1 Principles of IT Governance Governance of enterprise IT focuses on delivering services to support top line growth while moving operational savings to the bottom line.
2 The management of IT services has various descriptions depending on business domain, management style, and technical platform. In an emerging market or expanding business domain, one common attribute of any successful IT organization is the transition from operational effectiveness to strategy focused. These firms do not abandon their operational excellence roots. Rather they place these operational activities in their proper place as the foundation of a Strategy Focused Organization. Strategy, objectives, and their measurements processes are installed as a means of managing the operational effectiveness of the IT organization in the presence of this transition process. The first step in this process is the realization the difference between operational effectiveness and strategy. Operational Effectiveness is necessary, but Strategy provides the means to differentiate a firm from its competition.
3 Drivers for IT Governance Situation Weak leverage of resources creates the perception that IT is a cost rather than an asset The role of IT reliant business processes have moved to the enterprise level Corporate IT governance is no longer a luxury, it s the law Cost of poor governance obscures the traceability of value of IT investments to their benefits Beneficial Outcome Value engineering redirects IT to focus on cost and productivity management Silos of IT reliant systems are moved to the enterprise level for lateral deployment rather than vertical isolation Compliance with the law must include the business benefits Making costs and delivered value fully visible allows all stakeholders to see the returns on the balance sheet
4 Developing a Strategy Focused Organization produces a change in the behavior of IT as well. Instead of managing the operations in a static role, IT leadership governs the IT resources and services through leadership as well as stewardship. The desire to close the common gaps found in many IT organizations is the motivation for this governance approach. IT operations are many times seen as a cost center. This cost center view comes about because there is no traceability of costs to business value. Traditional IT systems have grown up in operational silos. Transforming these silos to enterprise enablers is the goal of governance. SOX, Director Boards, investors have changed to role of IT management. Visibility into all costs, including IT costs is now mandatory for all responsible publicly traded companies.
5 The Role of IT Governance Fact based strategy setting Manage from the customer s point of view within the corporate framework Drive participation of senior management Be both strategic and tactical Trace all costs to business value in all activities Provide iterative and incremental improvements Treat architecture, technology and security as enterprise issues Install, motivate, and lead a high performance organization
6 Governance fills the gaps that naturally form between business and technical domains and between management and strategy. In traditional IT operations technology and business are readily visible to senior management. What s missing is visibility into the activities in the white space between technology and business. Managing these gaps is the role of the IT Governance The alignment gap appears when IT investments are not traceable to business strategy. The execution gap appears when those tasked with delivering IT products and services don t have a clear line of sight to the corporate strategy. The innovation gap appears when IT leadership and staff are not connected to the needs of the market, emerging technologies and the investment strategies for future needs.
7 Leadership Governance Management The Role of Governance Business Mission Business Mission Provide Leadership and and Management of of across across all all IT IT activities Strategic Alignment Alignment Gap IT Strategy IT Strategy Execution Excellence Execution Gap Architecture Innovative Solutions Innovation Gap Operations
8 Getting aligned is not an event, it is a continuous improvement process. Alignment must be tested through strategies, objectives, and metrics. Alignment starts with the business leadership team. Build consensus and commitment around the strategy Executive participation in the strategy formulation Executive education regarding strategy implementation Understand the benefits of a strategy focused organization How will the IT strategy benefit an individual department or function? How will IT strategy help achieve to overall mission of the firm? Demonstrate the power of an IT strategy Require participation and stewardship from all stakeholders
9 Strategic Alignment Aligns IT initiatives with business objectives Ties system planning processes to business growth plan and bookable benefits Manages enterprise initiatives through portfolios of projects in support of strategic objectives Informs management of the activities and results of IT investment
10 Before IT projects can be identified to fulfill the strategic needs of the firm, an understanding of their performance measures, connection to strategy, and their past performance is needed. Project Portfolio Management is one means of integrating these needs: Project delivery is more than schedule and budget compliance. Projects must deliver the right value to the business processes, at the right time, for the right solution creating value not just benefits. Benefits are bookable on the balanced sheet. Value is visible to the market and customers. This value creation process is more than just keeping on schedule. It is about understanding the business needs. This understanding comes from knowing the business beyond specifying the technical details of a software system. The IT leader must be an integral part of the process development process.
