Notes on requirements, architecture, delivery and organisational capability.
A practical way to make a technology strategy useful.
A strategy becomes more useful when it identifies the choices an organisation needs to make. Begin with the business objective and ask which decisions will shape the path towards it. This keeps the discussion grounded in action rather than a list of technologies.
Requirements work starts by making the meaning clear.
The same phrase can mean different things to different teams. A requirement that appears clear in a meeting may hide several incompatible expectations. Use actual working situations to understand what each participant means.
Look between the workstreams, not just inside them.
A workstream can appear healthy while depending on an unresolved decision elsewhere. Make the connections visible early: information, access, deliverables and approvals all influence the delivery sequence.
Explain the trade-offs behind a technical direction.
A preferred tool is not an architecture rationale. Begin with the organisation’s requirements, existing environment and operational responsibilities. The right direction depends on those conditions.
Connect training to the work people need to do.
A training plan should follow the responsibilities people will carry after the change. Identify the tasks, the decisions involved and the knowledge needed to perform them. This makes learning relevant.
Give decision-makers the information they can act on.
Different program conversations need different information. A workstream discussion may need detail that a governance meeting does not. Be clear about the decision each report is intended to support.