When the little stream merges into the Sea, it is transcendent.
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Vision
to Blueprint
Blueprint
to Roadmap
Roadmap
to Plan
Plan
to Solution
Value streams break
into stages. Each stage decomposes into routing maps or can map to a
process, process underpins capabilities (capability = people+ process+ technology) to deliver
products/services and enable value stream stages. The value stream to
capability mapping identifies the capabilities to be considered as you design
your processes and stakeholder mapping identifies the roles required within
that stage as input to process role definition. Finally, capability to
information mapping provides input to information required by a given set of
processes. A given capability can enable 0-to-many value stream stages. As capabilities
are heat-mapped to determine if they are working well, not working, or
non-existent. Capability maps to Business Unit (as part of organization
mapping), Stakeholder maps to Value Stream (triggering stakeholder to stream
and participating stakeholders to stages) and Process maps to Value Stream
Stage.
Vision to Blueprint
is critical in business transformation: Articulating the vision alone may
be of value because it galvanizes people who previously didn't share a common
goal. When planning a business transformation, EA should consider all impacts
of the vision to the business - such
as what new or modified value streams, capabilities, processes, data,
org/roles, locations, applications, technologies, etc. are required and/or
which of these exit in the environment. And then use capability map as the
anchor or hub for understanding the connected view of all of these. And then a
roadmap is useful to determine how to get there from here, but it is a fantasy
if the "there" and the "here" haven't been identified
Blueprint to Roadmap, Roadmap to Plan, and Plan to Solution, all the like are necessary to bring vision to life. Value is
tricky because it's subjective - in the eye of the beholder. So it's hard to
identify an event that is always of value. One thing about EA is that you have
to understand your customer and what they value, and adjust your approach to
accommodate them. It is better to provide the systematic approach that works
regularly when you're dealing with C-level execs and other senior stakeholders.
Ultimately an EA must be part of delivering something tangible where the
consumer of the vision, blueprint, roadmap, plan or solution (or whatever
mutually agreed outcome) is willing to invest in its development.
Fair to say, all value streams listed above are important, and the importance
differs depending on the organization. Some organizations already excel with
rigorous repeatable processes in one or more of those areas yet leave gaps in
others. In those organizations, EA should fill the gaps, so the gaps become the
"most important."
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