High-Performing Information Systems Aligned With Utility Business Strategy [Project #4316]

Size: px
Start display at page:

Download "High-Performing Information Systems Aligned With Utility Business Strategy [Project #4316]"

Transcription

1 High-Performing Information s Aligned With Utility Business Strategy [Project #4316] ORDER NUMBER: 4316 DATE AVAILABLE: June 2013 PRINCIPAL INVESTIGATORS: David W. Harris, Esteban Azagra, Rod van Buskirk, and Corey Williams This report describes the issues, approaches, and benefits to water utilities of implementing high performing information systems that are well aligned with utility business strategy and needs. For the purposes of this report, Business-IT alignment is defined as The highest level of shared vision between business and IT leaders about the contributions information technology solutions can make to the utility, followed by the most effective implementation of those solutions to achieve the desired result. The central hypothesis is that information systems can be better aligned with business needs and when they are better aligned the benefits to the utility will outweigh the costs. ALIGNING IT WITH UTILITY STRATEGIES Part 1, Aligning IT with Utility Strategies, describes the challenges and recommended approaches to better alignment primarily from the business perspective. It is recognized that the alignment process needs to be a collaborative effort involving all areas of management, in which promoting and sustaining relationships and dialogue between stakeholders is essential. Utility business leaders and other stakeholders can most readily identify the chronic and persistent information challenges faced by the utility, and utility IT leaders can assist in identifying potential solutions. In the process of exploring solutions, new ways to organize and perform work are likely to emerge. As the shared vision of business-it alignment becomes sharper and more refined, the potential and realization of business benefits will grow. Figure S.1 depicts the most compelling benefits that can be derived by improving business-it alignment. While information technology solutions will require capital and operating investments that compete with other utility expenditures, perhaps the ultimate measure of better alignment is a positive return on the IT investment.

2 Expected Benefits of Alignment Better Return on Information Technology Investments Efficiency Benefits Produce more with less input Effectiveness Benefits Elevate performance levels Benefits Enable better decisions Figure S.1 Expected Benefits of Effective Business-IT Alignment In preparing this report, utility business and IT leaders throughout North America were interviewed to gain their perspectives on the current state of business-it alignment and the areas of greatest need. The interview responses were mixed. At many utilities there is a moderate to high level of satisfaction with what has been achieved. However, in some areas, the majority of leaders questioned saw substantial room for improvement. In several focus areas, such as IT strategic planning and IT support for system users, there was a notable divergence of opinion between the utility business leaders and the IT leaders, which was indicative of a breakdown in setting and maintaining expectations for IT solutions. The interview reinforced the conclusion that business-it alignment at many utilities is not a unified and seamless endeavor. Instead, organizations struggle with bridging common gaps in alignment, as shown in Figure S.2. On the one hand, there is a chasm between the needs of utility business leaders to promote effective business processes and the technology offered by IT to support those processes. On the technical side, there is a gulf between the substantial capabilities offered by individual software applications at utilities, and the ability of IT to wire the systems together. Central to both gaps is the need for integration of business processes and utility data in essence, to provide a unified information system for all major business functions.

3 Figure S.2 Business-IT Alignment Chasm For many utilities, the approach to achieving better business-it alignment, and closing the gaps, has been a traditional combination of planning, oversight, and feedback for the IT function. Over the past 20 years, a more rigorous approach for alignment, known as Enterprise Architecture has evolved. Enterprise Architecture (of which there are several widely adopted approaches) typically consists of a framework for documenting, assessing, and planning all aspects of the organization s information needs. The frameworks tend to be complex, and many organizations that adopt an Enterprise Architecture approach will pick and choose, or simplify the frameworks to better suit their organizational needs. A comprehensive Enterprise Architecture is intended to provide a reference model for the utility that can guide business-it alignment and the effective implementation of IT solutions to achieve the desired results. Most Enterprise Architecture frameworks promote the development of different views of the organization. A functional organization chart is one view that is familiar to all. A business process diagram is another common view that is essential for understanding how work is organized within the utility and how tasks may flow across organizational boundaries within the utility as well as external entities. As shown in Figure S.3, the Architecture Diagram is a logical view that clarifies what systems are in use or planned, and how those systems must be interconnected to provide support for business processes.

4 Utility Performance Monitoring Customer Care & Billing Finance, Purchasing and Inventory Maintenance Enterprise Data Warehouse Enterprise Integration Capital Program Laboratory Information Geographic Information Control Historian SCADA and Distributed Control s Standard Enterprise Network Services File Storage, Data, Document, , Web Portal, Internet Utility wide Communications Network = pre built integration = utility specific integration Figure S.3 Example of High Level Architecture Diagram Finally, the Enterprise Architecture includes more technical views that are largely of interest to IT infrastructure specialists, but should be regarded as business critical; for example, an Enterprise Network Diagram shows the communications capabilities that must be sustained to make the systems and business process levels effective. In addition to focusing on Enterprise Architecture, a key process recommended to all utilities to enhance business-it alignment is strategic IT planning. The planning process, as shown in Figure S.4, involves all utility functions and requires significant information gathering. Outputs from the planning process include prioritized initiatives (typically organized as projects), a resource plan, and a change management plan.

5 Portions of the IT Strategic Plan will also provide necessary elements of the Enterprise Architecture (described above). Critical Inputs into Planning Process Where are you today? Strengths Weaknesses Opportunities Threats/Obstacles Where are you going? Vision Mission Goals Objectives How will you get there? Strategies Tactics Success Factors Best Practices How will you know you have arrived? Performance Measures Reporting Accountability Action Plans IT Strategic Planning Process IT Priorities in Utility Context Aligned IT Strategies IT Project Priorities IT Program Framework Resource Requirements Business Case IT Program Budget Organization Roles and Responsibilities Program Plan Prerequisites Schedule Dependencies Risks Commitment to Change Executive Advocacy Stakeholder Input Cross departmental relationships Governance Framework Critical Outputs from Planning Process Figure S.4 Critical Inputs and Outputs into the Strategic IT Planning Process Strategic IT planning is often undertaken in utilities every 3 to 5 years. However, a more continuous process is needed to sustain the defined initiatives and adapt to changing business needs. Strategic IT planning occurs in the context of IT Governance. IT Governance includes both an organizational structure, such as an IT Steering Committee, and a process for receiving, evaluating, and making decisions on high level IT issues and solutions. One purpose of IT Governance is to make sure the major decisions about IT involve the correct decision-makers. Accordingly, as shown in Table S.1, a Decision Rights Matrix is used to develop a clear understanding of the types of decisions to be made, and the roles of individuals or groups involved in the process. Once the Decision Rights Matrix is finalized, the IT Governance organization and processes are designed to support the decisions.

