Early engagement in the solution delivery process needs to occur before any solution delivery project is initiated. Its objective is to understand the scope, requirements, objectives, approach, options and to get a high-level understanding of the likely resources, timescale and cost required before starting the project Fundamentally, early engagement is about managing risk: • Risk of doing the wrong thing • Risk of doing it in the wrong way • Risk of underestimating complexity and scope of work • Risk of higher than expected cost of operation and maintenance • Risk of underestimating organisation change impact and organisation resistance • Risk through uncertainty Early engagement is not a requirements gathering exercise. Traditional requirements gathering requires substantial initial effort, resources and cost and for the business to commit without doubts, uncertainties and ambiguities being known. Early Engagement involves taking a not necessarily well-defined request from the business and creating an unambiguous set of solution options including their delivery and operation quickly and accurately This paper describes an approach to early engagement in the solution definition process.

1. The Need For Effective Early
Engagement In Solution
Architecture And Design
Alan McSweeney
http://ie.linkedin.com/in/alanmcsweeney

2. The Importance Of Early Engagement In Solution
Architecture
• Early engagement in the solution delivery process needs to occur before
any solution delivery project is initiated
• It needs to be at the vanguard of solution design
• The objective is to understand the scope, requirements, objectives,
approach, options and to get a high-level understanding of the likely
resources, timescale and cost required before starting the project
• Allow the feasibility of the solution options to be assessed
• Converts a request from the business to an explored and refined high-level
solution proposal that facilities informed decision-making
• Early engagement is the IT function providing true consulting services and
value to the business
− Being a partner to the business
− Offering the business a consulting and advisory service
− IT function gets early sight of likely demand
− Business gains confidence in IT
− Solutions more likely to be compliant with IT standards
− Reduces shadow IT expenditure
08 January 2018 2

3. Solution Delivery Phases And Early Engagement
Project Stages/ Timeline
ProjectActivity/Function
Early
Engagement
Concept Initiate Plan Design Build Test Deploy
Manage
and
Operate
Project
Management
Business Function
Business Analysis
Solution
Architecture
Implementation
and Delivery
Test and Quality
Organisation
Readiness
Service
Management
Infrastructure and
Communications
Time
Business
Functions/
Roles
Solution
Design,
Delivery,
Transfer to
Production
08 January 2018 3

4. Solutions vs. Projects
• Users do not look for projects
• They want solutions that support and operate their
processes and create value when used
08 January 2018 4

5. An Effective Early Engagement Process Requires …
• A consistent, organised and controlled approach to
performing such engagements
• A standard method for performing analysis, collecting
information, engaging with the business, making
assessment and solution option identification
• A process for managing early engagements from resources
required to engagement with the business to prioritisation
to quality management, assurance and control
• A standard and consistent approach for representing the
results of the engagement
• Quick delivery of results
08 January 2018 5

6. Find The Engagement Effort And Results Saddle
Point
• Do as little as possible to achieve as much as possible to make an informed
decision on whether and how to proceed at gate stage in resolution
journey
• Key principle at this stage is satisficing – optimise effort and resources
during early engagement - satisfy expectations sufficiently
08 January 2018 6
Minimise
Effort
Maximise
Results

7. Engagement Means Learning About The Situation
• To be able to offer improvements and possible solution
options
• Understand the complexity and confusion that exists in the
current condition and situation
• Understand the external complexities - economic, social,
legal
• Understand how different participants and stakeholders
view the current condition and situation and view what is
needed to achieve a resolution
08 January 2018 7

8. Fundamentally, Early Engagement Is About …
• Managing risk
− Risk of doing the wrong thing
− Risk of doing it in the wrong way
− Risk of underestimating complexity and scope of work
− Risk of higher than expected cost of operation and maintenance
− Risk of underestimating organisation change impact and
organisation resistance
− Risk through uncertainty and unpredictability
08 January 2018 8

9. Early Engagement …
• Is not a requirements gathering exercise
− Traditional requirements gathering requires substantial initial
effort, resources and cost and for the business to commit without
doubts, uncertainties and ambiguities being known
• It involves taking a not necessarily well-defined request
from the business and create an unambiguous set of
solution options including their delivery and operation
quickly and accurately
08 January 2018 9

