From Open Sustainability
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| Where Activities Reside
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Activity: Future-State Vision for Sustainability
Objective
This Future State Vision for Sustainability activity presents the strategic architecture at a conceptual level, based on the initial set of strategic business requirements, the current-state environment and industry best practices. Much of the vision is still at the “options” level, but these options are no longer theoretical - they are tied to actual business requirements and the specifics of the current environment.
Major Deliverables
- Best Practices & Industry Summary
- Future State Alternatives
- Guiding Principles for the Strategic Architecture and Solutions Delivery
- Future State Business Process Model
- Future State Strategic Component Architecture
- Future State High Level Solution Architecture Options
Tasks
Introduce Industry Business Practices for Sustainability
Objective:
Market leaders, best practices and market trends provide insight into the components of successful business models and gaining an understanding of “what are our competitors doing?” This may include processes outside the particular organisation's industry or discipline.
Input:
- Strategic Business Vision
- Strategic Critical Success Factors
- Strategic Key Performance Indicators
- Strategic Success Measures
- Strategic Change Drivers
- High-Level Sustainability Requirements
Reference Materials, such as:
- Industry Benchmarks and Processes (external)
- Competitor's Products and Services (external)
- Current and Future Market Trends (external)
Output:
- Industry Business Practices for Sustainable Development
Define Future-State Business Models
Objective:
The Future-State Business Architecture provide new alternative strategies for accomplishing the organization's business vision. Future-state business models consider current business processes, resources, cultural impact, and constraints. These new business models may require in new processes and supporting information or they may result in changes to existing processes or improvements to information. This list of processes and information will be analyzed in subsequent tasks.
Input:
- Strategic Business Vision
- Strategic Critical Success Factors
- Strategic Key Performance Indicators
- Strategic Success Measures
- Strategic Change Drivers
- Industry Business Practices for Sustainability
Output:
- Strategic Conceptual Business Architecture
- Recommended improvements to current-state sustainability processes
Define Sustainability Guiding Principles
Objective:
Sustainability Guiding Principles provide a framework for how information is to be shared, captured, stored, modelled and kept reliable across the environment. They are the first step in the definition of the Sustainable Development environment. Implementing these principles will result in an organization that excels at Sustainability for the benefit of all of its stakeholders by providing better service and a better financial return.
These principles should be referred to throughout the implementation program as they provide an overall guide for the implementation teams.
Input:
- Strategic Business Vision
- Strategic Critical Success Factors
- Strategic Key Performance Indicators
- Strategic Success Measures
- Strategic Change Drivers
- High-Level Sustainability Requirements
- Current-State Conceptual Architecture
- Industry Business Practices for Sustainability
- Project information covering existing standards, technology guidelines and key systems
Output:
- Sustainability Guiding Principles
Define Information Management Guiding Principles
Objective:
nformation Management Guiding Principles provide a framework for how information is to be shared, captured, stored, modelled and kept reliable across the environment. They are the first step in the definition of the Information Development environment. As organisations need to be able to clearly enunciate the principles by which it leverages information, a clear set of Information Management Principles are particularly important.
Implementing these principles will result in an enterprise that excels at leveraging data for the benefit of all of its stakeholders by providing better service and a better financial return.
Input:
- Strategic Business Vision
- Strategic Critical Success Factors
- Strategic Key Performance Indicators
- Strategic Success Measures
- Strategic Change Drivers
- High-Level Information Requirements
- Current-State Conceptual Architecture
- Industry Business Practices for Sustainability
- Project information covering existing standards, technology guidelines and key systems
Output:
- Guiding Principles for Information Management
Define Strategic Future-State Sustainability Process Model
Objective:
This is the definition of the overall sustainability process model (business processes for better sustainability for the target environment). It is not at a low level of detail – it the definition of business processes at the strategic level. This task shows what will be the major processes (Level 1 and possibly Level 2 depending on the scope of work) processes across the pillars of the business. This will typically be a long-running task – it is important that this be kept at a high level. Later activities focus on re-factoring business processes after they are understood at a more detailed level.
Input:
- Strategic Business Vision
- Strategic Critical Success Factors
- Strategic Key Performance Indicators
- Strategic Success Measures
- Strategic Change Drivers
- High-Level Sustainability Requirements
- High Level Current-State Sustainability Processes
- Current-State Conceptual Architecture
- Industry Business Practices for Sustainable Development
- Project artefacts covering existing standards, technology guidelines and key systems
Output:
- Define Future-State Sustainability Process Model
Define High-Level Recommendations for Solution Architecture
Objective:
These are high level recommendations only (further detail will come during Phase 3) and are at the conceptual level. The recommendations derive from previous sessions on leading industry practices and the needs of the client. At this stage, the recommendations should be very much at the “options” level.
These Solution Architecture models also provide recommendations on the “transition-state” – going from the current-state architecture to the future-state.
Input:
- High Level Sustainability Requirements
- Current-State Conceptual Architecture
- Industry Business Practices for Sustainable Development
- Future-State Conceptual Architecture
Output:
- Recommended High Level Solution Architecture Options
Core Supporting Assets
Yellow Flags
- Disconnect between future-state capabilities and strategic business and technology vision from QuickScan assessments
- Team has obvious skill issues with new technologies that were not addressed during Awareness
- High Level Solution Architecture recommondations are not presented as options – only a single approach
Key Resource Requirements