11 Portfolio Management Prioritizes and selects IT initiatives Understands how non discretionary budget supports the bottom line Uses discretionary budget to increase the top line or remove cost from product stream Directly measures the impact of IT spending on the balance sheet
12 Once the specific needs of the organization are identified, prioritization of the solutions takes place. This selection process has many challenges. Defining the value of a project must connect the investment with its contribution to strategic goals. Simple monetary returns are necessary but not sufficient. Quantifying the benefits must consider financial, customer satisfaction, investment returns, strategic positioning, competitive assessment, and other intangible benefits to the firm. Real options is one IT quantification method used to produce tangible assessments in the presence of uncertainty. Balancing need for systems with the capacity to deliver is a continuous process. Continually assessing the portfolio of projects and their contribution to the corporate strategy is the role of senior management.
13 Project Selection & Prioritization Challenges to Excellence Selecting the best valued projects Quantifying benefits as a basis of constructing a portfolio Balance demand within limited appropriations and investments A view of the portfolio as new projects are initiated Strategies for Delivery Use a uniform and consistent project selection process based on defined metrics Define weighted paired comparison analysis process Formal reserve list available when more funds become available Incorporate reporting and resource management.
14 There are four basic project types in any modern IT organization providing mission critical services. Type I Projects essential for the firm to remain in business and provide a unique service or product. These projects form the basis of normal operations. Without these projects the firm can not continue to prosper and grow. Type II - Projects that have to be done, but don t differentiate the firm in the marketplace. These are daily operations or regulatory compliance projects. Type III Projects that are not essential, but create an advantage for the firm. These are experimental projects to test new strategies, evaluate opportunities, or simply to explore new avenues of product and service delivery. Type IV - The business would survive without these projects. These are projects that must be avoided.
15 Project Criteria Critical to the Mission Type II Projects that have to be done, but don t differentiate the firm in the marketplace Type IV The business would survive without these projects Type I Essential projects for the firm to remain in business and provide a unique service or product Type III Differentiating to the business in the marketplace Project is not essential, but creates an advantage for the firm
16 In order for any IT organization to be considered part of the corporate strategy its financial affairs must be kept in order. At best IT is a 2 nd order impact on profitability. 1 st order impacts come from revenue, sales margins, volume, supplier costs and other direct cost structures. For IT to fully participate in the corporate strategy, traceability from investment to value creation is needed. This traceability starts with a detailed understanding of the cost structure of IT services. Not just cost, but the structure of those costs and each cost s contribution to value creation. Seeing IT as an information factory that produces consumable items for a specific cost of goods, is a starting point. IT can then be put on the same unit of measure footing as other products and services of the firm.
17 Financial Accountability Accurately measures the impact of IT investments Focuses on selection and prioritization Categorizes investments as Fundamental to the business Innovative the business Growing the business Rational experiments
18 Balanced Scorecard is a means of connecting strategy with operational excellence. Any modern firm is expected to be competitive, accountable, customer friendly, and fiscally responsible. The external world is highly unstable, so planning systems must deal with this uncertainly. This is even more so for IT systems. Rapidly changing technologies are only the start of this uncertainty. Research shows 9 out of 10 firms fail to execute on their strategy: Only 5% of the work force understands the strategy Only 25% of the managers have personal objectives and incentives linked to strategy 60% of organizations don t link budgets to strategy 85% of executive teams spend less than one hour per month discussing strategy
19 Balanced Scorecard Approach Mobilize change and improvement through executive leadership Translate the strategy to operational terms Align the organization to the strategy Motivate by making strategy everyone s job Learn and adapt through continuous improvement process Govern to make strategy a continual process
20 Creating a performance based IT organization based on business performance as well as technical performance requires several critical principles to be followed. Translate the IT strategy to operational terms, so everyone can understand the goals of the larger firm. Link and align the organization around the IT strategy to create a line of sight from the board room to the computer room. Make strategy everyone's job through personal contribution to strategic implementation. Make strategy a continuous process through organizational learning and adapting. Provide an agenda for change for executive leadership top mobilize this change.
21 Scorecard Metrics Move away from the cost center paradigm and toward the value creation paradigm Link what IT does and what IT does for the business Recognize that every investment must create value infrastructure is the cost of doing business, but it can still be measured Produce measures that the CEO, CFO, Board, and shareholders actually care about
22 In many business domains operational excellence is seen as a back office attribute. Operations are out of sight and many times out of mind. Senior managers usually focus on strategy, planning, budgeting, and other capital based decision making. At times this leaves operations as a second class citizen. In the IT domain, operations is a critical success factor for the firm. But IT operations must also provide a platform for strategy, planning, budgeting and other capital based decision making processes. Without a stable, reliable, scalable, and secure operations organization, the expansion of any firm is at risk. It is through operational innovation, that expansion can be implemented. Simple scaling laws prevent a linear example in most business domains. Something new is needed.
