Solution Guide for Migrating Oracle on UNIX to SQL Server - Willy .Net

8Introduction to the Microsoft <strong>Solution</strong>s Framework●●●●High Potential. These focus on the situations an IT department encounters whenplanning and designing to deploy, upgrade, or implement a new product,technology, or service in its organization. These are typically research typesituations in which the technology is brand new or in beta <strong>for</strong>m. The organizationneeds to have a high degree of agility and the capability to investigate andevaluate new technologies. For these scenarios, it needs to be prepared to obtain(<strong>for</strong> a short period) the best expertise available.Strategic. Scenarios in this category focus on the situations an IT department islikely to encounter when exploiting new technologies, products, or services. Theseare typically market-leading solutions that could lead to business trans<strong>for</strong>mationdefining the to-be long-term architecture. Here the organization needs in-house, indepthexpertise at the solution architect level and the capability of bridging skillsacross technology to the business.Key Operational. Scenarios in this category focus on the situations an ITdepartment is likely to encounter once it has deployed, upgraded, or implementeda new product, technology, or service that has to coexist, or continue to seamlesslyinteract with legacy software and systems. These are typically today's businesscriticalsystems, aligned with the as-is technology architecture. Quality of technicalknowledge and process are critical, as is ready availability of the skills applicable tothe relevant technologies. The challenges are easier to plan <strong>for</strong> when thetechnologies are proven. Typically, organizations obtain the readiness and skillsneeded in this scenario by out-sourcing or by developing strong in-housecapability.Support. Scenarios in this category focus on situations in which it is necessary toextend the product to fit the needs of a customer’s environment. These aretypically valuable but not business-critical solutions and often involve legacytechnology. Here, cost of delivery becomes paramount and the organization maydecide to rely on external skills (particularly <strong>for</strong> legacy) on a reactive basis.When determining the most appropriate scenario <strong>for</strong> a migration project, keep in mindthat the technology being migrated was initially deployed under one scenario. Forexample, it might have been implemented when the technology was new, or it might havebeen a key operational technology. As the new migrated environment is envisioned,though, a different scenario may apply. If the technology has matured, <strong>for</strong> example, whatwas a “high potential” project may be treated, in migration, as a “key operational”scenario. Alternatively, what might have originally been a classical support-scenarioproject might involve, as a result of migration to newer technology, something more akinto the high potential scenario. Identifying the most appropriate scenario helps to map theappropriate competencies and proficiencies required <strong>for</strong> the migration.● Competencies describe the measurable objectives, or tasks, in a given scenariothat an individual needs to be able to complete with proficiency. A singlecompetency is used to define a major part of an individual’s job or job responsibilityrelating to per<strong>for</strong>mance. A competency can be considered a combination of skills,knowledge, and per<strong>for</strong>mance requirements● Proficiencies are the measure of the capability to execute tasks associated with aparticular competency within a given scenario. An individual's proficiency levelprovides a baseline <strong>for</strong> analyzing the gap between that individual's current skill setand the necessary skills <strong>for</strong> completion of the tasks associated with the givenscenario.