6 Role General Manager Department Senior Manager IT Steering Committee IT Leader Capital Procurements Committee Table S.1 Typical Utility Decision Rights Matrix IT Principles Provides Input Approves Develops IT Standards Provides Input Develops and Approves IT Support Procedures Provides Input Develops and Approves IT Annual Plan and Budget Approves Provides Input Approves Develops IT Capital Investment Approves* Provides Input Provides Input Recommends and Approves* Approves* *Investment approvals according to utility s policy for financial delegation of authority INFORMATION TECHNOLOGY OPPORTUNITIES Part 2 of the report presents a cross section of IT related opportunities for water utilities. IT opportunities evolve over time as technology innovations spur software and hardware changes, as well as new methods of communicating. Water utilities are advised to reconsider the value of their existing systems through routine IT planning and governance. Some of the major technology developments are shown in Figure S.5.

7 Figure S.5 Significant IT Developments over Time One characteristic of today s evolved information systems is that their productive use is not confined to a single department within a utility. Figure S.6 depicts the major information systems typically used, and the utility departments (functional areas) that will benefit from using the systems. In most cases, there will be two or more departments benefitting. This characteristic suggests there may be a broad set of stakeholders for any given information system. As opportunities for new or upgraded information systems are considered, all potential stakeholders should be engaged, educated, and involved in the assessment.

8 Functional Areas that Derive Benefits Water Operation Customer Service Asset Water Quality Financial Supply Chain Capital Project Human Resource Core Information s Industrial Control /Process Control P S D S Laboratory Information P D S P Computerized Maintenance S P P Geographic Information P P P P S Capital Program D D P S P P D Customer Information & Billing S P S D P Financial Enterprise Resource Planning D S D D P P S S Human Resources/Payroll D D D D P D D P P S D Primary beneficiary of this system Secondary beneficiary of this system Provides data for reporting and decisions Figure S.6 Benefits of Core Utility Information s IT opportunities are described in detail for a select group of utility functions: Operations Industrial Control Maintenance Computerized Maintenance Customer Service and Billing Customer Information and Billing Meter Reading Automated Meter Reading Finance and Human Resources Enterprise Resource Planning (ERP) Engineering and Projects Capital Program Geospatial Asset Geographic Information

9 Water Quality and Compliance Laboratory Information Each section presents information about an IT opportunity in a consistent format. The subsections include: An introduction to the technology what type of system is being described. A brief recap of business benefits associated with successful system use. Trends that have affected the technology what s new with these systems. Implementation considerations for a new or upgraded systems project. In addition, there are IT opportunities that cut across all utility functional areas. Two notable systems are described in depth: Integration and Business Process s the standard protocols and software responsible for moving data between separate systems and orchestrating services provided by separate systems so that business processes become as seamless as possible. For example, an integration system can be used to ensure customer service, operations and maintenance teams participate in an end-to-end utility process for managing system shutdowns, customer notifications, and repairs. Business Intelligence and Reporting s software and databases that enable utility performance management, analytics, and reporting of data combined from multiple systems. These systems are used to create management level dashboards and report on key performance indicators. INFORMATION TECHNOLOGY IMPLEMENTATION Part 3 of the report focuses on IT implementation practices that will most likely benefit utilities. Utilities are advised to consider that IT implementations, and particularly software-based systems, are implemented in ways that are both similar and dissimilar to capital design and construction projects. Accordingly, the methods for procurement and management of implementation may be different. Software selection and procurement is described in detail. The recommended process includes Identifying stakeholders and assembling a cross-functional team Gathering requirements and creating business process models Formulating system testing and validation plans Assembling and administering a request for proposals Crafting a selection plan Executing the selection plan One key difference between software projects and capital construction projects is that leading commercial software products are highly malleable and can adapt to a wide

10 range of business requirements. With one product, many outcomes are possible. The traditional sequential implementation approach for these products is too constraining. A more flexible and adaptive approach may be more appropriate, as shown in Figure S.7, however, extra management attention is required to successfully execute such an approach and avoid major risks. Figure S.7 Traditional Methodology and EPIC Process To manage the elevated risks attendant to IT implementations, a formal approach is recommended for IT program and project management. The formal approach starts with development and approval of a Project Charter, which is essentially an agreement among stakeholders with respect to the scope, justification, and major resource commitments. Beyond the Project Charter, a proven project management approach is advisable, such as the one defined by the Project Institute Body of Knowledge (also known as PMBOK). Implementation of IT solutions is both a technical challenge and an organizational challenge. More often than not, the technical issues of system implementation are solved before the organization fully adopts and effectively uses the system. Organizational Change is the discipline of proactively planning and managing the impact of change on the organization. The motivation for doing so is illustrated in Figure S.8, which depicts the effects of a major change over time on people and organizational productivity. Typically for IT projects in which employees are asked to use a new system, business performance will decline during initial use. But the goal is actually an improvement in performance. Organizational Change seeks to minimize the depth of decline and shorten the timeframe for recovery so that the benefits of improved performance are realized sooner.