10. Early Engagement
• Defines and validates resolution hypotheses at an early
stage
• Reduces doubts, uncertainties and ambiguities
• Reduces risk
• It focusses on understanding the overall problem and
determining realistic options for viable resolutions
• It seeks to address the end-to-end experience
• Looks to eliminate the over-the-wall practices associated
with standard solution delivery with multiple independent
phases and roles and handoffs between then
08 January 2018 10

11. Getting The Scopes Right
• Need clarity in the scope of engagement and the scope of the
problematic situation to be resolved
• Needs to be defined and agreed in advance in order to
optimise results and benefits
Scope Of
Engagement
Scope Of
Situation To
Be Resolved
08 January 2018 11

12. Getting The Scopes Right
• Unsure Scope – effort wasted in clarifying scope
• Scope Too Wide – too much to do, takes too long, results
not delivered quickly
• Scope Too Narrow – underlying problematic situation will
not be resolved
08 January 2018 12

13. Early Engagement Principles
• Look to address the entire problematic situation, from
start to end
• Understand what participants need
• Collect and use data to make decisions
• Maximise simplicity of resolution
• Keep the engagement team small, skilled and focussed
• Automate elements of resolution where possible
08 January 2018 13

14. Resolution Identification Can Be Difficult
• Uncertain, undefined or multiple mixed objectives
• Lack of coherence on what is needed among stakeholders and
affected parties
• Unarticulated needs
• Lack of clarity of what is really needed
• Complexity – large number of components, interactions,
connections, processes, stakeholders
• Heterogeneity among stakeholders and affected parties
• Opposition from some stakeholders and affected parties
• Time and cost constraints
• Unpredictability, uncertainty and change in what is being
analysed
08 January 2018 14

15. Why Have Early Engagement?
08 January 2018 15
Business
Objectives
Business
Operational
Model
Solution
Portfolio
Realisation
And
Delivery
Solution
Usage,
Management ,
Support
And
Operations
Business
Strategy
Business
IT
Strategy
Solution
Portfolio
Design And
Specification
External
Suppliers and
Service
Providers
Business
shadow IT
expenditure
External
Suppliers and
Service
Providers
External
Suppliers and
Service
Providers
Business-perceived barriers to
solution delivery by IT function
Shadow IT solutions
passed to support
function
At least 40% of technology spending is diverted
from IT
Over 30% of CIOs
routinely not consulted
on IT solution acquisition
and expenditure
Remove The Barrier That Prevents Continuity From Business Need To IT
Solution

16. Early Engagement Model
08 January 2018 16
Requirements
Gathering
Business Analysis Solution
Architecture and
Design
Business Analyst
Solution
Architect
• Compress standard requirements gathering and solution
architecture and design processes
• Collapse the separate roles of business analyst and solution
architect into single resolution analyst team
Early Engagement
Early Engagement
Team

17. Outputs Of Early Engagement
• Understand the business need and drivers
• Understand the full scope of any solution
• Under solution options and benefits
• Understand likely scope of solution delivery effort – cost, time,
resources
• Understand the organisation impact of solution operation –
organisation change, staffing
• Understand the overall complexity
• Statement of possible delivery options
• Be presented with sufficient information to enable an informed
decision to be made
08 January 2018 17

18. Benefits Of Early Engagement
• Ensure that the business and IT invest in the right solutions
in the right way and at the right time
• Validate assumptions early
• Improve the accuracy of planning and forecasting
• Increase the volume of knowledge available
• Subsequent solution delivery is optimised
• Allows evidence-based decision making
08 January 2018 18

19. Outcomes Of An Effective Early Engagement Process
• Reduce probability of creating poor solution design
• Better business case
• Increase probability of effective design and reduced
subsequent rework and change
• Increased user satisfaction with the solution ultimately
delivered
08 January 2018 19

20. Need For Solution Analysis Exists Because …
• I have a problematic situation or condition or state
• There is an opportunity
• I have received a directive
• I want to be able to do what I am currently unable to do
• I cannot do what I want
• I need to be able to do something
• A solution is a Resolver, a Provider or an Enabler
• An originator will identify the need for a solution
• The IT function must work with the originator to provide a
usable answer to the solution need
08 January 2018 20

