Identify modest, moderate, and elaborate solutions Phase 2 is completed by specifying severa and degree of integration with other processes alternative approaches or solutions that seem or systems. The next step involves describing to fit well with the context, problem, and how a minimally useful solution would address stakeholder analyses from Phase 1 as well as each of these elements this is the"modest he information you gathered and evaluated solution or the one that accomplishes the least from other places at the start of Phase 2. At worth doing. Then specify how a"moderate this point, your work group may have severa solution would address each element. This one ideas to pursue. You should specify them all offers greater functionality, more convenience, in similar ways so that you can compare them or other improvements over the modest level Models of solutions can be built to help Third list how an"elaborate"solution would minimize risks and get all the potential address each element. this is the most development costs on paper. advanced solution that an organization might attempt. Finally, for all three alternative a description of features and functionality at solutions, state the benefits and who reaps modest. moderate. and elaborate levels of them. Benefits may be quantifiable as dollar investment is one way to do this. First, list the or time savings. We think of these as the key elements of a solution. These will vary cheaper"or"faster"benefits. Another category according to your objective, but some common of benefits might be categorized as"better elements are the means of customer access These benefits come from qualitative changes response time, degree of customization, level such as improvements in service quality or of security, extent of manual data hand availability. Associate benefits with cost and complexity The idea behind the Kids Well-being Indicator Clearinghouse(KWIC)is make statistical information about the condition of children readily available to government agencies, researchers, service organizations, and advocates over the Web. The statistics already existed in the form of an annual printed book The challenge was to create a Web-based repository that would be easy to use and easy to update. during the project, the potential clearinghouse was specified in modest, moderate, and elaborate terms. The modest version would simply to post the tables from the book on the Web. It would be more ble because it would not be tied to the number of copies that could b printed. The moderate version would use a database format, a query capability, meta data, and links to help users understand the data better. The elaborate version would add data manipulation tools and mapping capability. Each level obviously offered different benefits and different operational and management considerations 24 CENTER FOR TECHNOLOGY IN GOVERNMENT: MAKING SMART IT CHOICES
CENTER FOR TECHNOLOGY IN GOVERNMENT: MAKING SMART IT CHOICES Associate benefits with cost and complexity The idea behind the Kids Well-being Indicator Clearinghouse (KWIC) is to make statistical information about the condition of children readily available to government agencies, researchers, service organizations, and advocates over the Web. The statistics already existed in the form of an annual printed book. The challenge was to create a Web-based repository that would be easy to use and easy to update. During the project, the potential clearinghouse was specified in modest, moderate, and elaborate terms. The modest version would simply to post the tables from the book on the Web. It would be more accessible because it would not be tied to the number of copies that could be printed. The moderate version would use a database format, a query capability, meta data, and links to help users understand the data better. The elaborate version would add data manipulation tools and mapping capability. Each level obviously offered different benefits and different operational and management considerations. 24 and degree of integration with other processes or systems. The next step involves describing how a minimally useful solution would address each of these elements. This is the “modest” solution or the one that accomplishes the least worth doing. Then specify how a “moderate” solution would address each element. This one offers greater functionality, more convenience, or other improvements over the modest level. Third, list how an “elaborate” solution would address each element. This is the most advanced solution that an organization might attempt. Finally, for all three alternative solutions, state the benefits and who reaps them. Benefits may be quantifiable as dollar or time savings. We think of these as the “cheaper” or “faster” benefits. Another category of benefits might be categorized as “better.” These benefits come from qualitative changes such as improvements in service quality or availability. Identify modest, moderate, and elaborate solutions Phase 2 is completed by specifying several alternative approaches or solutions that seem to fit well with the context, problem, and stakeholder analyses from Phase 1 as well as the information you gathered and evaluated from other places at the start of Phase 2. At this point, your work group may have several ideas to pursue. You should specify them all in similar ways so that you can compare them. Models of solutions can be built to help minimize risks and get all the potential development costs on paper. A description of features and functionality at modest, moderate, and elaborate levels of investment is one way to do this. First, list the key elements of a solution. These will vary according to your objective, but some common elements are the means of customer access, response time, degree of customization, level of security, extent of manual data handling
