1. HP DUTCHWORLD 2008
OUTSMART THE FUTURE!
IT strategie als
speerpunt voor het
ondernemingsbeleid
Erik Foeken
© 2008 Hewlett-Packard Development Company, L.P.
The information contained herein is subject to change without notice

2. ICT en de onderneming

3. Wat wij horen van leidende CIO’s:
„Never forget. There are no IT projects there
are only Business projects. “
says Paul Coby, CIO of British Airways
„William Morrison‘s passion is to be the food
specialist for everybody and that‘s the only reason
why we invest in IT.“
says Gary Barr, IT Director of Morrisons
“What you are really trying to do is to lower
the cost and improve quality.”
says Mike Dyer, CTO of CSC NHS Allicance

4. Is uw ICT organisatie “aligned” met
uw ondernemingsbeleid?
Product Leadership Customer Intimacy Operational Excellence
“Beste product” “Beste oplossing” “Meest efficient”
Organiseer ICT om de ondernemingsactiveiten te verbeteren en te versterken
Kwaliteit Doorloopsnelheid Kosten

5. Kwaliteit: Hoe stabiel bent u?
• Heeft u echt een volledig “99% of CEOs
inzicht in de demand? believe
• Heeft u controle over de technology is
kwaliteit van uw applicaties? integral to the
• Heeft u focus op de success of their
ondernemings deliverables? companies, only
• Weet u de business impact 43% believe
van de ICT diensten? their companies
align technology
to business
outcomes”
Penn, Schoen & Berland Associates, “HP
Business Technology Study,” April 2007.
11 December
5 2008

6. Doorloopsnelheid: How Fast Can You Go?
• Heeft u echt inzage wat u quot;Big will not
“real time to market” is?
beat small
• Heeft u controle over de
performance van uw anymore. It
applicaties? will be fast
• Meet u uw business beating
performance?
slowquot;
• Hoe snel en nauwkeurig
handelt u met verandering? Rupert Murdoch
• Hoe snel is uw projecten
organisatie?
11 December
6 2008

7. Kosten: Heeft u controle?
Transformation of
• Heeft werkelijk inzage in de IT Budget Mix
kosten van een dienst? 100%
20%
• Hoe accuraat is u
35%
budgettering
60%
• Blijven u change projecten
80%
50%
65%
binnen budget
40%
• Bent u in controle over 0%
inkoopcontracten en SLA’s
• Bent u in staat om snel
investeringsbeslissingen te
maken
Keep the lights on
Innovation
7

8. Waar zitten de problemen…
De IT leverketen is georganiseerd in silo’s
1 Survey by the Economist Intelligence Unit of 1,125 IT professionals based in the Americas, Europe, the Middle East and Asia-Pacific June 2007
2 Gartner, From Concept to Production, Software Changes and Configuration Management, April 2008
11 December
8 2008

9. HP’s BTO visie op Alignment
Alignment door integratie en automatisering

10. Controle over het voortbrengingsproces
Delivering business outcomes
11 December
10 12/11/2008
2008 HP Confidential thru 06/30/2008 - Don't copy or distribute

11. Voorbeelden van benefits en resultaten met BTO
>80% of IT projects > 80% + projects on-time => Use of Capacity and Availability
in the PMO 20 – 70% lower receivables Management processes
Effectiveness
=> 30% – 50% less cycle time =>10 - 15% higher SLA
Procurement FTE’s performance
Single system for IT request Use of Change Management of
/ demand management Management processes changes online
=> 10-15% higher projects =>5 -10% higher projects => 10-15% higher rate of
to specification to specification help desk first call resolution
CONTINUAL SERVICE IMPROVEMENT
STRATEGY DESIGN TRANSITION OPERATIONS
Efficiency
Use of Release Use Release and Change >80% compliance with
Management processes ITSM processes
Management processes
=> 5 -6% better on time => 25 - 40% lower IT
=>5% better on budget
project delivery support costs
project delivery

12. Conclusie
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