11 Figure S.8 Performance through OCM MANAGING INFORMATION TECHNOLOGY The practice of managing the information technology function in a water utility is similar to many other organizations. Several best practices are presented in detail in Part 4, because their adoption by most utilities will result in a better return on the IT investment and fewer management issues related to IT. IT Service IT Service is the process by which the IT organization, in collaboration with all other departments, defines the services it offers, commits to service level agreements, and then executes the necessary system operations, maintenance, and support functions to provide the agreed level of service. The emphasis is on making an explicit connection between the business needs for IT related services, and the technical work performed by IT technicians, engineers, and analysts. The most common customer-facing service provided by IT is a Helpdesk ; however, the typical organization will define 20 to 30 services with corresponding service levels under the IT Service umbrella, including system availability and response times. IT Service is executed using the familiar Plan-Do- Check-Act approach, as shown in Figure S.9.

12 Figure S.9 IT Service Improvement Processes IT Efficiency and Cost Reduction An IT organization should have an ongoing process for reducing total cost of ownership for IT. Due to innovations in the past 10 years, IT managers have many opportunities to reduce costs and improve efficiency. Some of these initiatives have the added advantage of contributing to lowering the carbon footprint of a utility. These technology investments, many of which are more recent innovations, include Virtualization Software as a Service Cloud Computing Service-Oriented Architecture Green Computing Initiatives Storage Technologies Mobile Computing Data Governance Utilities have often been described as data rich and information poor. This may be attributed to a lack of system integration, or it may simply be the legacy of compartmentalized management of data, which leads to redundancy, inconsistency, and pockets of data. Data Governance is the process by which an organization classifies and manages data to achieve appropriate confidentiality, availability, and integrity of information assets across the entire organization. Data Governance encompasses multiple focus areas, as shown in Figure S.10.

13 Figure S.10 Multiple Focus Areas for Data Governance While IT Governance defines management decision making across all IT resources, Data Governance is a more specialized technical function focused specifically on the information assets of the organization. The business objective of Data Governance is to ensure that information is properly classified and proper controls are in place to ensure the necessary confidentiality, availability, and integrity of data across the utility. RESEARCH PARTNER: U.S. Environmental Protection Agency

Diagram. Microsoft Dynamics Sure Step Methodology

Diagram. Microsoft Dynamics Sure Step Methodology Diagram Microsoft Dynamics Sure Step Methodology Designed to enable you to better serve your customers by helping reduce their Microsoft Dynamics total cost of ownership, the Sure Step Methodology can

More information

The following is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into

The following is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into The following is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into any contract. It is not a commitment to deliver any material,

More information

Michigan Staff Augmentation Management Program Contract Job Titles and Descriptions

Michigan Staff Augmentation Management Program Contract Job Titles and Descriptions Applications... 3 1. Programmer Analyst... 3 2. Programmer... 5 3. Software Test Analyst... 6 4. Technical Writer... 9 5. Business Analyst... 10 6. System Analyst... 12 7. Software Solutions Architect...

More information

Exhibit F. VA-130620-CAI - Staff Aug Job Titles and Descriptions Effective 2015

Exhibit F. VA-130620-CAI - Staff Aug Job Titles and Descriptions Effective 2015 Applications... 3 1. Programmer Analyst... 3 2. Programmer... 5 3. Software Test Analyst... 6 4. Technical Writer... 9 5. Business Analyst... 10 6. System Analyst... 12 7. Software Solutions Architect...

More information

State of Minnesota IT Governance Framework

State of Minnesota IT Governance Framework State of Minnesota IT Governance Framework June 2012 Table of Contents Table of Contents... 2 Introduction... 4 IT Governance Overview... 4 Process for Developing the New Framework... 4 Management of the

More information

Ten Steps to Comprehensive Project Portfolio Management Part 3 Projects, Programs, Portfolios and Strategic Direction By R.

Ten Steps to Comprehensive Project Portfolio Management Part 3 Projects, Programs, Portfolios and Strategic Direction By R. August 2007 Ten Steps to Comprehensive Project Portfolio Management Part 3 Projects, Programs, Portfolios and Strategic Direction By R. Max Wideman This series of papers has been developed from our work

More information

California Enterprise Architecture Framework

California Enterprise Architecture Framework Version 2.0 August 01, 2013 This Page is Intentionally Left Blank Version 2.0 ii August 01, 2013 TABLE OF CONTENTS 1 Executive Summary... 1 1.1 What is Enterprise Architecture?... 1 1.2 Why do we need

More information

Title here. Successful Business Model Transformation. in the Financial Services Industry. KPMG s Evolving World of Risk Management SECTORS AND THEMES

Title here. Successful Business Model Transformation. in the Financial Services Industry. KPMG s Evolving World of Risk Management SECTORS AND THEMES SECTORS AND THEMES Successful Business Model Transformation Title here in the Financial Services Industry Additional information in Univers 45 Light 12pt on 16pt leading KPMG s Evolving World of Risk Management

More information

Master data deployment and management in a global ERP implementation

Master data deployment and management in a global ERP implementation Master data deployment and management in a global ERP implementation Contents Master data management overview Master data maturity and ERP Master data governance Information management (IM) Business processes

More information

ERP. Key Initiative Overview

ERP. Key Initiative Overview Jeff Woods Research Managing Vice President This overview provides a high-level description of the ERP Key Initiative. IT leaders can use this overview to better understand what they need to do to prepare

More information

The Rise of Global Business Services. A ScottMadden Perspective

The Rise of Global Business Services. A ScottMadden Perspective The Rise of Global Business Services A ScottMadden Perspective The Rise of Global Business Services GLOBAL BUSINESS SERVICES AN OVERVIEW Background Over the past 10 years, leading multi-nationals have

More information

From the White Board to the Bottom Line

From the White Board to the Bottom Line Thought Leadership Institute From the White Board to the Bottom Line The case for pursuing process maturity through business process management. 1 From the White Board to the Bottom Line Table of contents

More information

Value to the Mission. FEA Practice Guidance. Federal Enterprise Architecture Program Management Office, OMB

Value to the Mission. FEA Practice Guidance. Federal Enterprise Architecture Program Management Office, OMB Value to the Mission FEA Practice Guidance Federal Enterprise Program Management Office, OMB November 2007 FEA Practice Guidance Table of Contents Section 1: Overview...1-1 About the FEA Practice Guidance...

