Plans Business Outcomes Flashcards
Business Outcomes for Plans level by Enabler
1
Q
Funding>Strategy/Program Funding
A
- Customer can define and adjust budgets, benefit and revenue targets for the elements of the strategic plan so that these budgets can be used to fund initiatives and programs, performing variance reporting against target levels
- Customer can define budgets for elements in the strategic plan that represent the portfolio’s investment.
- Customer can support investment planning by providing the context of strategic budgets for analyzing demand and making assessments on the ability to take on new investments
- Customer can estimate the costs, benefits and revenue associated with these initiatives and programs, aligned with the organizational financial data model, to develop the business case for the program
2
Q
Funding>Value Stream Funding
A
- Customer can define how the value stream and associated epics and features will deliver products, systems, and services
- Customer can set the value stream budget and define benefits/revenue targets that the portfolio must yield. This provides the context for analyzing and prioritizing epics
- Customer can capture the costs of the stable team of teams against the relevant value stream
- Customer can capture the epic’s high-level costs
- Customer can estimate the size, benefits, and desired results associated with each epic to support the lean business case
3
Q
Funding>Organizational Funding
A
- Customer can define and adjust budgets for an organization at various levels that represent the portfolio’s investment
- Customer can support investment planning by providing the context of budgets for analyzing demand and making assessments on the ability to take on new work
4
Q
Funding>Product Funding
A
- Customer can define the products required by the organization to realize the strategic plan, and can describe and categorize these products
- Customer can define and adjust budgets for a product at various levels that represent the portfolio’s investment
- Customer can forecast the costs and effort required to deliver each product, and the benefits or revenue that the product is anticipated to generate
5
Q
Funding>Work Funding
A
Customer can forecast the costs and effort required to deliver work, and the benefits or revenue that the work is anticipated to generate and use this information to inform the work business case
6
Q
ICP>Prioritization and Scenario Analysis
A
- Customer can consistently align and rank potential investments based on their organization’s priorities and drivers.
- Customer can analyze new investments’ impact against the existing portfolio of approved investments.
- Customer can create investment what-if scenarios.
7
Q
ICP>Investment Targets
A
- Customer can set capacity targets to help balance existing and potential investments, and Customer can assess the ability to successfully deliver on those investments.
- Customer can analyze an investment portfolio against a time-phased financial budget or target and understand how trade-off decisions might impact the ability to deliver the portfolio targets within that budget/target.
8
Q
ICP>Resource Capacity Planning
A
- Customer can analyze how new investments may impact resource capacity within the context of the existing portfolio of approved investments.
- Customer can schedule investments across time to optimize resources.
9
Q
Portfolio Planning>Demand Management>Program Planning
A
- Customer can initiate new programs to deliver the programs defined in the strategic plan and Customer can describe and categorize these programs and assign ownership, providing an inventory of programs
- Customer can define a schedule and milestones to describe the timeline for delivery of the program that Customer can then baseline for performance monitoring when the programs move into execution
10
Q
Portfolio Planning>Demand Management>Work Information
A
- Customer has a single repository of all work, which includes new potential (not yet approved), approved, active, and completed work
- Customer can describe and categorize work based on the organizational data model and attributes
- Customer has a consistent intake process for all work
- Customer can define ‘other planned work’ in the work register and categorize this according to the reporting needs
11
Q
Portfolio Planning>Demand Management>Business Requests
A
- Customer has a single repository to collect requests for work and change from the business and this repository is available to all stakeholders in the organization for review
- Customer has a structured process to categorize and assess and carry out a “sizing” estimation of these requests before taking them forward for consideration
- Customer can ensure that request approval and review actions have been assigned to the appropriate users based upon specific criteria
12
Q
Portfolio Planning>Governance>Program Approval
A
- Customer has a structured process to capture, assess, estimate, and approve programs
- Customer can ensure that the appropriate governance process is applied to programs, based on specific criteria
- Customer can ensure that the program approval and review actions have been assigned to the appropriate user
- Customer can submit these programs for approval and funding through a workflow
13
Q
Portfolio Planning>Governance>
A
- Customer has a structured process to capture, assess, estimate, and approve work
- Customer can ensure that the appropriate governance process is applied to work, based on specific criteria
- Customer can control the advancement of work through the delivery process
- Customer can ensure that approval and review actions have been assigned to the appropriate user
- Customer has a governance model that supports assigning responsibilities within the workflow and retains an audit trail of reviews and approvals
14
Q
Portfolio Planning>Governance>
A
- Customer has a controlled and consistent process for reviewing and approving all work requests
- Customer can ensure all appropriate actions / steps have been taken before requests are approved to progress as work
15
Q
Agile Planning>Intake and Lean Business Case
A
- Customer can initiate new agile work to deliver solutions defined in the value streams and achieve portfolio outcomes
- Customer can collect the relevant descriptive and categorization information required to develop each agile work Lean business case
16
Q
Agile Planning>Visual Portfolio Planning
A
- Customer can visualize all approved epics on a portfolio Kanban board
- Customer can customize Kanban boards to reflect existing portfolio processes
- Customer can sequence agile work by size, value and capability considerations
- Customer can create aligned autonomy by associating work on team and program boards to the portfolio Kanban board
17
Q
Agile Planning>Program/Team of Teams Planning
A
- Customer can dynamically prioritize and sequence agile work by size, value and capability considerations
- Customer can easily and effectively carry out both in-person or virtual quarterly planning. Customer can use the visualization of the Kanban boards to balance priorities, sequence work, and communicate realistic delivery timelines
18
Q
Enterprise Architecture Management>Application Portfolio Management
A
- Customer can actively manage and govern the portfolio, and understand what applications support the business
- Customer can understand how applications are aligned with business priorities
- Customer can identify functional redundancy in the application portfolio
- Customer can calculate the costs of individual applications and the overall portfolio
- Customer can identify at-risk applications to their underlying technologies
- Customer can evaluate the application portfolio for information security impacts and risk
- Customer can score and analyze the applications using criteria that reflects the business and technical priorities
- Customer can plan application retirement and replacements through analysis and develop application roadmap and transition plans
19
Q
Enterprise Architecture Management>Technology Portfolio Management
A
- Customer can understand what technologies are currently deployed in the environment and actively manage and govern the portfolio
- Customer can anticipate and plan for technology risks associated with age and support
- Customer can support technology standards governance decisions and determinations
- Customer can create and manage technology roadmaps
- Customer can evaluate and reduce the technology footprint and complexity in the landscape
- Customer can plan technology retirement and replacements through data-based analysis and establish technology roadmap and transition plans
- Customer can forecast resourcing needs
20
Q
Enterprise Architecture Management>Information/Capability Portfolio Management
A
- Customer can establish a common vocabulary to optimize the quality and speed of decision-making and reduce confusion in cross-organizational discussions
- Customer can establish explicit governance over the entire body of change and investment portfolios with holistic enterprise oversight
- Customer can drive significant IT investments with business implications through business strategy as articulated via business architecture
- Customer can use business architecture to analyze the business model and establish actionable roadmaps, funding, and priorities needed to deliver results ranging from tactical deployments to long-term business transformation
- Customer can define and track expected business outcomes
- Customer can leverage lessons learned to continually improve the planning process year-over-year
