Pattern-based StrategyPattern-based StrategyStrategically Aligning Information Management for Mission Success

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for Mission Success

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1. REPORT DATE 17 MAR 2011 2. REPORT TYPE

3. DATES COVERED 00-00-2011 to 00-00-2011

4. TITLE AND SUBTITLE Pattern-based Strategy. Strategically Aligning Information Managementfor Mission Success

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6. AUTHOR(S) 5d. PROJECT NUMBER

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7. PERFORMING ORGANIZATION NAME(S) AND ADDRESS(ES) Idaho National Laboratory,2525 Fremont Avenue,Idaho Falls,ID,83415

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12. DISTRIBUTION/AVAILABILITY STATEMENT Approved for public release; distribution unlimited

13. SUPPLEMENTARY NOTES Presented at the 23rd Systems and Software Technology Conference (SSTC), 16-19 May 2011, Salt LakeCity, UT. Sponsored in part by the USAF. U.S. Government or Federal Rights License

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Standard Form 298 (Rev. 8-98) Prescribed by ANSI Std Z39-18

About Me

• Idaho National Laboratory– Nuclear Programs

N ti l & H l d S it– National & Homeland Security– Energy & Environment

• Information Management– Manager of IM Strategic Planning– Enterprise Architect

Idaho NationalLaboratoryLaboratoryMission • Ensure the nation's energy security with safe, competitive, and

t i bl t d i ti l d h l dsustainable energy systems and unique national and homeland security capabilities.

Vision • By 2015, INL will be the pre-eminent nuclear energy laboratory with

synergistic, world-class, multi-program capabilities and partnerships.

Operational effectiveness and STRATEGY are

both essential to SUPERIORboth essential to SUPERIORPERFORMANCE…but they work in very different waysdifferent ways.

A company can outperform rivals only if it canA company can outperform rivals only if it can establish a DIFFERENCE it can PRESERVE.

-Michael Porter, HBR, 1996

Examples.-.

...___ __________ .Idaho National Laboratory

.com

Pattern-basedStrategyStrategy

Patterns + Context = Strategygy

PatternsGroups and structures in the data that are in some way ordata that are, in some way or

another, similar.,

BusinessContextContext

www.businessmodelgeneration.com

What isStrategic?Strategic?• Things are strategic because they support the company’s sources of

competitive advantage. Thi th t l d d tt ti t t– Things that are valued and attractive to customers

– Things that are unique in the marketplace– Things that are not easily copied

Thi th t t il b tit t d b th thi– Things that are not easily substituted by other things- Mark P. McDonald, Gartner

“Know thy Customer”Customer

• What is the strategy of the organization?• Who is executing the strategy and what are their needs?

• Company Strategy• Company Strategy• News Stories (iNotes)• Projects

Department Strategies• Department Strategies• Organizational Structure• Business Architecture

CustomerEngagementEngagement

• InterviewsInterviews• Focus Groups• Service Issues• Service Issues• Past Complaints

Capture / Record • Challenges – What keeps them up at night?S Wh t i• Successes – What is occurring in their organizations that is noteworthy?y

• NamesDates• Dates

• Actual Statements from ParticipantsC t T i l• Customer Terminology

PatternIdentification

Affinity Diagram / Sticky Note Method• Sort Ideas into natural themes by asking:Sort Ideas into natural themes by asking:

– What ideas are similar?– Is this idea connected to any of the

others?• Organization

– Headers– Color

Sticky NoteMethodMethod

Idea 1 Idea 5 Idea 9

Idea 4

Idea 7Idea 2Idea 10

Idea 8Idea 6Idea 3

Sticky NoteMethodMethodCategory 1Category 1 Category 2Category 2 Category 3Category 3

Idea 1

Idea 2

Idea 1

Idea 2

Idea 5

Idea 10

Idea 5

Idea 10

Idea 6

Idea 3

Idea 6

Idea 3Idea 2

Idea 9

Idea 2

Idea 9

Idea 10

Idea 4

Idea 10

Idea 4

Idea 3

Idea 8

Idea 3

Idea 8

Idea 7Idea 7

StrategyIdentificationIdentification

• High Level Strategic• High Level Strategic AreasE d St t G l• End State Goals

• Prioritization

StrategicValidationValidation

User Base Interactions

DistributedOwnershipOwnership• Strategic Initiative Review Meeting

– Distributed OwnershipP t ti– Presentation

– Internalization

PlanningStrategic ExecutionStrategic Execution

• Deliverables– Timeline

Success Factors– Success Factors– Metrics

Strategic Plan

~Idaho NoHooolloborotory

..... '--------------~Idaho National laboratory

• CR.1ting procHS6 Uld constructJ t:Ut will deli'w iii

plmnrd. uecuted. ;and IIWUI~ ~ffecbnly to

• Dd.i\'tring hi&h qu.ility, relilble infrutructure

• ProvidiJls mrms fCI: msw:ing !hot• <XBmiz•b~.Winm>otj

• I>e\-elopin& backgound integntion bef\\-een systems

/ Goal 2: Enabling the Laboratory

• Embtisbmg m oulcomes-bued risk-IJW\igemrnt

Ll.bonlf.OI)I is besl ~tM fot: the evolvmg

• Enhmcing tbe Ubontory 11S.1J;e of c:l.usified clu.m.d prognmo.

/ Transforming the Labora· Hiah Performan ce W o rkplace

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Next: IM

Project SolutionProject Execution Requirements Solution

Design Metrics

Enterprise Architecture Information Business

Process TechnologyArchitecture Process

StrategicInitiatives Deliverables Success

Factors Metrics

Next: Business• Strategic Plan = Tool• Strategic Plan = Tool

– Communicate– Re-Engagement

Re Calibration– Re-Calibration