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Capability Cases: A Solution Envisioning Approach
- By Irene Polikoff, Robert Coyne, Ralph Hodgson
- Published Jul 26, 2005 by Addison-Wesley Professional.
Book
- Sorry, this book is no longer in print.
About
Features
This book introduces Capability Cases -- a solutions-based technique to building viable enterprise and commercial software.
° Help your organization bridge the gap between business and IT!
° Empowers the reader to better grasp business needs and more quickly solve problems by leveraging the promise of emerging technologies
° Optimize the enterprise by envisioning solutions and taking advantage of the emerging practice of capability cases
Description
- Copyright 2006
- Dimensions: 7" x 9-1/4"
- Pages: 504
- Edition: 1st
- Book
- ISBN-10: 0-321-20576-6
- ISBN-13: 978-0-321-20576-6
"In this innovative book, Irene Polikoff, Robert Coyne, and Ralph Hodgson have captured deep insights from many years of studying how to get across the 'Business-IT Gap.' Capability Cases are an invaluable tool for bridging from envisioning to design."
—Steve Cook, software architect, Microsoft Corporation
"Capability Cases offers hope that mere mortals can rise above the daunting challenge of blending technology and process. Executives hoping to adopt high-performing business models will want to learn this step-by-step approach to designing and implementing IT-enabled organizational change."
—Dr. Jeanne W. Ross, principal research scientist, MIT Center for Information
BRIDGE THE GAP BETWEEN BUSINESS VISION AND SOFTWARE SOLUTIONBoth IT organizations and business leaders recognize the urgent importance of aligning technology solutions with enterprise strategy. But they've struggled to do so... until now. Capability Cases represents a breakthrough: a powerful, systematic way to translate business vision into effective plans and system designs.
The authors' Solution Envisioning methodology addresses the crucial "front end" of software development, where you decide what to build and how you're going to build it. Using realistic examples, they walk you through exploring the capabilities you need, capturing business best practices, identifying optimal solutions, and crafting software systems that deliver them.
Solution Envisioning enables you to specify better solutions in less time, build systems that more fully reflect your true needs, and dramatically reduce risk and cost throughout the entire development process. Understand Solution Envisioning—from vision to plan—in three phases:
Use Business Capability Exploration (BCE) to build a shared understanding of what is needed in a solution—model your business situation using business forces, desired results, metrics, and scenarios
Run Solution Capability Envisioning (SCE) workshops to facilitate decision-making, collaborative assessment, and consolidation of a solution concept—use Capability Case Galleries to discover alternatives, gain context, promote stakeholder interaction, and stimulate creativity
Move from concept to business case to a roadmap for realization with Software Capability Design (SCD)
Includes easy-to-use "best of class" templates for developing a business case, concept of operations, architectural decisions, and other key work products.
Whether you're an executive, architect, project manager, developer, change agent, or consultant, Capability Cases will help you bridge the gap between vision and solution—so you can finally get what you need from information technology.
© Copyright Pearson Education. All rights reserved.
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Table of Contents
About the Authors.
Foreword.
Preface.
Acknowledgments.
Preamble.
Introduction.
Trailhead-Why This Book?
What is the Solution Envisioning Process?
What are Capability Cases?
Preview of Important Terms for Modeling the Business Situation
Highlighting the Main Ideas and Threads of the Book
A Trail Map for the Book: The Journey Ahead
I. SOLUTION ENVISIONING: WHAT? AND WHY?
1. Technology Innovation and the Changing Business Landscape.
Chapter Preview
Understanding Business Challenges and IT Requirements
Informing Business Strategy with Views of Technology Possibilities
The Changing Role of IT
IT Imperatives and Governance
Coupling Business Vision to Technology Enablers
Supporting the New Role of IT
An Illustrative Story of Solution Envisioning
Backdrop-Consequences of Communication Failures
Story: "A Quest for Self-Service"
Trail Marker I: Appreciation of the Problem and Trail Ahead
2. Bridging the Gap with Solution Envisioning.
Chapter Preview
Solution Envisioning with Capability Cases
A Timely Intervention-in the Quest for a Business Transformation
The Goal: Matching Business Challenges to Proven Solutions
Process Overview: From Vision to Plan in Three Phases
Business Capability Exploration
Solution Capability Envisioning
Software Capability Design
The Role and Value of Capability Cases
Harnessing the Power of Stories and Tangible Examples
Capability Cases-A Summary View
Capability Cases in Action
Capability Cases-An Extended View
A Vocabulary That Integrates Envisioning and Capability Cases
Forces
Results and Measures
Anchoring Capability Cases in the Business Context
A Brief Illustration of Selecting Capability Cases
When Can Solution Envisioning Be Used?
