Roadmapping

Our roadmapping service provides clients with clear business and/or technology transformation change roadmaps illustrating the sequencing of required programmes/projects and work packages arranged according to priority, benefit and transition architectures. We use a proven methodology to elicit and define work packages from the ‘hot priority’ focus areas balancing risk and benefits.

Why Would You Need This Service?

This service is needed to conceptualise, plan, manage and control transformation programmes, projects and work packages that may be delivered by internal or external delivery teams.

A roadmap is a strategic plan that defines a goal or desired outcome, and includes the major steps or milestones needed to reach it. It also serves as a communication tool, a high-level document that helps articulate the strategic thinking — the why — behind both goal and the plan for getting there.

How We Deliver This Service

EAL will perform an impact assessment of the target architecture to determine a list of initiatives, a list of required projects and work packages for the transformation roadmap. The work packages will be prioritised according to strategic alignment versus organisational benefits. The roadmap of business and technology projects is developed for the timescale specifying work package groupings, dependencies, benefits, return on investment points that are backed up with a rigorous cost analysis and a ROI model. EAL will use a consultative approach to ensure stakeholder buy in. An optional investment case/business case can be developed to support investment into the roadmap. Roadmaps produced for clients usually communicate aspects such as:

  • A strategy statement with a list of the strategic priorities for the business (not IT-specific);
  • A timeline of the initiatives and projects that will occur over the next several years with approximate start and end dates, durations, and sizes;
  • A prioritised list of improvement opportunities. This is generated jointly by the business and IT and should be refreshed periodically;
  • High-level justifications for each project. These should be robust for projects over the next 12 months and simpler statements for projects past the 12 month horizon;
  • The estimated cost and duration for each project. This is specific and reasonably accurate for projects occurring over the next 12 months and can be vaguer for projects that go out farther than that;
  • An owner for each project. This is the sponsoring executive or delegate directly overseeing the project. For projects in the next 12 months it should be the specific person and for projects beyond that it can be the owning executive.

Deliverables

Typical deliverables may consist of one or more of the following types of roadmap:

  • Activities and achievements – people/capability/process;
  • Activities and achievements – business changes;
  • Activities and achievements – data changes;
  • Activities and achievements – applications and technology changes;
  • Project delivery plan;
  • Programme, projects and work packages definitions;
  • Investment/business case development

Typical Outcomes

The roadmaps we produce usually act as a high-level plan showing the goals, objectives, projects and work packages are the major steps or milestones needed to achieve the strategies.

It also acts as a communication tool for guiding the realisation of the strategic initiatives.

Case Studies

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