More information

NCOE whitepaper Master Data Deployment and Management in a Global ERP Implementation

NCOE whitepaper Master Data Deployment and Management in a Global ERP Implementation NCOE whitepaper Master Data Deployment and Management in a Global ERP Implementation Market Offering: Package(s): Oracle Authors: Rick Olson, Luke Tay Date: January 13, 2012 Contents Executive summary

More information

Data Management Practices for Intelligent Asset Management in a Public Water Utility

Data Management Practices for Intelligent Asset Management in a Public Water Utility Data Management Practices for Intelligent Asset Management in a Public Water Utility Author: Rod van Buskirk, Ph.D. Introduction Concerned about potential failure of aging infrastructure, water and wastewater

More information

How to bridge the gap between business, IT and networks

How to bridge the gap between business, IT and networks ericsson White paper Uen 284 23-3272 October 2015 How to bridge the gap between business, IT and networks APPLYING ENTERPRISE ARCHITECTURE PRINCIPLES TO ICT TRANSFORMATION A digital telco approach can

More information

IRMAC SAS INFORMATION MANAGEMENT, TRANSFORMING AN ANALYTICS CULTURE. Copyright 2012, SAS Institute Inc. All rights reserved.

IRMAC SAS INFORMATION MANAGEMENT, TRANSFORMING AN ANALYTICS CULTURE. Copyright 2012, SAS Institute Inc. All rights reserved. IRMAC SAS INFORMATION MANAGEMENT, TRANSFORMING AN ANALYTICS CULTURE ABOUT THE PRESENTER Marc has been with SAS for 10 years and leads the information management practice for canada. Marc s area of specialty

More information

Information Technology Strategic Plan

Information Technology Strategic Plan Information Technology Strategic Plan IT Strategic Plan Benefits Establishes strategic IT goals, assures corporate alignment Benefits of executive/it engagement in plan development Sets an agreed vision

More information

Oracle Fusion Project Portfolio Management CLOUD SERVICE. The New Standard for Project Portfolio Management

Oracle Fusion Project Portfolio Management CLOUD SERVICE. The New Standard for Project Portfolio Management Oracle Fusion Project Portfolio Management CLOUD SERVICE The New Standard for Project Portfolio Management Key Features. Complete History tracking End-to-end enterprise PPM for a single source of project

More information

ORGANIZED FOR BUSINESS: BUILDING A CONTEMPORARY IT OPERATING MODEL

ORGANIZED FOR BUSINESS: BUILDING A CONTEMPORARY IT OPERATING MODEL ORGANIZED FOR BUSINESS: BUILDING A CONTEMPORARY IT OPERATING MODEL Time is running out for the traditional, monopolistic IT model now that users have so many alternatives readily available. Today s enterprises

More information

Ten Steps to Comprehensive Project Portfolio Management Part 1 An Introduction By R. Max Wideman Introduction Project

Ten Steps to Comprehensive Project Portfolio Management Part 1 An Introduction By R. Max Wideman Introduction Project August 2007 Ten Steps to Comprehensive Project Portfolio Management Part 1 An Introduction By R. Max Wideman This series of papers has been developed from our work in upgrading TenStep's PortfolioStep.

More information

Business Analyst Position Description

Business Analyst Position Description Analyst Position Description September 4, 2015 Analysis Position Description September 4, 2015 Page i Table of Contents General Characteristics... 1 Career Path... 2 Explanation of Proficiency Level Definitions...

More information

Computing & Communications Services

Computing & Communications Services 2010 Computing & Communications Services 2010 / 10 / 04 Final Kent Percival, M.Sc., P.Eng. Defining the Value of the Business Analyst In achieving its vision, key CCS partnerships involve working directly

More information

Cross-Domain Service Management vs. Traditional IT Service Management for Service Providers

Cross-Domain Service Management vs. Traditional IT Service Management for Service Providers Position Paper Cross-Domain vs. Traditional IT for Providers Joseph Bondi Copyright-2013 All rights reserved. Ni², Ni² logo, other vendors or their logos are trademarks of Network Infrastructure Inventory

More information

CAPITAL IMPROVEMENT PROGRAM (CIP) MANAGEMENT & TRACKING PROCESS, SYSTEMS, & PEOPLE APPROACH

CAPITAL IMPROVEMENT PROGRAM (CIP) MANAGEMENT & TRACKING PROCESS, SYSTEMS, & PEOPLE APPROACH CAPITAL IMPROVEMENT PROGRAM (CIP) MANAGEMENT & TRACKING PROCESS, SYSTEMS, & PEOPLE APPROACH ABSTRACT Aditya Ramamurthy, PMP, ARCADIS US, Inc. Like most water and sanitary sewer utilities around the nation,

More information

Information Management & Data Governance

Information Management & Data Governance Data governance is a means to define the policies, standards, and data management services to be employed by the organization. Information Management & Data Governance OVERVIEW A thorough Data Governance

More information

Technical Management Strategic Capabilities Statement. Business Solutions for the Future

Technical Management Strategic Capabilities Statement. Business Solutions for the Future Technical Management Strategic Capabilities Statement Business Solutions for the Future When your business survival is at stake, you can t afford chances. So Don t. Think partnership think MTT Associates.

More information

Customer Experience Strategy and Implementation

Customer Experience Strategy and Implementation Customer Experience Strategy and Implementation Enterprise Customer Experience Transformation 2014 Andrew Reise, LLC. All Rights Reserved. Enterprise Customer Experience Transformation Executive Summary

More information

Introduction to the Open Data Center Alliance SM

Introduction to the Open Data Center Alliance SM Introduction to the Open Data Center Alliance SM Legal Notice This Open Data Center AllianceSM Usage: Security Monitoring is proprietary to the Open Data Center Alliance, Inc. NOTICE TO USERS WHO ARE NOT

More information

CITY OF VAUGHAN EXTRACT FROM COUNCIL MEETING MINUTES OF FEBRUARY 17, 2015

CITY OF VAUGHAN EXTRACT FROM COUNCIL MEETING MINUTES OF FEBRUARY 17, 2015 EXTRACT FROM COUNCIL MEETING MINUTES OF FEBRUARY 17, 2015 Item 3, Report No. 5, of the Finance, Administration and Audit Committee, which was adopted without amendment by the Council of the City of Vaughan