Prototype when possible Testing your alternatives may start by One surprising result of these tests may be the gathering and comparing performance data extent to which non-technology solutions fill from existing projects that are operating your needs. Often significant improvements in elsewhere. If all the alternatives are business processes or information flow go a operationally feasible, then testing the concept long way toward meeting your objectives, even with appropriate stakeholders may be sufficient. without the application of new technologies If the proposals involve some real unknowns one agency we worked with, $3 million had en try to create test conditions that are as been set aside for an imaging system to close to real life as possible, such as building improve customer service transactions. After one or more prototype systems tested under successfully building and testing a prototype field conditions in a controlled experiment. Also that reflected completely revamped business remember that the more costly the solution processes, the agency decided not to spend (in dollars, effort, and change to the status quo) the money on new technology. Why? The the more reason you have to conduct a life-like prototype effort showed that most of the field test benefits could be obtained by process improvements alone Test and evaluate alternatives The operating environment of homeless services is both complex and highly variable. For this reason, it was important to build and test a prototype of the Homeless Information Management System(HIMS) to determine its feasibility and value to different types of users. To prototype the system, the project participants had to focus first on the kinds of questions they would want the system to answer and then on the nature and quality of the data that would be needed. These discussions were very lengthy and detailed, much more so than the technical system design step. Once built, the prototy pe was deployed in a testing environment in which shelter providers, local officials, and other users evaluated its usability and its ability to help them answer questions and perform functions relevant to their particular situations. While some organizations did not even have computers, better service and data definitions benefited everyone, even those with little or no technology. CENTER FOR TECHNOLOGY IN GOVERNMENT: MAKING SMART IT CHOICES
CENTER FOR TECHNOLOGY IN GOVERNMENT: MAKING SMART IT CHOICES Test and evaluate alternatives The operating environment of homeless services is both complex and highly variable. For this reason, it was important to build and test a prototype of the Homeless Information Management System (HIMS) to determine its feasibility and value to different types of users. To prototype the system, the project participants had to focus first on the kinds of questions they would want the system to answer and then on the nature and quality of the data that would be needed. These discussions were very lengthy and detailed, much more so than the technical system design step. Once built, the prototype was deployed in a testing environment in which shelter providers, local officials, and other users evaluated its usability and its ability to help them answer questions and perform functions relevant to their particular situations. While some organizations did not even have computers, better service and data definitions benefited everyone, even those with little or no technology. 25 Prototype when possible Testing your alternatives may start by gathering and comparing performance data from existing projects that are operating elsewhere. If all the alternatives are operationally feasible, then testing the concept with appropriate stakeholders may be sufficient. If the proposals involve some real unknowns, then try to create test conditions that are as close to real life as possible, such as building one or more prototype systems tested under field conditions in a controlled experiment. Also remember that the more costly the solution (in dollars, effort, and change to the status quo) the more reason you have to conduct a life-like field test. One surprising result of these tests may be the extent to which non-technology solutions fill your needs. Often significant improvements in business processes or information flow go a long way toward meeting your objectives, even without the application of new technologies. In one agency we worked with, $3 million had been set aside for an imaging system to improve customer service transactions. After successfully building and testing a prototype that reflected completely revamped business processes, the agency decided not to spend the money on new technology. Why? The prototype effort showed that most of the benefits could be obtained by process improvements alone
Phase 3. Evaluate alternatives and make smart choices The final analysis of alternatives is mainly Usually one or two of the possible solutions an opportunity to integrate and compare seem better to you than the others. The information. Your work group has looked at analysis you conduct at this stage needs the problem and potential solutions from many to use the full range of data to test these points of view using several tools. Now is the preferences and justify why a particular time to step back and ask what the entire bod course of action is preferable of data has to say. What are the main findings and conclusions that emerge? This final The most important limitation of any analysis analysis helps you see what can and cannot be is the quality and completeness of the data done to achieve your goals. Often, at this point on which it is based Weak data can t be you have several reasonable approaches to improved by powerful analytical tools or fancy consider. This is the stage where you compare presentations. Be sure to pay