Yaroslav Rozhankivskyy: Три складові і три передумови максимальної продуктивн...
Portfolio alignment with business intentions
1. expertDAY’08
S55 - IT Governance
Session
Portfolio Alignment with Business Intentions
Luis Becerra
Business Analyst Manager
Pierre-Yves Niederhauser
Senior Consultant
www.pragmantic.com
2. Play the game
Anybody noticed the whole world
has gone process mad?
www.pragmantic.com
3. Play the game
The thrill of action, the drama of
emotional bonds to live the
game on the pitch set passion
www.pragmantic.com
4. Play the game
When you play the To win the game
game there’re rules you’ve got to score
www.pragmantic.com
5. Our time today
Demand Management
Ensure that requests of
strategic initiatives are balanced
with efficient day-to-day IS
service delivery and routine changes
Portfolio Management
Support prioritization processes
through clear responsibilities
for consolidating, evaluating,
and approving collected
Business and IT demands
www.pragmantic.com
7. Case study: Generic Context
where high-tech begins.
Swiss Premium Quality Copper Alloys since 1883
• Headquarter & main site in Switzerland
• 85% of products certified for specific industries
• over 1’500 employees in three countries
www.pragmantic.com
8. Case study: Business Intentions
where high-tech begins.
Four Strategical Business intentions
Others
• 2 digits growth on Eastern European markets
Copper
band
• Seamless integration of new acquired company
• Keep current market share on US demographic zone
• Sustain significant R&D effort to develop new alloys
www.pragmantic.com
9. Case study: IS Information
where high-tech begins.
IS organisation at a glimpse
• Org.: Centralized management and infrastructure decisions
decentralized applications decisions under the umbrella of
business unit leaders which are key process owners
• Governance: Focus on making individual decisions. Unit of interest is the project
• Staff: 15 full time equivalent (60%) + 6 permanent consultants (40%)
• Budget: 11.5 MCHF per year (3 MCHF allocated to new projects)
• IS landscape Main datacenter in the HQ (Switzerland)
Centralized storage (SAN) and IT administration
2 ERP systems in used – 5 financial apps, 3 HR packages
In house project methodologie – no consolidation of projects
www.pragmantic.com
10. Case study: IS Concerns
where high-tech begins.
Main concerns of the IS Director
• More than 50 requests in the pipeline in addition to daily execution
• Increasing pressure from CFO to report on IS investments (ROI / Value)
• Major delays on project delivery
• Reactive mode of IS operations and support
www.pragmantic.com
12. IT Strategic Goals for 2008-2010 period
where high-tech begins.
IT Strategic
Plan doesn’t
exist!
It is NOT a
reason to stay
in the status
quo zone
www.pragmantic.com
13. Gather all demands into a consolidated place
List of Requests as of May 1st 2008 Investment (KCHF)
Total 8'033 923 3'490
ID Project Name Short description Sponsor First year Next years Effort (MxD) Priority
001 VoIP Replacement of current PABX by VoIP infrastructure in HQ STO 50 10 20 High
002 e-mail archiving Implement an e-mail archiving solution ADR 130 25 30 High
003
004
Vista More than 50 requests...
SAN expansion
Migration to Vista for all the clients
Add 3 TB of raw disk capacity to the SAN01 infrastructure
JRJ
ADR
160
80
-
10
50
10
Medium
Medium
005 Mobile toolkit Equip salesforce with laptops and mobile internet access MAK 125 20 20 High
006 Intranet Develop an intranet to share all documents that are currently on the file system JRJ 50 10 50 High
007 Wireless Mice Equip all workstations with new wireless last generation optical mice STO 45 - 5 Low
008 Single Sign-On Investigate and propose a single sign-on solution for all internal apps QDL 20 - 20 High
009
010
Virtual DCfor a total amount of 8.00 MCHF investment
WiFi 802.11N
Implement a virtualized server farm and migrate 20% of application servers
Implement a secured wifi 802.11N network in the factories
JRJ
JRJ
450
63
55
8
300
80
High
Medium
011 ERP data link Data synchronization for orders tracking between CZ and CH sites STO 20 5 10 Low
012 Backup on disk Selection and implementation of a Virtual Tape Library STO 200 30 45 Medium
013 Mobile Training Acquire a mobile set for training department (10 laptops + printer + beamer) STO 30 5 5 Medium
014 R&D Excel Macros Redevelop set of 30 Excel 3.0 macros used by R&D dept in VBA ADR 150 - 100 Low
015
016
Videoconf Budget allocated to new IS initiatives
Backup of clients
Implement teleconferencing between CH, US and CZ sites
Provide a backup solution for clients (especially laptops)
MAK
FFM
75
50
9
7
25
20
High
High