21. Engagement Definition Journey Stages
WHY?
WHAT?
HOW?
08 January 2018 21

22. Why, What And How
• WHY?
− Why is the solution being looked for: a problem, an opportunity, an obligation?
− Why has the situation requiring a solution arisen?
− Why are we here?
− Why do it?
− Why not do it?
• WHAT
− What are the options?
− What can be done?
− What is being looked for?
− What must it do?
• HOW
− How should it be done?
− How should it operate?
− How can it be delivered?
08 January 2018 22

23. The Complete Solution Is Always Much More Than
Just …
• … Just a bunch of software
• Complete solution is the entire set of components needed
to operate the associated business processes
• Successful solution requires the interoperation of all these
components and that the components are properly
designed and implemented
• Overall solution usage experience is the sum of the
experience of the usage of the components
08 January 2018 23

24. Scope Of Complete Resolution
Changes to Existing
Systems
New Custom
Developed
Applications Information Storage
Facilities
System
Integrations/Data
Transfers/Exchanges
Changes to Existing
Business Processes
Organisational
Changes
Existing Data
Conversions/
Migrations
New Data Loads
Training and
Documentation
Central, Distributed
and Communications
Infrastructure
Sets of Installation
and Implementation
Services
Cutover/Transfer to
Production
Operational
Functions and
Processes
Parallel Runs
New Business
Processes
Reporting and
Analysis Facilities
Sets of Maintenance,
Service Management
and Support Services
Application Hosting
and Management
Services
Acquired and
Customised Software
Products
08 January 2018 24

25. Any Complete Resolution Consists of:
• Zero or more of {Changes to Existing Systems}
• + Zero or more of {New Custom Developed Applications}
• + Zero or more of {Information Storage Facilities}
• + Zero or more of {Acquired and Customised Software Products}
• + Zero or more of {System Integrations/Data Transfers/Exchanges}
• + Zero or more of {Changes to Existing Business Processes}
• + Zero or more of {New Business Processes}
• + Zero or more of {Organisational Changes}
• + Zero or more of {Reporting and Analysis Facilities}
• + Zero or more of {Existing Data Conversions/Migrations}
• + Zero or more of {New Data Loads}
• + Zero or more of {Training and Documentation}
• + Zero or more of {Central, Distributed and Communications Infrastructure}
• + Zero or more of {Sets of Installation and Implementation Services}
• + Zero or more of {Cutover/Transfer to Production}
• + Zero or more of {Operational Functions and Processes}
• + Zero or more of {Parallel Runs}
• + Zero or more of {Sets of Maintenance, Service Management and Support Services}
• + Zero or more of {Application Hosting and Management Services}
08 January 2018 25

26. Resolution Options
• Scenarios and options of the to-be
condition/situation/state that improve the initial
problematic situation with comparisons
• All solution options have impacts and involve changes:
people, organisation
• Changes do not necessarily need or need to be limited to
IT systems
− Problem analysis may be performed by IT but the IT function
needs to look outside its core capabilities and its comfort zone
− A solution does not necessarily consist of a system
• Define approaches to implementing scenarios and options
08 January 2018 26

27. Resolution Options
• There will always be multiple resolution options, each of
which will have a different component profile
08 January 2018 27

28. Sample Resolution Profile 1
08 January 2018 28

29. Sample Resolution Profile 2
08 January 2018 29

30. Resolution Needs To Be Bridge From Current
Situation
• Solution needs to be a staged transition from the as-is
situation to the to-be transformed situation from where
we are to where we want or need to be
Stage 1
Where We Are
Where We Want Or Need
To Be
Stage 2 Stage 3
Stage 4
08 January 2018 30
Improvement Leading To Better
Outcomes
Objective of Engagement is to
Identify Options for Transition

31. Early Engagement Is About Navigating The Problem
Landscape And Moving And Being Lead Towards A
Resolution Consensus
08 January 2018 31

32. Early Engagement Processes
08 January 2018 32
Early
Engagement
Process
Early Engagement
Management Process
Management of Portfolio
of Engagements Process

