 5 – Record, Rinse, Repeat

• Document – Decision made and decider roles– Rationale of deciding factors – Any meeting notes and next steps

• Identify – Potential interactions with other decisions

made or pending• Publish

– Documentation records and materials– Enable reviewing and commenting by all

stakeholders– Recommendation of schedule for next

review cycle

FIRST STEPS

An example of such as process used for collaboration file sync capabilities and the deliverables developed

Dimensions

Model

Assessment

Scorecard