017 Ticketing Implement e-tickets for helpdesk STO 30 - 20 High
018 Client HW Renew hardware with a maximum of 3 desktop models and 2 latops models FFM 1'500 200 450 High
019 Secure DC Secure physical access to the HQ data center JRJ 35 - 10 High
020 ERP Switzerland Upgrade ERP to latest version (5.4) FFM 245 - 40 High
021
022
SQL Server farm
SW portfolio
3.00 MCHF
Implement SQL Server farm and remove SQL Server from other servers
Standardize software portfolio with one corporate application by functionality
STO
STO
225
220
34
30
50
35
Low
Medium
023 2D codebar Replace current codebar solution in the factories by new generation 2D codebars STO 50 5 10 Medium
024 DR-Site Provide DR solution for ERP STO 500 70 200 High
025 Internet.cz Integrate Czech website into corporate website MAK 50 10 35 High
026 Office 07 lic. Acquire 800 Office 2007 licenses (upgrade) FFM 265 - 5 High
027 Office 07 training Training of users on the new functionalities of Office 2007 STO 320 - 300 High
028 Gbit Ethernet Upgrade all sites to end-to-end Gbit Ethernet FFM 650 80 500 Medium
029 e-punchcard Acquire and implement e-punchcard solution in all the factories + offices in CH QDL 150 20 30 Medium
030 fax solution Centralized and secured fax solution for CH sites STO 80 10 20 High
031 e-guard Remote surveillance of raw material stocks (CH / CZ) JRJ 250 40 35 Medium
032 QoS WAN QoS implementation JRJ 120 15 40 High
033 CRM CRM solution selection JRJ 45 - 20 High
034 VPN Provide VPN solution for VIP + Salesforce JRJ 50 10 10 High
035 AD Review Review Active Directory design and clean AD contents FFM 100 20 80 Low
036 Data Center UPS Upgrade/Replacement of the current UPS solution ADR 85 - 20 Medium
037 One printer Consolidate printing infra, provide one access to one single polyvalent printer FFM 250 30 150 Medium
038 Whitepages Implement internal "who's who" solution, based on AD + HR data STO 85 10 60 High
039 Security policy www.pragmantic.com
Design internal IT security rules and process handbook ADR 25 5 15 High
15. Rethink IS as an Investment Portfolio
The portfolio notion provides a
well-understood business lens
as well as concepts familiar to
business management and
personal life investments.
Value creation must recognize
there’re different categories of Provide shared IT capabilities
(Infrastructure)
investments that must be Reduce cost of doing business
(Transactional)
evaluated and managed differently. Provide better information
The establishment of portfolio (Informational)
Gain competitive advantage or major
parameters will constitute the first innovation (strategic)
step to categorize the demands
www.pragmantic.com
16. Dimensions of IS Portfolio
where high-tech begins.
www.pragmantic.com
17. Build an IS Portfolio based on dimensions
Direction
• Helping IS to understand how to sustain
business operations strategies
Identification
• Identifying the RIGHT initiatives needed to
meet business operational objectives
Alignment
• Aligning the business operational
objectives with the key IS initiatives trough
criteria and weight them against corporate
business intentions
Relationship
• Engage dialogue with business
counterparts and build trust by
understanding the intersections between
business intentions and IS deliveries
www.pragmantic.com
19. Arbitration of IS Portfolio
where high-tech begins.
www.pragmantic.com
20. Arbitration of IS Portfolio
Prioritizing
• We can't satisfy every single demand at
once so we have to set priorities with
business peers. Do the right projects
versus do the projects right
Scoring
• Combine various inputs to result in a
proposition for arbitration illustrated visually
through graphic charts
Balancing
• Balance a set of common initiatives against
criteria will give you different angles of
analysis
Deciding
• Being able to make informed decisions
it is what matter most
www.pragmantic.com
22. First Visible Benefits
Gain visibility and credibility
Published portfolio of initiatives based on
transparent rules and engage dialogue
with business counterparts.
Align
Investments and human resources are
aligned with business operational
objectives
Prioritize
Score initiatives based on defined rules
and get common understanding
ENABLE DECISION MAKING– IT Governance
www.pragmantic.com
24. Your Next Steps
On Monday morning
Time to think from divers angles
• Allow a space in your typical daily
agenda
• Find a place to think
• Spend a time intentionally to review
this presentation
In June
• A one day workshop to dive into
Copperband case study
• Date:
• Lausanne on June 17th 2008
• Geneva on June 24th 2008
• Contact Helène Polain
• helene.polain@lanexpert.ch
• Subject: IT Governance Workshop
www.pragmantic.com