How Long Does It Take?
Trail Marker II: Envisioning Solutions with Capability Cases
3. Illustrative Applications and Galleries.
Chapter Preview
Capability Case Galleries
Case Study I: Search Technology Workshop for the State Government
A Search for Self-Service
Business Capability Exploration
Solution Capability Envisioning
Envisioning Workshop Gallery I: State Government Self-Service
Capability Case I.1: Concept-Based Search
Capability Case I.2: National Search
Capability Case I.3: Visual Navigator
Capability Case I.4: Retrieval Assistant
Capability Case I.5: Personalized FAQ Agent
Capability Case I.6: Instant Helper
Capability Case I.7: Browse with a Buddy
Capability Case I.8: Virtual Time Machine
Workshop Results
Case Study II: Solution Envisioning at NASA
The Starting Point
Business Capability Exploration
Capability Envisioning
Envisioning Workshop Gallery II: NASA Digital Shuttle
Capability Case II.1: Product Design Assistant
Capability Case II.2: Generative Documentation
Capability Case II.3: Content Annotator
Capability Case II.4: Expert Locator
Capability Case II.5: Concept-Based Search
Capability Case II.6: Automated Content Tagger
Capability Case II.7: Interest-Based Information Delivery
Workshop Results
Capability Cases as Solution Design Assets
Trail Marker III: Exploring Capability Case Galleries
4. Positioning Within the Solution Delivery Cycle.
Chapter Preview
What Makes Solution Envisioning Different?
Where Does It Fit in the Solution Delivery Process?
Envisioning, Capability Cases, and the Iterative Nature of Design
Solution Envisioning is an Iterative Process
Capability Cases-Initially Solution Sketches and Later Blueprints
Trail Marker IV: Rationale for Solution Envisioning Outlined
II. SOLUTION ENVISIONING PROCESS-DETAILED LOOK.
5. Business Capability Exploration-Phase I of Solution Envisioning.
Chapter Preview
To Begin Envisioning-Business Capability Exploration (BCE)
The Work of Business Capability Exploration
Where Does Solution Envisioning Start?