More information

IT Services Management Service Brief

IT Services Management Service Brief IT Services Management Service Brief Service Continuity (Disaster Recovery Planning) Prepared by: Rick Leopoldi May 25, 2002 Copyright 2002. All rights reserved. Duplication of this document or extraction

More information

TM Forum Frameworx 13.5 Implementation Conformance Certification Report

TM Forum Frameworx 13.5 Implementation Conformance Certification Report TM Forum Frameworx 13.5 Implementation Conformance Certification Report TUNISIE TELECOM GLOBAL NETWORK OPERATIONS CENTRE (GNOC) December 2014 Version 1.0 1 Table of Contents List of Figures... 4 List of

More information

Introduction. What is ITIL? Automation Centre. Tracker Suite and ITIL

Introduction. What is ITIL? Automation Centre. Tracker Suite and ITIL 1 Introduction The Information Technology Infrastructure Library (ITIL) aims to improve the management of IT services within the organization, for lowered costs, improved efficiency and productivity. But

More information

Taking Care of Business, the Enterprise Architect

Taking Care of Business, the Enterprise Architect Taking Care of Business, the Enterprise Architect Kaufmann Armacost Keiningham Anderson Background: Increasingly, organizations are seeking to ensure predictability in what they deliver in terms of quality,

More information

P3M3 Portfolio Management Self-Assessment

P3M3 Portfolio Management Self-Assessment Procurement Programmes & Projects P3M3 v2.1 Self-Assessment Instructions and Questionnaire P3M3 Portfolio Management Self-Assessment P3M3 is a registered trade mark of AXELOS Limited Contents Introduction

More information

Procurement General Session: Empowering Modern Procurement

Procurement General Session: Empowering Modern Procurement Procurement General Session: Empowering Modern Procurement Business Driven. Technology Powered. Marco Rossi SCM Product Development Director - EMEA Safe Harbor Statement The following is intended to outline

More information

GOVERNMENT RESPONSE TO THE CHILD INTERVENTION SYSTEM REVIEW

GOVERNMENT RESPONSE TO THE CHILD INTERVENTION SYSTEM REVIEW GOVERNMENT RESPONSE TO THE CHILD INTERVENTION SYSTEM REVIEW October 2010 Closing the Gap Between Vision and Reality: Strengthening Accountability, Adaptability and Continuous Improvement in Alberta s Child

More information

University of Hawaii Information Technology Services Strategic Plan May 22, 2015. Looking Forward to 2020 and Beyond [V15-1]

University of Hawaii Information Technology Services Strategic Plan May 22, 2015. Looking Forward to 2020 and Beyond [V15-1] University of Hawaii Information Technology Services Strategic Plan May 22, 2015 [V15-1] I. Introduction This Information Technology Services (ITS) Strategic Plan, Looking Forward to 2020 and Beyond, updates

More information

Agency Centralized IT Reference Model

Agency Centralized IT Reference Model Agency Centralized IT Reference Model For State of Minnesota Agencies Planning and Version 2.0 March 8, 2012 658 Cedar Street Saint Paul, MN 55155 www.oet.state.mn.us PROVIDING THE LEADERSHIP AND SERVICES

More information

Office of the Auditor General AUDIT OF IT GOVERNANCE. Tabled at Audit Committee March 12, 2015

Office of the Auditor General AUDIT OF IT GOVERNANCE. Tabled at Audit Committee March 12, 2015 Office of the Auditor General AUDIT OF IT GOVERNANCE Tabled at Audit Committee March 12, 2015 This page has intentionally been left blank Table of Contents Executive Summary... 1 Introduction... 1 Background...

More information

SENIOR INFORMATION SYSTEMS MANAGER

SENIOR INFORMATION SYSTEMS MANAGER CITY OF PORTLAND Multiple SENIOR INFORMATION SYSTEMS MANAGER FLSA Status: Union Representation: Exempt Nonrepresented DEFINITION To plan, manage, supervise and coordinate information systems activities

More information

University of Wisconsin Platteville IT Governance Model Final Report Executive Summary

University of Wisconsin Platteville IT Governance Model Final Report Executive Summary University of Wisconsin Platteville IT Governance Model Final Report Executive Summary February 2013 Project Objectives & Approach Objectives: Build on the efforts of the Technology Oversight Planning

More information

Health Data Analytics. Data to Value For Small and Medium Healthcare organizations

Health Data Analytics. Data to Value For Small and Medium Healthcare organizations Health Data Analytics Data to Value For Small and Medium Healthcare organizations HEALTH DATA ANALYTICS WHITE PAPER JULY 2013 GREENCASTLE CONSULTING Abstract This paper is targeted toward small and medium

More information

Final. North Carolina Procurement Transformation. Governance Model March 11, 2011

Final. North Carolina Procurement Transformation. Governance Model March 11, 2011 North Carolina Procurement Transformation Governance Model March 11, 2011 Executive Summary Design Approach Process Governance Model Overview Recommended Governance Structure Recommended Governance Processes

More information

Windows 7 Upgrade Risk Mitigation Planning: Ensuring Windows 7 Upgrade Success

Windows 7 Upgrade Risk Mitigation Planning: Ensuring Windows 7 Upgrade Success November 2010 Windows 7 Upgrade Risk Mitigation Planning: Ensuring Windows 7 Upgrade Success By: Robert Schaper, Laplink Software Enterprise Solutions Contents Introduction 2 Risk and Cost 2 Upgrade Strategies

More information

The Modern Service Desk: How Advanced Integration, Process Automation, and ITIL Support Enable ITSM Solutions That Deliver Business Confidence

The Modern Service Desk: How Advanced Integration, Process Automation, and ITIL Support Enable ITSM Solutions That Deliver Business Confidence How Advanced Integration, Process Automation, and ITIL Support Enable ITSM Solutions That Deliver White Paper: BEST PRACTICES The Modern Service Desk: Contents Introduction............................................................................................