33. Early Engagement Process
• The act of collecting information and analysing it, engaging
with the business has a benefit in term of imposing order
on a disordered situation
• The output and the act of its generation requires that the
collected and analysed information is presented in a
structured and coherent form that can withstand rigorous
interrogation
• Generate confidence
• Avoid dogmatic positions
08 January 2018 33

34. Core Early Engagement Process
08 January 2018 34
Investigation,
Information
Gathering
Building
Activity
Models
Questioning,
Verification,
Validation,
Elaboration
Defining
Actions
Defining
Implementation
Time

35. Core Early Engagement Process
• Investigation, Information Gathering – meeting with
business function stakeholders to understand different
views of current problem state and desired/idealised
future state
• Building Activity Models – describe views of as-is and to-
be actions and their sequence
• Questioning, Verification, Validation, Elaboration –
review activity models with business function stakeholders
• Defining Actions – define actions to implement target to-
be activity model
• Defining Implementation – define implementation
activities to actualise target to-be activity model
08 January 2018 35

36. Core Principles And Business Engagement Model
• A engagement model is needed to breathe life into and
operationalise the early engagement process
• Can be part of the internal IT organisation’s consulting function
IT
Organisation
Consulting
Function
Engagement
Team
Skills,
Capabilities
and Experience
IT Consulting
Function
Management
Consulting and
Engagement
Process
Tools and
Methodologies
08 January 2018 36

37. Business Engagement Model
• Achieve potential for IT consulting for the IT organisation and
for the business
− IT Consulting Function Management – integrating IT consulting
practices and skills into a whole, being able to represent the benefits of
these skills and experiences to the IT organisation and wider business
and being able to manage the delivery of services that contribute to
success
− Engagement Team - an engagement team that can work together in a
consulting environment
− Skills, Capabilities and Experience – appropriate sets of skills and
experiences across all technology and service areas to deliver the
services
− Consulting and Engagement Process – an engagement process that
delivers quality results and outputs quickly, speaking the language of
business
− Tools and Methodologies – select, develop and use appropriate
toolsets and frameworks to underpin the consistent and reliable
delivery of consulting services and to convert the language of business
problems into the language of resolution
08 January 2018 37

38. Activity Model Of As-Is And To-Be Situations
• Define initial high-level as-is and to-be activity models
• Generic model consists of three sets of concentric
activities
1. Operational – what gets done, in what sequence, with what
dependencies, with what resources
2. Monitoring, Management, Administration, Control – control of
flow, allocation and reallocation, reporting on throughput,
respond to change
3. Improvement, Optimisation – ensure activities are fit for
purpose, delivering benefits, achieving expected outcomes,
activity modification and enhancement
08 January 2018 38

39. As-Is and To-Be Activity Models
08 January 2018 39
Activity 1
Activity 2
Activity 3
Activity 5
Activity 4
Activity 6
Operational
Monitoring, Management,
Administration, Control
Improvement, Optimisation

40. Layers Of Activity Models
• There will be
layers of activity
models
• Keep model
definition at a
high-level
initially
• Detail can be
added later
08 January 2018 40
Activity 1
Activity 2
Activity 3
Activity 5
Activity 4
Activity 6
Activity 1
Activity 2
Activity 3
Activity 5
Activity 4
Activity 6
Activity 1
Activity 2
Activity 3
Activity 5
Activity 4
Activity 6

41. Using Activity Model To Derive Structured Questions
• Use the activity models derived from investigations to
create a structured set of questions to allow activity details
be elaborated, explored, understood and refined
08 January 2018 41
Activity Trigger(s) Dependencies Required
Input(s)
Expected
Output(s)
Next
Step(s)
Expected
Outcome(s)
Who and
How
Performed
What Skills
Required
How
Monitored
How
Quality
Maintained
Activity 1
Activity 2
Activity 3
Activity 4
Activity 5
Activity 6

42. Participants And Views Of Activities
• Different resolution participants may have different views of
the activity models of the current as-is and desired to-be
situation
• Document these separately initially
08 January 2018 42
Resolution
Definition
Participants
Views

43. As-Is and To-Be Activity Model
• Create initial activity model and refine it through the
engagement process
• Models are simplifications of the underlying real world
situation
− Simplification is necessary to capture information
− Complexity can be added during refinement
• Use the model as a framework to ask informed questions,
gather information
• Different stakeholders may have different views of activity
model
− May need to create several activity modes initially and combine
them later
08 January 2018 43