BCE Activities I: Establish Business Situation and Resources
Activity 1 Establish Solution Initiative Shared Space
Activity 2 Establish Key Stakeholders
Activity 3 Clarify Solution Initiative Statement
Activity 4 Establish Inventory of Reference Materials
Activity 5 Clarify Business Context
Activity 6 Assess Use of Current IT Capabilities
Activity 7 Establish a Glossary for the Initiative
BCE Activities II: Identify Business Needs as Forces and Results
Activity 8 Elicit Forces, Barriers, Results
Activity 9 Identify Business Activities in Scope
Activity 10 Perform Stakeholder Impact Analysis
BCE Activities III: Explore Possibilities Informed by Technology
Activity 11 Nominate Capabilities
Activity 12 Explore Future Business Possibilities
Activity 13 Explore Technology Options
Activity 14 Perform Stakeholder Benefit Analysis
Activity 15 Refine Results
BCE Activities IV: Consolidate Initial Solution Vision for Sharing
Activity 16 Map Capabilities to Forces, Barriers, Challenges, and Results
Activity 17 Create Solution Vision Presentation
The Results of BCE and Readiness to Move to the Next Phase
Trail Marker V: Business Situation and Solution Initiative Understood
6. Solution Capability Envisioning-Phase II of Solution Envisioning.
Chapter Preview
Solution Capability Envisioning (SCE)-Appraising Solution Ideas
The Work of Solution Capability Envisioning
Envisioning and Design as Social Constructions
SCE Activities I: Prepare for the Solution Envisioning Workshop
Activity 1 Envisioning Workshop Planning
Activity 2 Elaborate Capability Cases Portfolio
Activity 3 Conduct Pre-Envisioning Workshop Walkthroughs
Activity 4 Preparing the Capability Cases Gallery
SCE Activities II: Conduct the Solution Envisioning Workshop
Activity 5 Launch the Solution Envisioning Workshop
Activity 6 Review Solution Vision
Activity 7 Tour Capability Cases Gallery
Activity 8 Conduct Solution Scenario Enactment
Activity 9 Prioritize Capabilities
SCE Activities III-Post-Workshop Assessment and Consolidation
Activity 10 Assess Solution Realization Gap
Activity 11 Post-Workshop Analysis and Consolidation of Concepts
The Results of SCE and Moving to the Next Phase
Trail Marker VI: Solution Concept and Roadmap Established
7. Software Capability Design-Phase III of Solution Envisioning.
Chapter Preview
Software Capability Design (SCD)-from Concept to Realization
SCD for a Web Services and SOA Development Strategy
The Work of Software Capability Design
SCD Activities I: Select Implementation Technologies
Activity 1 Evaluate Technology Options and Decide Development Strategy
Activity 2 Specify Non-functional Requirements
Activity 3 Select Potential Technologies and Vendors
Activity 4 Analyze IT Risks, Dependencies, and Technology Constraints
SCD Activities II: Develop Software Capability Architecture
Activity 5 Elaborate Capability Architecture
Activity 6 Evaluate Capability Architecture
SCD Activities III-Develop Business Case and Solution Roadmap
Activity 7 Develop Business Case
Activity 8 Develop Solution Realization and Adoption Plan
The Results of Software Capability Design
Moving from Solution Envisioning to Solution Realization
Trail Marker VII: Business Case and Roadmap for Implementation
III. CUSTOMIZING AND USING SOLUTION ENVISIONING.
8. Solution Envisioning in Different Situations.
Chapter Preview
Solution Envisioning as a Customizable Framework
Focusing the Solution Envisioning Workshop
Different Situations-Different Approaches
A. Formulating a Solution
A.1 Using Solution Envisioning to Formulate a Concept of Operations
A.2 Finalizing a Solution Design
B. Promoting Technology Potential
C. Gaining Confidence in a Technology
The Complementary Role of Solution Envisioning
Incorporating Solution Envisioning into QFD
Enterprise Architecture and Solution Envisioning
Solution Envisioning and DoDAF
Solution Envisioning and ISO RM-ODP
Solution Envisioning and Development Paradigms
Solution Envisioning and Rapid Prototyping
Solution Envisioning and Model-Driven Architecture
Trail Marker VIII: Solution Envisioning Tailored to Situation
9. Conclusion-Lessons Learned and Looking Ahead with Envisioning.
Reflections on Solution Envisioning
Plans for Evolving Solution Envisioning
Fostering Adoption and Practice of a New Approach
A Rose by Any Other Name...
Winning the Right to Do Solution Envisioning
Making the Business Case to Do Solution Envisioning
Some Practical Next Steps
A Community Sandbox-CapabilityCases.org
End of Trail: Solution Envisioning
Appendix A: History and Design of Solution Envisioning.
The X-Model and Object-Oriented Development
Design by Analogy and the Architecture Handbook
OOPSLA Workshops (1996-2000)
Other Small Influences
Solution Envisioning and Creativity
Why Metaphors are Poweful
Capability Cases and Patterns
The Importance of the "Right" Deliverables
Appendix B: Additional Techniques.
Creativity Techniques
Using Storytelling for the Creation of Future Scenarios
Synectics
Decision Support Techniques
Conducting Envisioning Workshops as "Theater Play"
Envisioning as a Five Act Play
Appendix C: Software Capability Design Implementation Alternatives.
SCD for Custom Applications
Custom Application Using RUP and MSF
SCD Activity 5 Elaborate Capability Architecture
SCD Activity 6 Evaluate Capability Architecture
SCD in eXtreme Programming (XP) Projects
SCD Activity 5 Elaborate Capability Architecture
SCD Activity 6 Evaluate Capability Architecture
SCD in EDOC-Based Component Development
SCD Activity 5 Elaborate Capability Architecture
SCD Activity 6 Evaluate Capability Architecture
SCD and Package Implementation
SCD Activity 5 Elaborate Capability Architecture
SCD Activity 6 Evaluate Capability Architecture
Conclusion
Appendix D: Solution Envisioning Activities and Workproducts-Summary Table for Each Phase.
The Activities and Workproducts of Phase I-Business Capability Exploration
The Activities and Workproducts of Phase II-Solution Capability Envisioning
The Activities and Workproducts of Phase III-Software Capability Design
List of Figures.
List of Tables.
List of Techniques.
Glossary.
References.
Index.
Preface
Capability.1 It's a promising word. It sounds, well, capable, and it alludes to the delivery of something. We all use capabilities every day in the goods and services by which we construct our lives. We like to be capable; we respect and value capabilities in others. As individuals, we carefully evaluate and compare the capabilities in the products and services we purchase—in everything from cars and houses to palm pilots, digital cameras, and mobile phone services. We look for and expect capabilities in companies we choose to deal with and in the companies we own or choose to be a part of.
