Cuitláhuac Osorio forma parte del consorcio Cutter donde nos habla de cómo hacer que las TI importen y que funcionen. Además, nos comparte 5 consejos de los expertos.

1. Haciendo que lasTI importen !
….. y funcionen!
!
Cinco consejos de los Expertos
del Consorcio Cutter
Cuitláhuac Osorio Ayllón
Cutter Consortium
@cuitlahuacoso

2. CHANGE – Leading in a VUCA World!!!
V
UCA
Volatile
Uncertain
Complex
Ambiguous

3. • Spend less
• Follow don´t lead
• Focus on risk not on opportunity

4. The CIO’s take
Chad Dickerson, CTO of Infoworld
I think of IT like the food that
comes into a restaurant--yes, the
meat and vegetables most
restaurants use are commodities
that anyone can buy themselves,
but what the restaurant does with
the food is what really matters.
Lámina
extraida
de
la
colección
de
materiales
de
Gabrielle
Piccolli
“Crea7ng
a
Sustainable
Compe77ve
Advantage
through
IT”

5. “Se sienten mal y acuden al doctor. Sin dejarse
examinar, le piden que les elabore una receta
para un medicamento que ya traen en mente,
incluso con la marca del laboratorio.
Sólo acuden con el médico porque necesitan
quien les firme la receta.”
–Tim Lister, Cutter Fellow

6. CIO
Lifecycle
is
Short
• Year
1
–
Start
the
Honeymoon
• Year
2
-­‐
Develop
Strategies
and
Plans
• Year
3
–
Implement
• Year
4
–
Discover
that
execu7on
isn't
going
well
• Year
5
–
Find
your
next
job
Lámina
extraida
de
la
presentación
de
Ron
blitstein,“Why
CIO´s
Fail”

7. Trust and
Partnership
Strategic IT Management for
Turbulent Times
3PCFSU+#FOTPOt1JFUFS3JCCFSTt3POBME#MJUTUFJO
For decades, the relationship between business
and IT has been tenuous. As technology
paradigms shift and business strategy is
continuously honed to take advantage of these
advances, the partnership between IT and business
units is more crucial than ever. Organizations
that can improve upon this relationship, and even
build it into an organizational strength, are those
best positioned to achieve meaningful and
lasting success.
Trust and Partnership provides unique
insight into this relationship and provides a
comprehensive framework for IT and business
managers to maximize the business value delivered
by technology. Going well beyond theory, the
book provides real-world advice from experts in
the IT management arena, including practical
examples and implementation guidance based
on proven techniques that have been applied
over the course of the past twenty years. Intended
for CIOs, IT managers, CFOs, and other executives,
this handbook provides scorecards to ascertain
strengths and weaknesses and an in-depth look
at the seven critical enterprise IT capabilities
every business and government organization
must develop.
Proper IT management provides the enterprise with
an enhanced ability to cope with and capitalize on
rapid technology changes and challenges related
to business environments. Throughout the book,
the authors maintain an intense focus on managing
IT in a manner that transforms business and
allows organizations to proactively address upheaval
in the enterprise IT context. Divided into three
parts, the book begins with challenges facing the
enterprise before moving to the core competencies
of strategic business management and a
forward-looking, action-oriented “Next Steps”
section that provides a roadmap for strategic IT
management success.
Partnership
enterprise’s capabilities for exploiting
methodologies, the book provides
management commitments required to
information technology is fully exploited
throughout, and a focus on putting
business professionals the topic overview
organizations immediately. The authors fully
allowing managers to focus on areas of
including:
enterprise
transformation
investment decisions
accountability
change
excellence
transparency in cost and performance
$75.00 USA / $83.00 CAN
ISBN:978-1-118-44393-4
9 781118 443934
57500
BENSON
RIBBERS
BLITSTEIN Trust and Partnership
(continued on back f lap)

8. ¿Cómo?!
!
Algunas
recomendaciones

9. 1.- Excelencia Operacional

10. Madurez de las TI … proceso de dos partes
Cambio
Institucional
Resultados
Institucionales
Desarrollo
de
Proyectos
Requerimientos
de
Dominio
Compartido
de
Actividades
y
responsabilidades
requeridas
para
aportar
valor
a
la
Institución
Servicio Entrega
de
Servicios
Requerimientos
de
Información
Procesos
Innovación
Estratégica Innovación
Estratégica
Cambio
Institucional
Resultados
Institucionales
Desarrollo
de
Proyectos
Configuración
de
Software
Desarrollo
GOBIERNO
DE
TI

11. Opera7onal
Excellence
• The
most
obvious
requirement
for
any
CIO
is
to
keep
the
core
IT
systems
and
basic
infrastructure
working
– If
they
stop
.
.
.
The
exit
door
quickly
swings
open
• Business
users
and
customers
expect
IT
to
work
– Expecta7ons
of
reliability
increase
year-­‐on-­‐year
• However,
Opera7onal
Excellence
imposes
an
opportunity
cost
– Opera7onal
Excellence
takes
7me
and
effort
to
achieve
– However,
the
focus
on
Opera7onal
Excellence
means
that
IT
leaders
may
be
unable
to
a`end
to
other
key
strategic
areas
If
poor
service
screws
up
the
revenue
numbers
and
increases
customer
churn
for
a
key
division
of
the
company
.
.
.
you
are
burned
Ron Blitstein, Cutter Fellow
Lámina
extraida
de
la
presentación
de
Ron
blitstein,“Why
CIO´s
Fail”