More information

The data centre in 2020

The data centre in 2020 INSIDE TRACK Analyst commentary with a real-world edge The data centre in 2020 Dream the impossible dream! By Tony Lock, January 2013 Originally published on http://www.theregister.co.uk/ There has never

More information

Defining Business Analytics and Its Impact On Organizational Decision-Making

Defining Business Analytics and Its Impact On Organizational Decision-Making February 2009 Defining Business Analytics and Its Impact On Organizational Decision-Making Research conducted by: Sponsored by: Contents Overview.....................................................................

More information

Oracle Cloud: Enterprise Resource Planning

Oracle Cloud: Enterprise Resource Planning Oracle Cloud: Enterprise Resource Planning Rondy Ng Senior Vice President Applications Development Safe Harbor Statement "Safe Harbor" Statement: Statements in this presentation relating to Oracle's future

More information

HAMPTON UNIVERSITY ONLINE Hampton University School of Business PhD in Business Administration

HAMPTON UNIVERSITY ONLINE Hampton University School of Business PhD in Business Administration Program Overview The PhD in Business Leadership and Administration is designed for professionals located nation wide who desire an advanced degree in business to excel in their careers. In addition, the

More information

White Paper. www.geodecisions.com

White Paper. www.geodecisions.com White Paper www.geodecisions.com A Geo Spatial Total Asset Management System (TAMS) To Improve Asset Management Decision Making Fall 2013 Abstract This paper describes a Geospatial Total Asset Management

More information

Audit of the Test of Design of Entity-Level Controls

Audit of the Test of Design of Entity-Level Controls Audit of the Test of Design of Entity-Level Controls Canadian Grain Commission Audit & Evaluation Services Final Report March 2012 Canadian Grain Commission 0 Entity Level Controls 2011 Table of Contents

More information

Accenture Federal Services. Federal Solutions for Asset Lifecycle Management

Accenture Federal Services. Federal Solutions for Asset Lifecycle Management Accenture Federal Services Federal Solutions for Asset Lifecycle Management Assessing Internal Controls 32 Material Weaknesses: identified in FY12 with deficiencies noted in the management of nearly 75%

More information

U.S. Department of the Treasury. Treasury IT Performance Measures Guide

U.S. Department of the Treasury. Treasury IT Performance Measures Guide U.S. Department of the Treasury Treasury IT Performance Measures Guide Office of the Chief Information Officer (OCIO) Enterprise Architecture Program June 2007 Revision History June 13, 2007 (Version 1.1)

More information

SOLUTION WHITE PAPER. Remedyforce Powerful Platform

SOLUTION WHITE PAPER. Remedyforce Powerful Platform SOLUTION WHITE PAPER Remedyforce Powerful Platform INTRODUCTION Any type of service desk needs a powerful technology platform to support their customers. However, several challenges arise when attempting

More information

Enabling IT Performance & Value with Effective IT Governance Assessment & Improvement Practices. April 10, 2013

Enabling IT Performance & Value with Effective IT Governance Assessment & Improvement Practices. April 10, 2013 Enabling IT Performance & Value with Effective IT Governance Assessment & Improvement Practices April 10, 2013 Today's Agenda: Key Topics Defining IT Governance IT Governance Elements & Responsibilities

More information

Internal Audit. Audit of HRIS: A Human Resources Management Enabler

Internal Audit. Audit of HRIS: A Human Resources Management Enabler Internal Audit Audit of HRIS: A Human Resources Management Enabler November 2010 Table of Contents EXECUTIVE SUMMARY... 5 1. INTRODUCTION... 8 1.1 BACKGROUND... 8 1.2 OBJECTIVES... 9 1.3 SCOPE... 9 1.4

More information

Maximizing Your IT Value with Well-Aligned Governance August 3, 2012

Maximizing Your IT Value with Well-Aligned Governance August 3, 2012 Maximizing Your IT Value with Well-Aligned Governance August 3, 2012 6 th Annual SoCal Excellence in Service Management Conference Your Presenter: Jason Brucker Associate Director within Protiviti's IT

More information

An RCG White Paper The Data Governance Maturity Model

An RCG White Paper The Data Governance Maturity Model The Dataa Governance Maturity Model This document is the copyrighted and intellectual property of RCG Global Services (RCG). All rights of use and reproduction are reserved by RCG and any use in full requires

More information

Oregon Employment Department. Unemployment Insurance Call Center Upgrade. May 28, 2010. Submitted by: Troy Rutten, CIO Oregon Employment Department

Oregon Employment Department. Unemployment Insurance Call Center Upgrade. May 28, 2010. Submitted by: Troy Rutten, CIO Oregon Employment Department Oregon Employment Department Unemployment Insurance Call Center Upgrade May 28, 2010 Submitted by: Troy Rutten, CIO Oregon Employment Department Category: Improving State Operations Project Team: Tom Byerley,

More information

Division of Information Technology. Strategic Plan 2012 THE GEORGE WASHINGTON UNIVERSITY

Division of Information Technology. Strategic Plan 2012 THE GEORGE WASHINGTON UNIVERSITY Division of Information Technology Strategic Plan 2012 THE GEORGE WASHINGTON UNIVERSITY 1 FROM THE CHIEF INFORMATION OFFICER FROM THE CHIEF INFORMATION OFFICER Dear Colleagues, The George Washington University

More information

IT Service Provider and Consumer Support Engineer Position Description

IT Service Provider and Consumer Support Engineer Position Description Engineer Position Description February 9, 2015 Engineer Position Description February 9, 2015 Page i Table of Contents General Characteristics... 1 Career Path... 2 Explanation of Proficiency Level Definitions...

More information

TBR. HCLT s App Test Factory Service Line Unit reduces testing costs and time to market for mobile applications. March 2014

TBR. HCLT s App Test Factory Service Line Unit reduces testing costs and time to market for mobile applications. March 2014 HCLT s App Test Factory Service Line Unit reduces testing costs and time to market for mobile applications March 2014 TBR T EC H N O LO G Y B U S I N ES S R ES EAR C H, I N C. 1 HCLT White Paper March

More information

Big Data Engineer Position Description

Big Data Engineer Position Description Engineer Position Description February 9, 2015 Engineer Position Description February 9, 2015 Page i Table of Contents General Characteristics... 1 Career Path... 2 Explanation of Proficiency Level Definitions...