attention to and contrast them along important dimensions assumptions, estimates, and just plain such as risk, cost, and acceptability to key guesses, and be honest with yourself and stakeholders. A more detailed description of the others in revealing what part they play in tools that can help you evaluate alternatives your analysis. Remember, too, that everyone are available in Part Two beginning here has biases. Try to identify yours and counter balance them with solid analysis and reasonable alternative interpretations of the data Choose agoo Tools for phase 3 How to make Smart t choices Compare risks Phase 1 risk analysis Understand the problem and its context scenario building ■ forecasting Analyze the problem or process to be tackled ompare costs and expected Phase 2 entify and test solutions cost estimation cost benefit and cost performance Evaluate alternativos and make smart choices Make and explain final choices ■ MAU models Make and explain final choices Prioritizing methods CENTER FOR TECHNOLOGY IN GOVERNMENT: MAKING SMART IT CHOICES
CENTER FOR TECHNOLOGY IN GOVERNMENT: MAKING SMART IT CHOICES Choose a "good" problem How to Make Smart IT Choices Phase 1 Understand the problem and its context Present results in a business case Specify your program or business objective Identify and assess stakeholders Analyze the problem or process to be tackled Compare risks Compare costs and expected performance Make and explain final choices Find relevant practices, tools & techniques Develop and test alternative solutions Phase 2 Identify and test solutions Phase 3 Evaluate alternatives and make smart choices Phase 3. Evaluate alternatives and make smart choices Tools for Phase 3 Compare risks: ■ risk analysis ■ scenario building ■ forecasting Compare costs and expected performance: ■ cost estimation ■ cost benefit and cost performance Make and explain final choices: ■ MAU models ■ Prioritizing methods ■ SWOT analysis 26 The final analysis of alternatives is mainly an opportunity to integrate and compare information. Your work group has looked at the problem and potential solutions from many points of view using several tools. Now is the time to step back and ask what the entire body of data has to say. What are the main findings and conclusions that emerge? This final analysis helps you see what can and cannot be done to achieve your goals. Often, at this point you have several reasonable approaches to consider. This is the stage where you compare and contrast them along important dimensions such as risk, cost, and acceptability to key stakeholders. A more detailed description of the tools that can help you evaluate alternatives are available in Part Two beginning here. Usually one or two of the possible solutions seem better to you than the others. The analysis you conduct at this stage needs to use the full range of data to test these preferences and justify why a particular course of action is preferable. The most important limitation of any analysis is the quality and completeness of the data on which it is based. Weak data can’t be improved by powerful analytical tools or fancy presentations. Be sure to pay attention to assumptions, estimates, and just plain guesses, and be honest with yourself and others in revealing what part they play in your analysis. Remember, too, that everyone has biases. Try to identify yours and counter balance them with solid analysis and reasonable alternative interpretations of the data
Compare risks In this phase you will make an explicit analysis consequences of decisions and actions of the risks associated with various teste It helps you see what could go wrong in aLternatives. Notice that you have been different situations. You could also model identifying and dealing with risks from the these situations on paper or in simulations outset. Opposing stakeholders represent risks to understand how different actions or new technologies bring risk, and so on Risk decisions might lead to unexpected results analysis can be very formal and quantitative This kind of analysis improves the confidence or more qualitative. Scenario building(one of level of decision makers These realistic the strategic planning tools in Part 2) is a projections of risk will help them understand technique in which you describe a hypothetical the possible consequences of different situation in a way that helps you predict the Scenarios can help identify risks The Homeless Information Management System(HIMS)project was not the first attempt by a government agency to gather information from service providers. In fact, a project to do just that had failed completely a few years earlier. That first effort did not take provider needs and capabilities into account, but was simply selected by a government agency and imposed on the nonprofit organizations. The nonprofit providers resisted strongly and formed a coalition to prevent future efforts of this kind. Through a process of scenario building the Bureau of shelter Services could see that their idea was at great risk of rejection. To move forward, they had to build trust among the providers and engage them fully in the planning and design effort. This process tool considerable time but it removed perhaps the greatest risk of failure-the likelihood that the users would reject the system CENTER FOR TECHNOLOGY IN GOVERNMENT: MAKING SMART IT CHOICES
