|
I. Challenges to
Roadmapping
Adoption & Acceptance |
Regardless of whether you deploy roadmapping from the
top-down or the bottom-up, there are challenges to adoption.
Some of these challenges are organizational and others are
personal. This session will provide participants with an
opportunity to brainstorm challenges, consider options, and
be introduced to a technique to assess individual acceptance
behaviors.
Exercise: Introduction to adoption acceptance
measures; hands-on practice with technique and discussion of
applications
|
|
II. Environment Dynamics and
Their Impact on Practice |
|
Each
organization occupies a unique space which influences its
ability to chart its own destiny, operate independently,
develop competitive strategies, and to respond to or control
its environment. The fact that organizations do not operate
in a vacuum requires that each roadmapping activity be
tailored to the external and internal dynamics of the
organization.
The introduction of the roadmapping activity – form,
function, and specific features – should fit its
environment. Market-driven organizations should approach
this differently than technology-driven organizations. The
key is to understand and leverage the underpinnings of
environmental dynamics.
Exercises: Mini case-analysis, small-group discussion
of participant organizational dynamics and large-group
facilitated discussion of ways to match organizational
dynamics with roadmapping activities
|
|
III. Using "Triggers" to
Maintain Roadmaps & Initiate Action |
|
After a
roadmap is developed the single biggest challenge is to
maintain it. An out-of-date roadmap yields little benefit.
But maintenance is often overwhelming and expensive. Here
participants will be introduced to the concept of “triggers”
– environmental cues that signal a change in the assumptions
underlying the roadmap’s construction. When the assumptions
appear to be changing, then the roadmap must be revisited.
Tracking triggers is a cost effective way to ensure timely
roadmap information content.
Exercise: Mini-case analysis - individual
participants explore triggers concept, small-group
discussion of triggers and ways to track them, and
individual development of a tracking system
|
|
IV. Integrating Roadmapping
into the Business Enterprise |
|
Stand-alone roadmapping activities consistently fail to
yield maximum enterprise value. To be effective, roadmaps
must be linked to strategy development, resource allocation,
IP strategy, collaboration and partnership development, and
long-range organizational development. Participants will be
encouraged to define how and where roadmapping activities
might fit into their organization’s management and
enterprise practices. Participants will also explore ways to
link visioning and strategic development to roadmapping.
Exercises:
-
Participants will develop decision-making and resource
allocation process maps, including introduction to the
NASA developed GOTChA technique (Goals, Opportunities,
Technical Challenges and Approaches)
-
Participant development of extended enterprise
integration process
-
Facilitated large group discussion about change
management to facilitate roadmapping integration and
effectiveness
-
Exploration of visioning and its link to roadmapping and
strategy development
|
|
V. Maturing the Roadmapping
Process for Maximum Effectiveness |
Few
organizations possess all of the elements needed to make
their first roadmapping activities either simple or
effective. Participants will learn how to assess their
organization’s readiness for roadmapping and will identify
necessary complementary practices that support roadmapping.
A roadmapping maturity model will be presented that enables
each participant to identify his or her own organization’s
current status and to explore ways to increase the
organization’s ability to achieve maximum benefit from
roadmapping.
Exercise: Mini-case analysis and a large group
exploration of ways to use adoption acceptance measures from
Session I to develop a roll-out strategy for future
roadmapping activities.
|
|
VI. Roadmapping
Practice
Renewal |
|
Roadmapping Practice Renewal: Organizational renewal is an
ongoing way of life in today’s dynamic environment. Thus
roadmapping maturity is important, but only effective if the
models and activities match the evolving organization. In
this final session, participants will consider ways that
their organization might change in the future and determine
possible changes to current roadmapping activities to
realize maximum and on-going benefits from roadmapping.
Exercises:
-
Large group discussion of the linkages between
organizational dynamics and roadmapping needs
-
Individual participant reevaluation of organizational
dynamics from Session II in light of current roadmapping
practices
-
Small-group discussion of likely future challenges and
potential options to counter and/or leverage these
challenges
-
Small-group report-out and large group discussion of
possible strategies
|