44. Rich Pictures
• Detailed visualisations represent information more effectively
than lengthy narrative text
• Show relationships, interactions
• Provides a more concise illustration of state
• Better tool to elicit information
• Gaps, errors and omissions more easily identified
• Assists informed discussions
• Evolve and refine rich picture representations of as-in and to-
be situations throughout the engagement exercise
• Cannot expect to capture every piece of information – focus on
the important elements
08 January 2018 44

45. Rich Pictures – Typical Contents
• Not all picture need have all elements
• You can have multiple pictures and pictures can evolve
08 January 2018 45
Element Description
Core Objective(s) Brief statement of the core purpose(s) of the situation where there is perceived to be a
problem – what the associated service is looking to achieve
Actor Persons or groups within the organisation or externally providing services to the
organisation involved in the delivery of the overall service
Consumer Persons or groups at whom the service is being directed or who use the service
Entities, Types and Roles Functional collections of persons or groups within the organisation or externally providing
services
Locations and Facilities Locations or interaction points where consumers avail of or are provided with services
Viewpoints Views or opinions of actors on the provision and operation of the service
Relationships and
Dependencies
Relationships and dependencies between other elements of the rich picture
Interactions Dealings and relations between entities, actors and consumers
Processes Processes that are used to deliver service or support its delivery
Options, Questions Options and questions relating to the core service objectives
Requirements, Obligations Requirements and obligations of actors and entities, relating to the core service objectives
Core Issues and Owners Issues relating to the core service objectives
Constraints, Limitations Any actual or perceived constraints and limitations relating to the provision and operation
of the service

46. Rich Picture Example
08 January 2018 46
Entity 1 Entity 2 Entity 3
Entity 10 Entity 11
Entity 7 Entity 8 Entity 9
Entity 5 Entity 6
Entity 4
Location 1
Issue 1
Issue 2
Issue 3
Location 2
Viewpoint 1
Requirement 1
Requirement 6
Requirement 3
Requirement 4
Requirement 2
Viewpoint 2
Viewpoint 4
Viewpoint 3
Interaction
Interaction
Interaction
Interaction
Process 1
Process 2
Process 3
Viewpoint 5
Interaction
Interaction
Constraint 1
Constraint 2
Constraint 3
Requirement 5
Location 3
Core
Objectives
Consumer 1
Consumer 2

47. Rich Pictures
• Are not systematic views (yet)
• They do not contains system-related components such as
IT applications, infrastructure and data flows at this stage
− These are solution and implementation-related elements
• Resist the temptation to include systematic parts at the
investigation stage and pre-judge options for resolution
and transformation
− Transformation with a small “t”
• Jumping to conclusions at this stage will limit the scope of
information gathered
08 January 2018 47

48. Resolution Attributes And Evaluation Factors
• Achievable – can it be implemented?
• Realistic – is the resolution practical?
• Desirable – is the resolution required and suitable?
• Affordable – can the organisation afford the the likely cost of
the resolution
• Operable – is the resolution workable?
• Usable – can the resolution be used by its participants?
• Effective – is the resolution delivering what is expected and
required?
• Efficient – can the resolution be implemented and operated
with a minimum of resources?
08 January 2018 48

49. Dimensions Of Implementation Scenarios
• There will be two dimension to any resolution
1. Target resolution and transformation scenarios/options
2. Options for implementing target scenarios/options
• Engagement need to consider both the resolution and how
it can be achieved
08 January 2018 49

50. Paths To Resolution
08 January 2018 50
From As-Is To Ro-Be Target Resolution scenarios/Options
Delivery
Stages
and
Options

51. Human Dimensions To Engagement
• A person or group of people have requested the engagement
or have been compelled to accept the engagement
− There will be an agenda to this
• Participants are involved in the current problem state
• Participants will be affected by changes to the current state
• There may be conflicting views and opinions between these
participants
• There will be different agendas at play
• The engagement process must be aware of these personal
aspects
− A lack of awareness may cause the engagement to fail
08 January 2018 51