As businesses, we also need to purchase or build, deploy and use, offer or consume capabilities all the time—regularly and continuously. It is requisite that we absorb, embrace, employ, and evolve new capabilities—with ever greater speed and agility—simply to remain effective and cost competitive. But, knowing about and successfully deploying the right new capabilities has always been challenging to businesses. In particular, software and technology capabilities are sometimes as elusive, amorphous, and difficult to pin down as they are valuable and essential to the core operations and processes of most modern businesses and organizations.
Most business capabilities today are a combination of human capital, fixed assets (such as facilities), processes, and technology. Forging successful combinations requires proficient orchestration of the interplay between business and technology. In this era of technology explosion (ranging from Web Services to new Platforms for Collaboration and Personalization to Semantic Technologies and Agents), the possibilities are as truly mind- boggling as the challenges of effective action. In nearly every industry and business area, technology capabilities are playing an ever more prominent role—and some business capabilities are becoming identical with technology capabilities.
We are entering a world where the network is the platform and a large amount of business-enabling capabilities will be made possible by assembling commodity software that implements standardized protocols. Indeed, technologies are creating deeper changes in businesses—invoking a disruptive new order that challenges all the rules of business. Business capabilities made possible by technology demolish traditional barriers of geography, law, organization, and time while simultaneously raising new bars for success in terms of connectedness, convenience, quality, and performance.2
For instance, capabilities introduced by technology have changed user expectations. Business has become more personal, and customers have (much) more control. Businesses have rapidly become more connected and accessible, and in many cases instantly available all the time. As a result, business has paradoxically become both simpler and more complex. Technologies can simplify transactions, but they also engender more complex transactions and more sophisticated use of data and knowledge. New capabilities create challenges to business models by regularly shifting the value proposition. Many things that were previously sold are given away for free. Business value, to be earned by truly serving customers, has shifted to somewhere else in the value chain.
How hard it is to identify, design, and deploy the right capabilities? Capability, per se, doesn't usually conjure up any nuances or overtones of failure (yet). But, as we all know, as soon as we attempt to acquire and make use of capabilities, there is suddenly a pressing demand for a blend of vision, planning, and know-how to take advantage of and make capabilities actual or realized through their successful application. Further complicating the situation, there is an increasing multiplicity of sources from which to realize (develop, acquire, compose) capabilities. Geoffrey Moore, industry consultant and best-selling author, puts it this way:3
"With service-oriented architecture, integration, composition of applications, open source software, vendor consolidation and the tension between building, buying and outsourcing software solutions—companies are under pressure to change too much and too fast. Risks seem unavoidable. There is not enough budget or time to cover all the bases. The leading enterprises will identify the core of their business and invest in safety and agility of the IT behind this core—first."
Unless we have knowledge of capabilities, the vision to know their worth, and the experience and discipline to apply them, we may get lost somewhere in a "sea of potentials." In our personal lives, in assessing where true capabilities are found, whether they are real, sound, and worth having, we typically use many sources of information, processes, and tools for evaluation—facilities such as Consumer Reports4 for consumer products or recommendations from friends or people who have experience with the capability. This book is an attempt to aid individuals and companies in improving technology-enabled business capabilities by responding to their needs for
Understanding what capabilities exist—what is out there
Facilitating the interplay between business and technical ideas
Understanding the significance and implications of capabilities and the constraints and costs of employing them
Establishing effective processes for acquiring, adopting, and -applying capabilities
We introduce the Solution Envisioning process to help people envision together the needs and possibilities of business. The process is supported by the Capability Case, an aid to understanding and evaluating capabilities. In the everyday sense of the words, the Capability Case is intended to build a case for a capability by illustrating its potential and value. We offer Solution Envisioning with Capability Cases (the approach this book introduces) as a start toward a new kind of essential, comprehensive approach for appreciating and making intelligent decisions about the available technology capabilities that will be powering businesses for some time to come.
1 The quality of being capable; capacity or ability needed to do something. (plural) Qualities that may be used or developed; potentialities.
2 We are indebted to Peter Stecher of IBM, EMEA, for insights into this characterization of the revolutionary nature of new technologies in terms of the deeper changes they bring to doing business.
3 From Gartner Application Integration & Web Services Summit 2005 brochure, highlighting Moore's keynote talk, "The Key to Sustained Leadership: Separating the Core from the Context," where he "shares his latest insights into the software industry challenges and opportunities."
4 A source that has its own 'capabilities'—a trusted source of information, knowledge, evaluative mechanisms, and the experience to make useful judgments about the relative promise and value of other capabilities.
© Copyright Pearson Education. All rights reserved.