from AS-IS to TO-BE

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transition

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model-based change

	The minimum requirement for model-based change is to have two models - before and after. We call these AS-IS and TO-BE.
	When building the models, the AS-IS informs (influences, feeds, controls) the TO-BE.
	Comparing AS-IS with TO-BE allows a transition plan to be created. From the differences between the models, we define a set of changes that must be enacted - in sequence or in parallel.
	Comparing AS-IS with TO-BE also allows an invariant model to be created. Both AS-IS and TO-BE are then concrete instantiations (or specializations) of this abstract invariant model.
	There is often a need to have multiple AS-IS models and/or multiple TO-BE models.

Transition

It is often useful to model systems as if evolution worked, providing an effective optimization mechanism. However, there are crucial areas where optimization fails. In evolution, there is no one optimal strategy.

Where an organization is in a non-viable/non-stable/non-optimal state, how does it reach a viable/stable/optimal state? Even if we can conceive a viable/stable/optimal state, what is the (evolutionary or power) mechanism that gets it there?

Many methodologies provide ways of diagnosing dysfunctional systems, processes and organizations (As-Is), and designing improvements (To-Be). But they do not adequately support the change from As-Is to To-Be. They do not provide any mechanism that might effect such a change, and they lack any notion of resistance to such a change.

Change Management

Source

The strategy of making As-Is and To-Be models is described in the Catalysis book on page 536. It is also a key element of the SCIPIO method. It was originally formulated by the methods group at TI Software in London, which included Clive Mabey, Michael Mills and Richard Veryard.

Michael Jackson and Pamela Zave make a related distinction - between indicative and optative models.

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