More information

What to Look for When Selecting a Master Data Management Solution

What to Look for When Selecting a Master Data Management Solution What to Look for When Selecting a Master Data Management Solution What to Look for When Selecting a Master Data Management Solution Table of Contents Business Drivers of MDM... 3 Next-Generation MDM...

More information

IBM Maximo Asset Management solutions for the oil and gas industry

IBM Maximo Asset Management solutions for the oil and gas industry IBM Software Oil and Gas IBM Maximo Asset solutions for the oil and gas industry Helping oil and gas companies achieve operational excellence 2 IBM Maximo Asset solutions for the oil and gas industry Highlights

More information

AUTHORIZED INFORMATION TECHNOLOGY SCHEDULE PRICELIST GENERAL PURPOSE COMMERCIAL INFORMATION TECHNOLOGY EQUIPMENT, SOFTWARE & SERVICES

AUTHORIZED INFORMATION TECHNOLOGY SCHEDULE PRICELIST GENERAL PURPOSE COMMERCIAL INFORMATION TECHNOLOGY EQUIPMENT, SOFTWARE & SERVICES AUTHORIZED INFORMATION TECHNOLOGY SCHEDULE PRICELIST GENERAL PURPOSE COMMERCIAL INFORMATION TECHNOLOGY EQUIPMENT, SOFTWARE & SERVICES SPECIAL ITEM NUMBER 132-51 - INFORMATION TECHNOLOGY (IT) PROFESSIONAL

More information

7 things to ask when upgrading your ERP solution

7 things to ask when upgrading your ERP solution Industrial Manufacturing 7 things to ask when upgrading your ERP solution The capabilities gap between older versions of ERP designs and current designs can create a problem that many organizations are

More information

State of Michigan Department of Technology, Management & Budget

State of Michigan Department of Technology, Management & Budget State of Michigan Department of Technology, Management & Budget Information, Communications and Technology (ICT) Strategy Technical Advisory Services Prepared for: Deliverable F Road Map 24 February 2012

More information

ACCOUNTABLE CARE ANALYTICS: DEVELOPING A TRUSTED 360 DEGREE VIEW OF THE PATIENT

ACCOUNTABLE CARE ANALYTICS: DEVELOPING A TRUSTED 360 DEGREE VIEW OF THE PATIENT ACCOUNTABLE CARE ANALYTICS: DEVELOPING A TRUSTED 360 DEGREE VIEW OF THE PATIENT Accountable Care Analytics: Developing a Trusted 360 Degree View of the Patient Introduction Recent federal regulations have

More information

SAMPLE JOB DESCRIPTIONS

SAMPLE JOB DESCRIPTIONS SAMPLE JOB DESCRIPTIONS In this section we have provided a number of sample job descriptions. We hope that they will provide you with guidance as you develop job descriptions(s). Level Title Page Consultant

More information

Stepping Up to The Cloud:

Stepping Up to The Cloud: A research report prepared by: Publication sponsored by: TABLE OF CONTENTS Introduction: Reaching a Cloud Decision Point Tactical and Strategic Cloud Benefits Managing Key Challenges Plan For Change Sponsor

More information

Strategic Plan

Strategic Plan 2013-2016 Strategic Plan Office for Information Technology Message from the Chief Information Officer Shortly after Governor Corbett took office in 2011, the Office of Administration/Office for Information

More information

Strategic Plan FY 2014-2016

Strategic Plan FY 2014-2016 Strategic Plan FY 2014-2016 CONTENTS SUMMARY 3 ACADEMIC SERVICES 4 DATA MANAGEMENT & REPORTING 6 COMMUNICATIONS & COLLABORATION 7 IT SERVICES 8 INFRASTRUCTURE 9 SECURITY 10 BRAND BUILDING 11 INITIATION

More information

Bringing Control to Global Supply Management Business Process Management (BPM) and Advanced Project Management Practices

Bringing Control to Global Supply Management Business Process Management (BPM) and Advanced Project Management Practices Bringing Control to Global Supply Management Business Process Management (BPM) and Advanced Project Management Practices Jason Klemow, CTP, Partner The JK Group 301/948-2134; Jason@TheJKGroup.com Francine

More information

A Capability Model for Business Analytics: Part 2 Assessing Analytic Capabilities

A Capability Model for Business Analytics: Part 2 Assessing Analytic Capabilities A Capability Model for Business Analytics: Part 2 Assessing Analytic Capabilities The first article of this series presented the capability model for business analytics that is illustrated in Figure One.

More information

INSERT COMPANY LOGO HERE

INSERT COMPANY LOGO HERE INSERT COMPANY LOGO HERE Frost & Sullivan 1 We Accelerate Growth Industry Challenges As cloud solutions and technologies evolve, enterprises continue to show interest in how the cloud can help them achieve

More information

ACHIEVING OPERATIONAL EXCELLENCE AND CUSTOMER INTIMACY: ENTERPRISE APPLICATIONS

ACHIEVING OPERATIONAL EXCELLENCE AND CUSTOMER INTIMACY: ENTERPRISE APPLICATIONS ACHIEVING OPERATIONAL EXCELLENCE AND CUSTOMER INTIMACY: ENTERPRISE APPLICATIONS Content How do enterprise systems help businesses achieve operational excellence? How do supply chain management systems

More information

Business Continuity Position Description

Business Continuity Position Description Position Description February 9, 2015 Position Description February 9, 2015 Page i Table of Contents General Characteristics... 2 Career Path... 3 Explanation of Proficiency Level Definitions... 8 Summary

More information

Transform your customer relationships. Avanade Enterprise CRM Solutions

Transform your customer relationships. Avanade Enterprise CRM Solutions Transform your customer relationships Avanade Enterprise CRM Solutions Avanade has deployed more Microsoft Dynamics CRM solutions than any other organization in the world. Our CRM experts utilize our global

More information

Enabling SOA through organizational change and governance.

