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Capability Cases: A Solution Envisioning Approach, by Irene Polikoff, Robert Coyne, Ralph Hodgson
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This book introduces Capability Cases -- a solution-based technique to building viable enterprise and commercial software. [UNK] Help your organization bridge the gap between business and ITI [UNK] Empowers the reader to better grasp business needs and more quickly solve problems by leveraging the promise of emerging technologies [UNK] Optimize the enterprise by envisioning solutions and taking advantage of the emerging practice of capability cases In today's climate of breakneck business pace, enterprise computing practitioners have to be results-oriented. This insightful new book lays our a clear path to achieving solutions. It describes an innovative and powerful new approach to envisioning, planning, designing, and building contemporary business software system solutions, using best practices captured in the form of Capability Cases. The authors help the reader align business strategy and required results to successful technology implementations. They demonstrate how to build a reliable bridge from the organization's business needs to optimal technology solutions that assure the long term viability of the enterprise, and maximize return on institutional investments. and design patterns, and this book is the first to show you how to make them work for your organization.
- Sales Rank: #2892837 in Books
- Published on: 2005-08-05
- Released on: 2005-07-26
- Original language: English
- Number of items: 1
- Dimensions: 9.00" h x 1.20" w x 6.80" l, 1.78 pounds
- Binding: Paperback
- 504 pages
From the Back Cover
"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:
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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
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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
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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.
About the Author
Capability Cases: A Solution Envisioning Approach About the Authors
Irene Polikoff, partner and co-founder of TopQuadrant, Inc., has more than 15 years of IT experience. Her specialties include technology strategy, IT management, system integration, process reengineering, systems assessment, and technology selection.
Dr. Robert Coyne, executive partner at TopQuadrant, has more than 20 years of experience in the full lifecycle of business development, product design, software development, production, and delivery. He brings integrated knowledge and expertise from business, consulting, academia, and research to solution development processes, methods, and practice.
Ralph Hodgson, partner and co-founder of TopQuadrant, has been a thought leader in the IT industry for some 25 years. He has expertise in enterprise systems design, software engineering, IT consulting, object and ontology modeling, Semantic Technology, logic programming, and methodology development.
© Copyright Pearson Education. All rights reserved.
Excerpt. © Reprinted by permission. All rights reserved.
Capability Cases: A Solution Envisioning Approach Capability Cases: A Solution Envisioning Approach 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 Reports 4 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
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Understanding what capabilities exist—what is out there
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Facilitating the interplay between business and technical ideas
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Understanding the significance and implications of capabilities and the constraints and costs of employing them
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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.
Most helpful customer reviews
3 of 3 people found the following review helpful.
A modern method for Enterprise Vision
By Frank C. Alvidrez
Today, the difficulty for business leadership, especially in high technology fields is to lead a team towards a "vision". Kelly Johnson from the famed Skunkworks was a visionary with a way of getting his team to see the vision and develop a path towards solutions through his unique way of attacking the problems. Time and time again, he was able to bring to market his breakthrough products faster than everybody else. The process of "Solution Envisioning through Capability Cases" employs a disciplined method for taking a "vision" and getting a team to map through a solution space using capability cases.
Although primarily introduced as an IT domain, this method can be applied to the "hard" manufacturing as well. The difficulty for today's leaders is that the competitive landscape is changing so rapidly. The combination of Moore's Law & Metcalf's Law is yielding a competitive business enviornment that requires very agile development and careful investment of research and development funds. The timelines are so compressed, that a new paradigm for bringing new capabilities to market has to change. Those companies that can survive the near term will do very well and those that are stuck in their process domains will suffer the same fate as the dinasours. Similarly, as the budget for the DoD goes down and more emphasis is placed on NetCentric capabilities, those programs that can execute quickly and show wide benefit, through Capabilities Based Acquisition process will survive. Those that are narrowly focused will have more difficulties. Solution Envisioning will not solve all, but gives a quick method to sort out what is important to the project by being responsive to the 3 voices (business, customer and technologist). It's like starting with an enterprise architecture, it's a good tool to visualize what the enterprise is about. In this case, solution envisioning helps the team visualize the solution through 3 phases using capability cases as the vehicle.
This book is an excellent read but be prepared to take some time to get through it. It is designed to take the trip in "chunks". I found it very useful and informative and have combined it with other techniques that are outlined in the book such as enterprise architectures, UML Use Case models, influence diagrams, lean thinking, QFD, system engineering, business modeling and others. It has a nice "how to" feature for conducting phased events as well as some great examples of capability cases and envisioning events.
Frank C. Alvidrez, CEA
4 of 6 people found the following review helpful.
The joy of stakeholder applause
By Jack Ring
That the majority of larger system development projects fail to meet expectations is well known. Further, the futility of redoubling efforts to elicit customer requirements is now being recognized. What to do?
The more advanced system thinkers and a few simply lucky practitioners are discovering the value of capabiltiy cases as enablers of solution envisioning.
This book describes 36 aspects of system envisioning, including insights into the mysterious decision flow called system architecting. It provides a repertoire of 15 example Capability Cases. Further, it shows the reader how capability cases can be defined, thusly bootstrapping his/her repertoire. Moreover, it shows how new capability cases can be shared and vetted thus leveraging the 'wisdom of crowds.'
Invest in this book. Because it costs less than one wasted personhour of project effort your ROI can be very high.
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