52. There Is Never Just One Resolution
• The choice of resolution depends on multiple business
factors:
− Degree of automation
− Sourcing options
− Resources and their availability
− Timescale and urgency of solution
− Cost and available finance
− Likely duration of solution
− Solution quality factors
− Organisational impact
08 January 2018 52

53. Change Can Only Really Happen …
• When there is a perception and an acceptance that there
is a problem or challenge or opportunity that can only be
resolved by a change
• Organisation and business functions impacted must be
willing and able to accept change
• Management must support change
• Engagement process must be aware of the culture and
politics of the organisation and the impacted business
functions
• Identifying issues around and resistance to change needs
to be a part of the engagement process
08 January 2018 53

54. Information and
Data
Applications and
Systems
Organisation
and Structure
Locations and
Offices
Technology,
Infrastructure
and
Communications
Business
Processes
Organisation
Change
Organisation Change – Core Internal Organisation
Areas
• Overall organisation
change is concerned
one or more of aspects
or change and co-
ordinating changes
across these areas to
deliver the greatest
benefit
• Each resolution will
have a different
organisation change
profile
• Resolution options will
depend on the ability
of the organisation to
change
08 January 2018 54

55. Dimensions Of Organisation Change
• Business Oriented Dimensions Of Change
− Location and Offices – existing and new locations and facilities of the
organisation, their types and functions and the principles that govern the
selection of new locations
− Business Processes – current and future business process definitions,
requirements, characteristics, performance
− Organisation and Structure – organisation resources and arrangement,
business unit, function and team structures and composition, relationships,
reporting and management, roles and skills
• Technology Oriented Dimensions Of Change
− Technology, Infrastructure and Communications – current and future
technical infrastructure including security, constraints, standards,
technology trends, characteristics, performance requirements
− Applications and Systems – current and future applications and systems,
characteristics, constraints, assumptions, requirements, design principles,
interface standards, connectivity to business processes
− Information and Data – data and information architecture, data
integration, master and reference data, data access and management
08 January 2018 55

56. Dimensions Of Organisation Change
• Each resolution will involve different sets of organisation changes
• Be realistic about the organisation’s ability to accept change
08 January 2018 56
Information and Data
Applications and
Systems
Organisation
and Structure
Locations and
Offices
Technology,
Infrastructure
And
Communications
Business
Processes
Organisation
Change
Information
and Data
Applications
and Systems
Organisation and
Structure
Locations
And
Offices
Technology,
Infrastructure and
Communications
Business
Processes
Organisation
Change

57. How Do You Define The Measurement Of Success Of
The Resolution/Transformation?
• Efficacy – is it working and
delivering the required
results?
• Efficiency – can it be
delivered and operated
with the minimum or an
acceptable level of
resources?
• Effectiveness – is the
resolution/transformation
contributing to a wider,
longer-term or greater
success or improvement?
08 January 2018 57
Efficacy
EffectivenessEfficiency

58. Bringing It All Together And Presenting The Results
• Early engagement process is not just about gathering
information
• The output must be a set of resolution options and their
implementation
• Resolutions must exist within a real-world context with all its
constraints, limitations and boundaries
• Where the resolution includes IT changes, in addition to
solution options there will be organisation IT restrictions based
on the organisation’s enterprise architecture standards
• Early engagement process must include delivery and operation
options to allow informed decision be made on the true scope
of the resolution
08 January 2018 58

59. Superset Of Constraints Sets Will Narrow Range Of
Available, Realistic And Achievable Options
Organisation’s
Enterprise
Architecture
Organisation
Change
Profile
Resolution
Attributes
Resolution
Component
Characteristics
Resolution
Implementation
Options
Resolution
Qualities

60. Moving From The As-Is To The Target To-Be Process
• Goal of the engagement process is to describe the resolved
situation and the options for achieving the transformation
08 January 2018 60
As-Is Situation To-Be Transformed SituationTransformation Process

61. Systematising The Resolution
• Ultimately the resolution needs to be translated into an
implementable and operable solution
− Define systems and processes
− Identify data implications
− Identify gaps and options for reuse
• The engagement process needs to present systematised
solutions that can form the basis for decisions
08 January 2018 61

