A digital master plan provides both a conceptual design and comprehensive implementation roadmap for ICT infrastructure, systems, and digital technologies, that can be applied to a site, district, city, major event or other greenfield projects.
A digital master plan provides the means to answer the key questions of:
Our Digital Master Plan typically consists of 10 components as outlined below, with each step building upon the previous one, creating a comprehensive blueprint for implementation.
Outlines an aspirational description of the target state, together with specific goals and success metrics.
Describes the expected experiences of staff, customers, partners and other stakeholders, as well as the digital touchpoints that enable and support each of these experiences.
Describes the individual services to be delivered as part of the target design. They may include telecommunications & networks, computing infrastructure, enterprise and business applications, integration technologies, analytics, cyber security & data protection, etc. Services are clarified in terms of priority, business ownership, required levels of service, and where they sit on the scale of must-have to nice-to-have. These services represent the translation of the vision into a scope that can be implemented.
Details the key principles and application-, infrastructure-, integration- and data architecture needed to implement and support the Digital Services.
The reference framework, standards and policies, tools and operational model to protect the ICT infrastructure, systems and data. It also addresses the resiliency of the architecture and its ability to support business continuity.
Defines what should be implemented and managed externally vs in-house? What are the main categories of technology products & services that need to be sourced? What is the landscape of possible providers for each category? What are the responsibilities between providers and customer? The sourcing model provides a strategy for who does what during planning, implementation and ongoing support.
Based on the digital services and sourcing model, what will it cost? What are the potential sources of revenue / monetisation? How does the cost model change between build and operate?
This defines the target organisation model, roles & responsibilities and skills development needed. It also details the governance model internally and with providers and partners.
Ongoing innovation, throughout the programme and beyond is essential to avoid stagnation. Establishing an innovation lab provides the capability to run accelerated proof-of-concepts for emerging technologies or targeted solutions. Potential technology providers should be involved at this stage to demonstrate POC scenarios & use cases on their technology platforms.
A detailed project plan which describes the tasks and key project milestones to achieve the goal. What are the possible risks & challenges? How will quality be assured across the programme?