12. 2.- Gobierno de TI a partir de
métricas que nos permitan
establecer una conversación
sensata con el Negocio

14. Bob Benson,
Cutter Fellow

15. COST:
OUTPUT:
TheBusinessResults
producedfrom
ITInvestmentandSpending
STRATEGICVALUE
OPERATIONALVALUE
TheBusinessandITCostsof
DevelopingandApplyingITintheOrganization
BudgetandCapital
Cost
Transactionand
OperatingCosts
TotalCostof
Ownership
INPUT:
Thequalityandeffectivenessof
ITplanning,management
andperformance.
ITMANAGEMENT
MATURITY
ITPERFORMANCE
MATURITY
Bob Benson,
Cutter Fellow

16. 3.- Arquitectura Empresarial
…. pero con sentido y de
manera incremental

17. ¿Queremos
un
“Spaghetti”de
Aplicaciones
Empresariales
?
Source:
Gartner,
2000

18. Una
mejor
solución
Co. 1
Account System
Channels
Customer
Management Marketing Pricing
Co. 1
Loan System
Integration Service Bus
Co 1
Customer System
Data Data Data
Co. 2
Loan System
Co. 2
Account System
Co. 2
Customer System
Data Data Data
Account
Service
Loan
Service
Customer
Service
Other
Services
Business Service Bus

19. ! Fundamentally, EA is about:
• Managing complexity and change
• Aligning present and future IT systems with business goals and strategy
• Maximizing the business value of IT
! Additional goals are to:
• Reduce IT expenditures via common infrastructure and platforms
• Provide integration of enterprise systems and data
• Reduce redundancies and inconsistencies
• Support IT portfolio management, decision making, and governance
• Guide development and outsourcing of applications
! Enterprise Architecture includes a wide range of topics
• Architectural Domains include: Business, Information, Applications, Technology, Security,
Performance
• Architectural Practices include: Architecture development, design, governance, trends, portfolio
management, planning, consulting, ….
• Artifacts produced include: Specific architectures and models, standards, reference models,
roadmaps, processes, assessments, ….
“EA is produced by an EA Team as part of an EA program” Mike Rosen, Cutter
Senior Consultant

20. Phased Development Approach
Project 1
Business
Service
Project 1
Infrastructure
Future
Business
Services
Process and
Governance
Project 3
Business
Service
Project 3
Infrastructure
Project 2
Business
Service
Project 2
Infrastructure
prioritization
Architecture
Business Models
Infrastructure
effort
% done
time
Continuous Business-Value, Phased Approach
! You MUST deliver real business value at every checkpoint
• Deliver required business functionality to an ongoing project
• Demonstrate improvement in some aspect (cost, time, quality)
! Start with minimum architecture, process, infrastructure
! Incrementally enhance over time, while delivering business services
(value) to business users
! Demonstrate value with numbers
“EA is produced by an EA Team
as part of an EA program”
Mike Rosen, Cutter Senior Consultant

21. 4.- ¿ Su estructura
organizacional está de
acuerdo a los servicios que
están tercerizando ?

22. Leadership
Middle
Managers
Staff Augmentation
Internal
Employees
Leadership
Quality/Governance
Third-party
Providers
SMEs/Leads
Third-party
providers
From
Pyramids
To
Diamonds
Staff augmentation
Internal
Staff
29
Changing'the'shape'of'the'organiza0on'
Sara Cullen,
Cutter Senior
Consultant

23. Understand)the)power)curve)
ARCHITECT ENGAGE OPERATE REGEN
STRATEGIZE
4
DESIGN
5
SELECT
6
NEGOTIATE
Client'Bargaining'Power
1
INVESTIGATE
2
TARGET
3
7
TRANSITION
8
MANAGE
• Build more power through knowledge, expertise and purpose
• Execute gained power through competition and negotiation
• Manage lower power by design, processes and relationships
9
REFRESH
High
Moderate
Low
None
BuildHpower LeverageHpower ManageHlesserHpower
Sara Cullen,
Cutter Senior
Consultant

24. Sara Cullen,
Cutter Senior
Consultant

25. 5.- Consideren la utilización
de metodologías ágiles

26. !–
En promedio los proyectos de TIC tienen un sobre costo de
27%.
– Uno de cada seis tienen sobre costos de 200% y 70% en
tiempo de ejecución
– 50% de los proyectos fracasa.
– 42%
de
los
usuarios
de
negocio
manifestaron
que
sus
proyectos
estuvieron
en
problemas
(fuera
de
presupuesto,
se
entregaron
tarde
o
no
cumplieron
con
la
funcionalidad
originalmente
comprometida)
26

27. Agil ≠ Scrum

28. Israel Gat, Director of Agile Practice, Cutter Consortium

29. ¡GRACIAS!!
!
www.cutter.com.mx