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Binary Bloggerwww.binaryblogger.com@BinaryBlogger
Enterprise IT Programs are initiatives that havebusiness impact on policies, processes andprocedures.The IT Program intera...
Approach your Enterprise IT as a toolimplementationHave a single group, work in a silo, and do theimplementationThe progra...
Things you don’t want to hear“You can’t make that group change theirprocesses…”“…they won’t like that change…”“That would ...
Only looking at at the initiative as adepartment’s tool project and not as a businesswide initiativeLack of leadership fro...
Mistrust and a fear of loss of controlCompulsion to find the ‘best’ methodology“We Know Best” mentalityCorporate PoliticsA...
All departments, users, processes could beimpacted. Not just the tool team.Enterprise IT is a centralization, implementati...
Build integrated, repeatable and consistentprocessesUse the feedback from the business to adapt tochanging business needs....
Regularly work with the business units tounderstand the value to their activitiesEveryone benefits at some levelConsult wi...
Approach policies in a holistic wayAvoid specific standards or productsPolicies should be the ‘what’ not the ‘how’Policies...
Create well defined, documented, monitoredand measured processesSLAs based on business requirements ratherthan the technol...
The more complex the technology, the fartheraway from business discussion it needs to beTechnology can be swapped out, new...
Executive management is aware of the need forthe programResources are committed to developing thearchitectureGovernance pr...
People move and change for one of two reasonsThey are inspiredThey are desperateIf you can’t motivate people, put them int...
Program not projectFocus on the business’ need for change, leavethe technology details out of the discussionDocumentation,...
How To Design An Effective Enterprise it Program
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How To Design An Effective Enterprise it Program

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Enterprise IT is the most difficult and one of the most expensive ventures a business can do. Maximizing value from the investment is in the best interest of everyone. However, Enterprise IT programs tend to stall and fail not because the technology isn't good enough but the approach was only focused within IT as a tool install. Enterprise IT is a business initiative and the technology should be left out of the conversations. The farther away from IT you get the less about IT you talk about.

Publié dans : Business, Technologie
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How To Design An Effective Enterprise it Program

  1. 1. Binary Bloggerwww.binaryblogger.com@BinaryBlogger
  2. 2. Enterprise IT Programs are initiatives that havebusiness impact on policies, processes andprocedures.The IT Program interacts and requires drivinginput from non-IT resources.Planned and designed without the business inmind will doom the project to stall, go over timeand budget and eventually fail.Ironically the best Enterprise IT Programs havevery little technology in them.
  3. 3. Approach your Enterprise IT as a toolimplementationHave a single group, work in a silo, and do theimplementationThe program as a start, middle and end.Enterprise IT is an integration to daily business, notinstall and hope for the bestYour requirements are based of a tool’s featuresExpect 100% automation
  4. 4. Things you don’t want to hear“You can’t make that group change theirprocesses…”“…they won’t like that change…”“That would be lots of work”“That’s more clicks and steps they do now”“Let’s have a meeting to review that decision…”
  5. 5. Only looking at at the initiative as adepartment’s tool project and not as a businesswide initiativeLack of leadership from the sponsorsGetting all the stakeholders to have a commonviewDon’t consider change managementExpectations for over automationDeploy too many features is a short period oftimeFocus too much on the How and not enough onthe What
  6. 6. Mistrust and a fear of loss of controlCompulsion to find the ‘best’ methodology“We Know Best” mentalityCorporate PoliticsAcceptance and complacency to the status quoExisting inefficiencies is why the IT Program wasstartedFixation on short term ROI and not looking atthe whole investment value to the business
  7. 7. All departments, users, processes could beimpacted. Not just the tool team.Enterprise IT is a centralization, implementationand adoption of business processes.Technology only supports it, not drives it.Self-service enablement brings Enterprise IT toeveryone. Removes middle men.Put more focus on accountabilityThe business will be able to answer auditquestions faster. Do you know? Prove it now.
  8. 8. Build integrated, repeatable and consistentprocessesUse the feedback from the business to adapt tochanging business needs.Which means you need to regularly meet with thebusinessBreak down the Enterprise IT programBusiness GoalsPoliciesProcessesTechnology
  9. 9. Regularly work with the business units tounderstand the value to their activitiesEveryone benefits at some levelConsult with the business regularly todetermine frameworks and infrastructure of theprocessesManage expectations of deliveryPassive engagement is no enoughGet in front of the takeholdersTell them what you are going to do and why
  10. 10. Approach policies in a holistic wayAvoid specific standards or productsPolicies should be the ‘what’ not the ‘how’Policies should be general enough to notrequire constant updatingGo modular, not largeBuild a policy frameworkNever, EVER release a policy you can’t or won’tenforce
  11. 11. Create well defined, documented, monitoredand measured processesSLAs based on business requirements ratherthan the technologyAudit the processes regularlyUse the results to change the infrastructureAutomate where you canThe RACI will build itself
  12. 12. The more complex the technology, the fartheraway from business discussion it needs to beTechnology can be swapped out, new tools arebuilt off the same business goals, requirementsand processesMonitor operational resultsContinuous improvement is the goalThe IT team should be able to swap out,upgrade and tune the technology with nochanges to business flows
  13. 13. Executive management is aware of the need forthe programResources are committed to developing thearchitectureGovernance process is in placeRealistic expectations from all involvedYou have a changing enterprise cultureForward thinkingAccepting of changeWilling to endure some risk along the way
  14. 14. People move and change for one of two reasonsThey are inspiredThey are desperateIf you can’t motivate people, put them into amotivating situationMake the case that they cannot afford NOT todo it.
  15. 15. Program not projectFocus on the business’ need for change, leavethe technology details out of the discussionDocumentation, policies, process flows are the‘What’Technology, tools, integration points are the‘How’The ‘How‘ should be able to be swappedindependent of the ‘What’Adoption of the business changes if the key forlong term success

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