CENTER FOR TECHNOLOGY IN GOVERNMENT: MAKING SMART IT CHOICES Scenarios can help identify risks The Homeless Information Management System (HIMS) project was not the first attempt by a government agency to gather information from service providers. In fact, a project to do just that had failed completely a few years earlier. That first effort did not take provider needs and capabilities into account, but was simply selected by a government agency and imposed on the nonprofit organizations. The nonprofit providers resisted strongly and formed a coalition to prevent future efforts of this kind. Through a process of scenario building the Bureau of Shelter Services could see that their idea was at great risk of rejection. To move forward, they had to build trust among the providers and engage them fully in the planning and design effort. This process took considerable time but it removed perhaps the greatest risk of failure—the likelihood that the users would reject the system. 27 consequences of decisions and actions. It helps you see what could go wrong in different situations. You could also model these situations on paper or in simulations to understand how different actions or decisions might lead to unexpected results. This kind of analysis improves the confidence level of decision makers. These realistic projections of risk will help them understand the possible consequences of different choices. Compare risks In this phase you will make an explicit analysis of the risks associated with various tested alternatives. Notice that you have been identifying and dealing with risks from the outset. Opposing stakeholders represent risks, new technologies bring risk, and so on. Risk analysis can be very formal and quantitative or more qualitative. Scenario building (one of the strategic planning tools in Part 2) is a technique in which you describe a hypothetical situation in a way that helps you predict the
Compare costs and expected performance Costs of course, are critical to the final Cost estimates can be obtained from historical analysis of alternatives. You begin to identify data such as budgets or spending records and specify them much earlier in the process, feasibility studies, or from outside consultants just as you did with risks. This is the time to or agencies that have attempted similar examine them in more detail to be certain that projects. A cost-benefit analysis can be a all cost factors are accounted for and that simple comparison of costs and projected future costs are considered along with the savings, or it can be a more detailed financial costs of design and implementation. In projects model. You can also conduct a robust that involve more than one organization or level cost-benefit or cost-performance analysis by of government, be sure to assess the costs to considering all the players and effects of the all players. Avoid the common mistake of system over time. Whatever you choose costing out only the direct investments that the results have to be a convincing aspect your own organization must make of the business case you will develop Estimate the costs of reasonable options The Kids Well-being Indicator Clearinghouse Project(KWIC)moved from the specification of modest, moderate, and elaborate program designs to a similar cost-performance evaluation. The staff identified the benefits that could be expected from each level of system specification and who would receive those benefits. They then estimated the cost of developing and operating each version. Cost categories included project management, organizational eadiness activities, user technology, technical and support staff, information content development and maintenance, and the costs of hosting the KWIc Web site. They developed cost estimates for the first year and for annual recurring costs. It turned out that the moderate version was both feasible and cost-effective. It would deliver more benefits than the modest version as well as most of the benefits of the elaborate version, at a more affordable price to the agency CENTER FOR TECHNOLOGY IN GOVERNMENT: MAKING SMART IT CHOICES
CENTER FOR TECHNOLOGY IN GOVERNMENT: MAKING SMART IT CHOICES Estimate the costs of reasonable options The Kids Well-being Indicator Clearinghouse Project (KWIC) moved from the specification of modest, moderate, and elaborate program designs to a similar cost-performance evaluation. The staff identified the benefits that could be expected from each level of system specification and who would receive those benefits. They then estimated the cost of developing and operating each version. Cost categories included project management, organizational readiness activities, user technology, technical and support staff, information content development and maintenance, and the costs of hosting the KWIC Web site. They developed cost estimates for the first year and for annual recurring costs. It turned out that the moderate version was both feasible and cost-effective. It would deliver more benefits than the modest version, as well as most of the benefits of the elaborate version, at a more affordable price to the agency. Compare costs and expected performance improvements Costs, of course, are critical to the final analysis of alternatives. You begin to identify and specify them much earlier in the process, just as you did with risks. This is the time to examine them in more detail to be certain that all cost factors are accounted for and that future costs are considered along with the costs of design and implementation. In projects that involve more than one organization or level of government, be sure to assess the costs to all players. Avoid the common mistake of costing out only the direct investments that your own organization must make. 28 Cost estimates can be obtained from historical data such as budgets or spending records, feasibility studies, or from outside consultants or agencies that have attempted similar projects. A cost-benefit analysis can be a simple comparison of costs and projected savings, or it can be a more detailed financial model. You can also conduct a robust cost-benefit or cost-performance analysis by considering all the players and effects of the system over time. Whatever you choose, the results have to be a convincing aspect of the business case you will develop