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Depending on the technical, market, and business maturity of an IT innovation, there are multiple points of entry into the IT discovery phase. The planning and inputs that comprise the discovery phase and associated discovery portfolio are encompassed in key stages and gates:
• Gate 1: The first activity of the IT discovery phase is the evaluation in gate
1, which takes input from the IT plan and the IT asset portfolio and provides
EXHIBIT 4.10 XCEL ENERGY TECH INNOVATION SCORING CRITERIA
¦ lech Innovation Score: New tntry
1 ^ I
1 'Total co«t '‘Stagr Srorrd: Ă A
• Regulatory Compliance: ' Date Rated: Ă Ř
BUSINESS VALUE J
'Time to Value: J
* Corporate Reputation: 1 J
Aliijnmrnt mm tĂnrp
'Alignment o/OU Priorities: | IH
'Range of Impact to Users: | Ř
' Footprint Enhancement: | J
'System Simplification: A
'Xcel Energy Adoption: A
firnath - Nn ą nif
"Customer Value: _ H
"i.anrisrapn of rnmpetitmn: | A
“ Alliances: A
Source: Xcel Energy Services, Inc. Copyright © 2005 Mercury Interactive Corporation.
126 CHAPTER 4 IT PORTFOLIOS AND THEIR CONTENT IN CONTEXT
direction and focus to stage 1. This gate also decides how many resources to commit to the opportunity generation stage.
• Stage 1: Opportunity generation, capture, and assessment are strategies used to generate potential new innovations from ideas, needs, and gaps.23 Driven by the goals to transform and grow the business, opportunity capture defines opportunities such as a reaction to a competitive threat, a breakthrough opportunity to gain competitive advantage, or an opportunity to simplify, speed up, or reduce costs of operations.24 Inputs to opportunity capture can come from mining business and competitive intelligence, addressing unmet customer needs, gaps in capabilities, extranet and intranet sites, partnerships with academia and venture capital firms, voice of the customer, and lead
• Gate 2: Opportunities are captured in a centralized repository. Inputs from the opportunity capture stage are analyzed, ranked, and prioritized in the IT discovery portfolio according to many of the criteria previously mentioned. Gate 2 concludes with a decision (e.g., go, cancel, hold, transfer) reached by a governing body. Members of this governance team must have an open mind due to high levels of uncertainty and lack of information.
• Stage 2: Ideation, meaning opportunities that go through many changes, iterations, and modifications are translated into ideas.26 Creative tools such as mind mapping, lateral thinking, and problem-solving techniques such as scenario analysis, fishbone diagrams, process mapping, theory of constraints, TRIZ (theory of inventive problem solving—the acronym is Russian), and storyboarding are used during this phase. These tools try to stimulate creative thinking and enhance ideas. Observing customers in their environment and understanding their frustrations and challenges is effective during this phase.27 Ideation and opportunity capture stages can be worked on closely together, and multiple passes and iterations through these stages is common.28
• Gate 3: The inputs from stage 2 are captured and the criteria in the IT discovery portfolio reach maturity. Gate 3 concludes with a decision (e.g., go, cancel, hold, transfer) reached by a governing body.
• Stage 3: Ideas are assessed, and the feasibility of each idea is evaluated.29 Although the information and data available for the feasibility and assessment are still in an immature state, some elements evaluated as part of this stage include the development of a preliminary business case outlining potential customers, target market and potential barriers, technology gaps, fit with core competencies, risks, and approximate time frames.30