Changes

A system or solution that is the end result of a program or project also needs to strategically align to the direction of the Government of Canada. For example, if we know at the end the GC will be going to the cloud, then program or project needs to at least have a plan in place on how to migrate it to the cloud whenever its ready. Another example, if we know at the end the GC will be using NextGen, then all HR related interim functionality need to plan for transitioning to use NextGen when it becomes available. <br><br>

A system or solution that is the end result of a program or project also needs to strategically align to the direction of the Government of Canada. For example, if we know at the end the GC will be going to the cloud, then program or project needs to at least have a plan in place on how to migrate it to the cloud whenever its ready. Another example, if we know at the end the GC will be using NextGen, then all HR related interim functionality need to plan for transitioning to use NextGen when it becomes available. <br><br>

* Identify which departmental/GC business services, outcomes and strategies will be addressed  

* <b><I>Identify which departmental/GC business services, outcomes and strategies will be addressed </b></i>

In order to ensure a program or project supports departmental mandate, it is important to identify which services, outcomes or strategies will be addressed at the conclusion of the program or project. This will ensure the program or project has a vision of what it is trying to accomplish in relation to the departmental mandate. Thus, whenever the program or project needs to small deviation from its original short-term goal, it will have a limit on how much it can deviate before it is no longer aligned to the departmental mandate or GC direction. <br><br>

In order to ensure a program or project supports departmental mandate, it is important to identify which services, outcomes or strategies will be addressed at the conclusion of the program or project. This will ensure the program or project has a vision of what it is trying to accomplish in relation to the departmental mandate. Thus, whenever the program or project needs to small deviation from its original short-term goal, it will have a limit on how much it can deviate before it is no longer aligned to the departmental mandate or GC direction. <br><br>

* Establish metrics for identified business outcomes throughout the lifecycle of an investment

* <b><I>Establish metrics for identified business outcomes throughout the lifecycle of an investment</b></I>

Another important aspect to ensure alignment to departmental mandate is establishing the metrics for the identified business outcomes. This will ensure department have a way to identify its efficiencies or effectiveness in delivering the business services. As technology progresses, the outcomes that was once achieved by the program or project may become invalid or insufficient to support the departmental mandate or GC Direction. At this time, it would be prudent to re-visit the effectiveness of the program or project and explore possibility of leveraging other existing service created by other department or creating a new project or program. <br><br>

Another important aspect to ensure alignment to departmental mandate is establishing the metrics for the identified business outcomes. This will ensure department have a way to identify its efficiencies or effectiveness in delivering the business services. As technology progresses, the outcomes that was once achieved by the program or project may become invalid or insufficient to support the departmental mandate or GC Direction. At this time, it would be prudent to re-visit the effectiveness of the program or project and explore possibility of leveraging other existing service created by other department or creating a new project or program. <br><br>

* Translate business outcomes and strategy into business capability implications in the GC Business Capability Model to establish a common vocabulary between business, development, and operation

* <b><I>Translate business outcomes and strategy into business capability implications in the GC Business Capability Model to establish a common vocabulary between business, development, and operation</b></I>

One of the benefit or translating business outcomes and strategy into business capabilities is to provide a common ground between business community and IT community. <br><br>

One of the benefit or translating business outcomes and strategy into business capabilities is to provide a common ground between business community and IT community. <br><br>