Enabling SOA through organizational change and governance. SOA governance and organizational change strategy White paper November 2007 Enabling SOA through organizational change Sandy Poi, Global SOA Offerings Governance lead, associate partner, Financial Services

More information

NASA s FY 2014 Management and Performance

NASA s FY 2014 Management and Performance National Aeronautics and Space Administration NASA s FY 2014 Management and Performance Including the FY 2012 Agency Performance Report And the FY 2013 Performance Plan Update FY 2014 Performance Plan

More information

A Privacy Officer s Guide to Providing Enterprise De-Identification Services. Phase I

A Privacy Officer s Guide to Providing Enterprise De-Identification Services. Phase I IT Management Advisory A Privacy Officer s Guide to Providing Enterprise De-Identification Services Ki Consulting has helped several large healthcare organizations to establish de-identification services

More information

can you effectively plan for the migration and management of systems and applications on Vblock Platforms?

can you effectively plan for the migration and management of systems and applications on Vblock Platforms? SOLUTION BRIEF CA Capacity Management and Reporting Suite for Vblock Platforms can you effectively plan for the migration and management of systems and applications on Vblock Platforms? agility made possible

More information

Information Technology Master Plan. Information Technology Master Plan

Information Technology Master Plan. Information Technology Master Plan Passion for Improving Performance Information Technology Master Plan Update: GGAF Subcommittee February 8, 2010 Information Technology Master Plan Update: Agenda Background City s Vision Master Plan Assessment

More information

An Introduction to the Technical Considerations of Social Business Version 1.0

An Introduction to the Technical Considerations of Social Business Version 1.0 An Introduction to the Technical Considerations of Social Business Version 1.0 November 2012 Contents An Introduction to the Technical Considerations of Social Business Version 1.0... 1 Acknowledgements...

More information

PHASE 1: INITIATION PHASE

PHASE 1: INITIATION PHASE PHASE 1: INITIATION PHASE The Initiation Phase begins when agency management determines that a business function requires enhancement through an agency information technology (IT) project and investment

More information

The expression better, faster, cheaper THE BUSINESS CASE FOR PROJECT PORTFOLIO MANAGEMENT

The expression better, faster, cheaper THE BUSINESS CASE FOR PROJECT PORTFOLIO MANAGEMENT Cloud Solutions for IT Management WHITE PAPER THE BUSINESS CASE FOR PROJECT PORTFOLIO MANAGEMENT How Progressive IT Organizations Are Using Hosted Solutions To Deliver On Time, On Budget, On Quota and

More information

EMC PERSPECTIVE. The Private Cloud for Healthcare Enables Coordinated Patient Care

EMC PERSPECTIVE. The Private Cloud for Healthcare Enables Coordinated Patient Care EMC PERSPECTIVE The Private Cloud for Healthcare Enables Coordinated Patient Care Table of Contents A paradigm shift for Healthcare IT...................................................... 3 Cloud computing

More information

The Information Management Center of Excellence: A Pragmatic Approach

The Information Management Center of Excellence: A Pragmatic Approach 1 The Information Management Center of Excellence: A Pragmatic Approach Peter LePine & Tom Lovell Table of Contents TABLE OF CONTENTS... 2 Executive Summary... 3 Business case for an information management

More information

System/Data Requirements Definition Analysis and Design

System/Data Requirements Definition Analysis and Design EXECUTIVE SUMMARY This document provides an overview of the Systems Development Life-Cycle (SDLC) process of the U.S. House of Representatives. The SDLC process consists of seven tailored phases that help

More information

WHY DO I NEED A PROGRAM MANAGEMENT OFFICE (AND HOW DO I GET ONE)?

WHY DO I NEED A PROGRAM MANAGEMENT OFFICE (AND HOW DO I GET ONE)? WHY DO I NEED A PROGRAM MANAGEMENT OFFICE (AND HOW DO I GET ONE)? Due to the often complex and risky nature of projects, many organizations experience pressure for consistency in strategy, communication,

More information

Section B Standard Five T

Section B Standard Five T Standard Five-T Information Technology Since 2004, the technology support landscape at Lane has undergone dramatic changes. Staff reductions and organizational changes have tested the ability of technology

More information

---Information Technology (IT) Specialist (GS-2210) IT Security Competency Model---

---Information Technology (IT) Specialist (GS-2210) IT Security Competency Model--- ---Information Technology (IT) Specialist (GS-2210) IT Security Model--- TECHNICAL COMPETENCIES Computer Forensics Knowledge of tools and techniques pertaining to legal evidence used in the analysis of

More information

POLAR IT SERVICES. Business Intelligence Project Methodology

POLAR IT SERVICES. Business Intelligence Project Methodology POLAR IT SERVICES Business Intelligence Project Methodology Table of Contents 1. Overview... 2 2. Visualize... 3 3. Planning and Architecture... 4 3.1 Define Requirements... 4 3.1.1 Define Attributes...

More information

Service Level Management

Service Level Management Process Guide Service Level Management Company ABC Service Improvement Program (SIP) Process Guide Service Level Management Table of Contents Document Information... 3 Approval... 4 Section 1: Process

More information

LEADing Practice: Artifact Description: Business, Information & Data Object Modelling. Relating Objects

LEADing Practice: Artifact Description: Business, Information & Data Object Modelling. Relating Objects LEADing Practice: Artifact Description: Business, Information & Data Object Modelling Relating Objects 1 Table of Contents 1.1 The Way of Thinking with Objects... 3 1.2 The Way of Working with Objects...

More information

Architecting enterprise BPM systems for optimal agility

Architecting enterprise BPM systems for optimal agility Architecting enterprise BPM systems for optimal agility Dr Alexander Samarin www.samarin.biz About me An enterprise solutions architect From a programmer to a systems architect Experience in scientific,

More information

IBM Cognos Business Intelligence Scorecarding

IBM Cognos Business Intelligence Scorecarding IBM Cognos Business Intelligence Scorecarding Successfully linking strategy to operations Overview Scorecarding offers a proven approach to communicating business strategy throughout the organization and

More information