The Scenario Canvas

This little canvas is part of my toolbox for detailing and documenting scenarios.

The Scenario Canvas

The Scenario Canvas

 

Note: I’m currently in a process of changing my presentation design (the image shows what the new design looks like) for all my work. When I’ve stabilized the design and applied it across all canvases and related material I’ll link up the powerpoint to Slideshare.

When you should use this

  • When designing target architectures I tend to use scenarios in conjunction with capabilities to help navigate the uncertainties of the future. (How this is done will be covered in a later post)
  • In the HBR article Living in the futures, Angela Wilkinson and Roger Kupers highlight how Shell has used scenarios.
  • In the McKinsey article The use and abuse of scenarios, Charles Roxburgh highlights some great insights into when and how to work with scenarios.
  • In the Forbes article Scenario planning and strategic forecasting, Jan Ogilwy presents a way of doing scenarios and also an interesting graph on what tools people use to peak into the future.

License
This work is licensed under a Creative Commons Attribution-ShareAlike 3.0 Unported License.

Post change log
2015-04-26: Published initial post

On business capabilities, functions and application features

Working with architecture as a way of designing and cataloging the relationships between business and IT has always been a challenge. I recently attended an IASA meeting where we discussed the challenges of designing and maintaining a business architecture. At the meeting I talked about capabilities, what I think they are and how to actually go about identifying the key set of capabilities in a business. I also talked about my view of how these capabilities relate to other elements of an architecture. My view is as I’ve understood a bit different from the common view amongst architects. I promised the participants that I’d release some of my writings on this topic, so here is a preview of the work I’m doing right now.

One Simple Way

The basic assumption I work from is that one should try not to confuse functions (functionalities of a business) with capabilities. If one take a good look at the way I prefer to design the connection between information systems and the business one would see that there are no “functions as capabilities” in that architecture.

Functions are a really good way of structuring one view of the architecture but it is not the same as my view of capabilities. Functions are easy to break down in an hierarchical architecture that can serve as excellent requirements of an IT-architecture, if you pare it with a service architecture it’s even better. The best way of doing this functional break down that I’ve seen so far is by Cutter Consortium and it’s documented in the article “The Business Capability Map: The “Rosetta Stone” of Business/IT Alignment“. The functional maps can easily be created for a whole business, a segment or some other subset. One really good thing with them is that if you have excellent architects and knowledgeable subject matter experts then you can start in any corner of the white space and flesh out the map as the projects comes along. I’ve done a lot of these types of maps for various businesses and in my mind they are essentially functional maps and not capability maps. Rest assured that the maps alla Cutter Consortium are effective and brings with them great value, however I believe there is an even greater value to be gained from creating another type of capability maps.

The capability map I describe is on the other hand not used on anything but the business as a whole, and they don’t break down hierarchically.

This definition of business capabilities

I’m in the process of creating my complete writings on this topic so here is a draft of a sample capability map. Each one of these capabilities I would detail using The Capability Canvas.

Sample business capabilities

 

When you should use this

License
This work is licensed under a Creative Commons Attribution-ShareAlike 3.0 Unported License.

You can download the slides from slideshare here.

Change log
2015-06

Added the initial post and three images of the slide package from the up and coming courseware.

2015-09

Moved the article from a page format to a post format.

Rewrote some text and also rearranged some of the text.

The Capability Canvas

Designing businesses is not a trivial activity. Having a simple structure that one can use to design and / or understand a capability makes designing business architecture so much easier.

The Capability Canvas

The Capability Canvas 2015-02. Click image to view powerpoint presentation on Slideshare
The Capability Canvas 2015-02. Click image to view powerpoint presentation on Slideshare

When you should use this

License
This work is licensed under a Creative Commons Attribution-ShareAlike 3.0 Unported License.

Change log
2015-02

I’ve cleaned up the descriptions of the elements to make it easier to work with.

  • PROCESS – Renamed “using” to “associated with ”.
  • SERVICE – Renamed “enabled” to “associated with ”.
  • INFORMATION – Renamed “produced, consumed and manipulated by” to “associated with ”.
  • TECHNOLOGY – Renamed “supporting” to “associated with ”
  • ORGANISATION – Changed spelling to US format.
  • VALUE – Renamed “attributed to” to “associated with ”
  • INVESTMENT – Renamed “we have done, do or plan to do on” to “associated with ”

The Brand Canvas

Designing and understanding brands and how the behave as figments of their own is hard enough. Having a simple structure that one can use to design and / or understand a brand makes designing businesses so much easier.

The Brand Canvas

The Brand Canvas 2015  – Click image to view powerpoint presentation on Slideshare
The Brand Canvas 2015 – Click image to view powerpoint presentation on Slideshare

When you should use this

License
This work is licensed under a Creative Commons Attribution-ShareAlike 3.0 Unported License.

The Change Canvas

As a teaser for the new year I thought I’d release The Change Canvas (TCC). Much more to come on this and related topics during 2015.

The Change Canvas

The Change Canvas 2015
The Change Canvas 2015 – Click image to view powerpoint presentation on Slideshare

License
This work is licensed under a Creative Commons Attribution-ShareAlike 3.0 Unported License.

How to be brilliant every day

@TEDxPortsmouth – Dr. Alan Watkins talked about how to be brilliant every single day. If nothing else I think we can all learn from this how to be entertaining every single presentation.

Part 1:

Part 2:

Defending the faith

You must understand that software is still one piece of the whole puzzle. I get it that you don’t want to create detailed models of the software architecture. I can relate to the fact that code is the true software blueprint. I’ve experienced every time that the code changes faster than the model can be updated. I truly get that this is the current state of the art wether you use agile or any other way of creating software. All of this is fine and I try to live by it. There is however this issue that software is just one part of the whole puzzle. When we try to figure out how to design the whole we turn to architecture. This is the scope where enterprise architecture comes to play. This is where we create models to effectively communicate between stakeholders. We usually start our designs in workshops where we use post-it and whiteboards to facilitate the dialog. Together we explore everything from peoples beliefs to automation features. Our end result is made up of decisions about overall solutions that we aim to rapidly get implemented and put to the market.

In the end agile is what agile be.

Influence your destiny

Gandhi said “Your beliefs become your thoughts. Your thoughts become your words. Your words become your actions. Your actions become the habits. Your habits become your values. And your values become your destiny.”

Den fjärde vågen

Omvärlden, kunden, uppdragsgivaren och uppdragstagaren är alla en del av samma helhet. Vi samverkar i en ändlig loop.

1. Förstå frågeställningarna
2. Beskriv hela kundresan (horisontellt)
3. Beskriv stegen (vertikalt) = Uppdragskort
4. Prioritera på effekt (h&v) = Uppdragspoäng
5. Bearbeta uppdragskort
6. Gör om och gör rätt

Använd detta som ett fraktalt mönster och låt behovet i varje nivå avgöra detaljeringsgraden.