62. Approach To Solution Definition
• Want an approach that quickly identifies the likely scope of the solution,
the options and the decisions that need to be made
• Key elements of initial solution scope and design:
− Systems/Applications – new and existing systems that must be
developed/changed to deliver functions
− System Interfaces – links between systems
− Actors – business functions and roles that will interact with the overall solution and
its components
− Actor-System Interactions – interactions between Actors and Systems/Applications
− Actor-Actor Interactions – interactions between Actors
− Functions – functions that must be delivered by the overall solution
− Processes – business processes required to operate the solution
− Journey – standard journey through processes/functions and exceptions/deviations
from “happy path”
− Logical Data View – data elements required
− Data Exchanges – movement of data between Systems/Applications
• These combine to provide a comprehensive view of the potential solution
at this early stage
08 January 2018 62

63. Approach To Initial Solution Architecture Definition
• Start with identifying core solution definition elements –
those elements directly involved in the solution
• Expand initial solution definition with extended elements –
element interactions and data storage and exchange
08 January 2018 63
Core Definition Elements Extended Definition Elements
Processes
Functions
Actors
Systems/Applications
System Interfaces
Actor-System Interactions
Actor-Actor Interactions
Solution Usage Journeys
Logical Data View
Data Exchange

64. Initial Solution Architecture Definition
• This allows:
− System changes and developments required to be defined
− Potential options for reuse of existing systems to be determined
− Options for manual or automated operation to be pinpointed
− Effort to be estimated
− Organisational impact to be quantified including staffing, training,
support, cutover, parallel run and documentation
− Dependencies to be identified
− Informed decision to proceed to be made
• Provides a worklist/table of contents of further work if
decision to continue is made
08 January 2018 64

65. Core Elements Of Initial Solution Architecture
Definition
08 January 2018 65
Systems/
Applications
Actors
Functions
Processes

66. Initial Solution Architecture Definition – Identify Key
Existing Business Processes Affected Or New Ones
Required
08 January 2018 66

67. Identify Functions Required To Enable Processes
08 January 2018 67

68. Identify Actors Who Will Use Functions And
Participate In Processes
08 January 2018 68

69. Identify New Systems/Applications And Changes To
Existing Systems/Applications To Deliver Functions
08 January 2018 69

70. Sample Representation Of Core Solution Elements
08 January 2018 70

71. Sample Representation Of Core Solution Elements
08 January 2018 71

72. Sample Representation Of Core Solution Elements
08 January 2018 72

73. Sample Representation Of Core Solution Elements
08 January 2018 73

74. Required System Interfaces And Interactions
08 January 2018 74

75. Required Actor System Interfaces And Interactions
08 January 2018 75

76. Required Actor-Actor Interactions
08 January 2018 76

77. Core and Extended Solution Elements
08 January 2018 77

78. Data Elements Required Within Systems/
Applications
08 January 2018 78

79. Data Exchanges Required Between Systems/
Applications
08 January 2018 79

80. Solution Usage Journeys
• For every solution there will be one or more “happy paths”
– standard paths through the solution without
exception/problem/deviation handling
• Exceptions may occur at each step in these happy paths
• High-level solution should identify solution usage journeys
and their possible exceptions
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81. Solution Definition Summary
• Forms the basis of an inventory of work needed to implement
solution
− Subsequent detailed solution design will specify each component
• Enables decisions to be made on how to proceed
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Core Definition Elements Extended Definition Elements
Processes
Process 1
...
Functions
Function 1
...
Actors
Actor 1
...
Systems/Applications
Systems/Applications 1
...
System Interfaces
Interface 1
...
Actor-System Interactions
Actor-Actor Interactions
Solution Usage Journeys
Logical Data View
Data Impact 1
...
Data Exchange
Data Exchange 1
....

82. Maximise The Known Knowns Of The Potential
Solution
• Solution
unkowns are
the source of
potential
problems during
solution delivery
• The goal of
solution design
is no surprises
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What Can Be Known
Known Unknown
What We
Know
Known
Here Be Dragons
Unknown

83. Maximise The Known Knowns Of The Potential
Solution
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Known Knowns
Known
Unknowns
Unknown
Unknowns
• The more that is
known about
the solution
design the
fewer the
problems
relating to
scope and
changes will
occur later

84. More Information
Alan McSweeney
http://ie.linkedin.com/in/alanmcsweeney
08 January 2018 84