AI Managed Implementation Governance Office - Documentation
In AMIGO, the organization is the highest-level node that you can have as part of the AMIGO hierarchical structure. If you've been to any of the other training sessions, you have seen the AMIGO description slide, and it demonstrates what the AMIGO platform is all about and all the different connection points in the platform. In this slide, you'll see the AMIGO platform hierarchy. At the top is the organization, and from here your organization will have portfolios, your portfolios will have programs, and your programs will have projects. Types of Organizations: The first one is a traditional business-to-business. If you are a business that is interested in running your digital transformations more efficiently on time, on budget, and getting that value within your organization, you can acquire the platform of AMIGO and set it up to run all the different digital transformations or different software initiatives that you have within your organization. Another way to use the AMIGO platform is if you are a professional consulting organization. If you are the type of organization that goes out there and helps B2B organizations implement their strategic software, then this platform is for you. Because as a consulting organization and if you are the ones housing the implementations on behalf of your consulting clients, you could set up each one of your clients as a separate, impenetrable portfolio. The third is what I call the hybrid approach. So, you can use AMIGO if you are a consulting company, as I was just talking about managing your consulting portfolios, but you can also use it to run your internal operations.
A portfolio is where you're going to house all the different initiatives or programs that your organization has a desire to accomplish. Now, one of the key challenges that just about every organization I've ever been involved with is that they have many more programs or initiatives that they want to run than they have the resources or the finances to actually accomplish. This is where your portfolio management comes in. Now, your portfolio management is the work performed by your executive stakeholders to determine which desired programs will provide the most strategic value to your organization, have the resources and capital support to be executed as a program within your organization, and have an appropriate risk profile that indicates that there's going to be a high probability of successful completion. This is what they're going to be doing as part of their overall steering committee. Those executive leaders are going to be making the decisions on which programs are going to provide that biggest bang for the buck in order of sequence and execution of how much capacity and how many programs we are working on simultaneously to get that strategic return on investment across the portfolio.
A program is classically defined as a group of projects managed in a coordinated way to obtain a benefit that would not be available from managing those projects if you were to manage them individually. Now, one of the key challenges with program management, in general, is that you have all these projects and are trying to get these projects to work together following what I call the North Star and getting them all to work together to obtain those benefits that are desired by the program in the fastest amount of time possible. And this is why we use program management and use this coordinated way of connecting all the dots—connect all these projects and all these people to these projects to get to the North Star, e.g. in the fastest time possible.Let's talk about some of the key relationships at the AMIGO program level. First, we have our users, and similar to what we've talked about with the organization and portfolio, this function provides the administrator with the ability to invite resources and give permission to those resources to participate in a program so that they'll have access and visibility within that program. This also allows them to protect their program veil to ensure that the right people have access to the right program information within your organization. However, a program could have many projects because we're trying to coordinate a variety of projects to work in harmony under a program umbrella. And we also have this new term called the RACI, and RACI stands for Responsible, Accountable, Consulted, and Informed. And what we're going to be doing now is assigning who's responsible to a program, who's accountable for that program, who needs to be consulted about that program, and then who needs to be informed about that program. And you'll be seeing this RACI information all throughout the variety of the different lessons that will be going over through this series.
In our AMIGO platform and goals do tie to the hierarchy, I recommend putting your goals in is at the program level program or project level. We designed AMIGO for assigning your organizational goals to the programs because those programs are what will be driving the desires of those organizational goals. However, because of the relationships in the hierarchy, when you're establishing goals at the program level, you are indirectly establishing those same goals for the portfolios and organizations. So, there is an indirect relationship to set up your goals here. And there is a way to establish organizational goals that not do not necessarily have portfolios or programs associated with them yet. We've designed the goal work to happen at the program level, so a program can have many goals. However, a goal can only be associated with one AMIGO program. And then there are the indirect relationships to portfolios and organizations. A goal is going to have objectives and we'll talk about that in the next lesson. But a goal can have many objectives. However, an objective can only be associated with one goal. Then we have the insights and accelerators, and these are those custom defined resources and learning practices and how best to use the goal capabilities for your organization. And of course, we have our historical comments, which is documenting any changes to that goal record from a business perspective. We want to make sure, if we're making changes to our goals, people understand who made the change and why they made the change because that is a pretty important thing when you start changing goals, statements at an organizational level.
An objective is a specific, measurable activity that you will do to work towards your overall goal. That's what we talked about using the SMART acronym. You could set up objectives any way that you want within AMIGO. However, what we try to do is define a very SMART goal. We want to understand how we're going to achieve that SMART goal, and we use objectives to do that. So, in this example, we talked about increasing revenues by 25% in Q4 of next year to improve shareholder value. This lays out what the SMART goal is. The objectives are how we're going to go about doing that. So, we need to increase our market share. We need to enter three new markets. We need to reduce abandoned online shopping carts by thirty-five percent. And those are some of the objectives that we have tied to this fictitious goal in this example. So, again, this is just one way to set up your objectives.
In AMIGO, we want to define how we're going to measure the results of those objectives that we define that were associated with our goals. We're going to use this functionality to start defining those key performance indicators that you're going to want to be set up within your program to measure the benefits and the value that you're hoping to get out of your program that ties back to those strategic objectives and strategic goals set up by your organization. So, this is how we're going to be going through, using those key performance indicators or those measures and metrics, to define how we're going to measure the results of those objectives. So, there are a few other relationships associated with AMIGO measures and metrics, and some exist today, and some will be part of an enhancement package that we're working on right now. Measures and metrics are tied to objectives. A measure of a metric can only be associated with one objective. Then we have our insights and accelerators, which are those leading practices and custom-defined resources, and how to best use them as the measuring metric capabilities for your organization. We also have our historical comments, which are documenting all the different changes to measures and metric records over time from a business perspective.