23 Operational Excellence Applications development and deployment based on a repeatable Software Development Life Cycle Production management tied to business processes Technical architecture assures operational integrity Security actively managed as a first priority
24 Conventional implementation of IT services often lead to failure in the presence of disruptive markets. Firms that follow traditional implementation methodologies inevitably take too long getting to market with their products and services. When traditional methods are applied in the IT domain, there is too much to be done, too many systems to be integrated, taking too long for the benefits to flow to the bottom line. Building software systems to meet the needs of a disruptive market requires innovation to delivery IT services. This innovative approach should be: Iterative and incremental. Built on direct feedback from customers Break large scale deployments into a series of limited releases Continually reaffirm that delivered value matches the strategy
25 Operational Innovation Invention and deployment of new ways of doing things Acknowledge the core value creating work of operations Acknowledge operational performance as a driver of financial results Look for process breakthroughs to gain traction across the organization
26 The active promotion and execution of a Strategy Focused IT organization starts with awareness. All employees have top of the mind awareness of strategy. Strategic priorities are repeatedly communicated through multiple media outlets. Department, Team, and Individual goals are aligned with the strategy Departments, Teams, and Individuals have a feedback forum in which their ideas are heard and acted on. In a successful IT Enabled organization, the critical few must continually focus the operational many on the goal of differentiating the organization to create a competitive advantage. This does not mean separation of roles or a hierarchy of knowing. It does mean that executing strategy is just a critical a job as delivering products and services.
27 Executing the IT Strategy Strategic Outcomes Mission and Business Results Customer Results Mission and Business critical results aligned with Business Strategy measured from the customer s perspective. Value Processes and Activities Direct effects of day-to-day activities and broader processes driven by the desired outcomes. Mode of delivery and business processes driven by strategy Human Capital Value Technology Other Fixed Assets Key enablers measured through their contribution to outputs and outcomes.
28 The process of governance must be repeatable. Not just repeatable across the organization, but repeatable in time. Governance is possessing core competencies to manage both tangible and intangible assets: Management of tangible assets Managing quality Managing risk Managing money Managing technology Management of intangible assets Managing strategy Managing people Managing customers These core competencies are operate inside a repeatable governance process to produce a center of excellence.
29 Repeatable Processes Mobilize Translate Align Motivate Govern A process to mobilize the IT organization to be strategy focused A process to describe and communicate the strategy inside and outside IT A process to align IT organization around the corporate strategy A process to ensure personal objectives and incentives are supporting the strategy An integrated reporting and decision making process to senior management
Department of Industrial Engineering Total Quality Management (TQM) presented by Dr. Eng. Abed Schokry Policy, strategy and goal deployment Chapter 4 ١ Chapter 4: Learning Outcomes After successful studying
Bridgework: An Effective Approach to Transition from Risk Assessment to Enterprise Risk Management @Copyright Cura Software. All rights reserved. No part of this document may be transmitted or copied without
Blending Corporate Governance with Information Security WHAT IS CORPORATE GOVERNANCE? Governance has proved an issue since people began to organise themselves for a common purpose. How to ensure the power
Self-Assessment A Product Audit Are You Happy with Your Product Results When was the last time you really assessed your products and your organization s ability to create and deliver them to the marketplace?
An Implementation Roadmap The 2nd Abu Dhabi IT s Forum P J Corum, CSQA, CSTE, ITSM Managing Director Quality Assurance Institute Middle East and Africa Dubai, UAE Quality Assurance Institute Middle East
WHITE PAPER The Communications Audit NEVER MORE RELEVANT, NEVER MORE VALUABLE: VALUE PROPOSITION OBJECTIVES METHODOLOGY BY GARY DOLZALL CHIEF COMMUNICATIONS OFFICER I. INTRODUCTION: THE VALUE PROPOSITION
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,
Overview The Business Analysis Capabilities Assessment is a framework for evaluating the current state of an organization s ability to execute a business automation effort from and end-to-end perspective..
Linking Risk Management to Business Strategy, Processes, Operations and Reporting Financial Management Institute of Canada February 17 th, 2010 KPMG LLP Agenda 1. Leading Practice Risk Management Principles
Introduction CSR / Sustainability Governance and Management Assessment By Coro Strandberg Principal, Strandberg Consulting www.corostrandberg.com June 2015 Companies which adopt CSR or sustainability 1
BPR AND PERFORMANCE MEASUREMENT Business Process Reengineering by Lampathaki F., Koussouris S., Psarras J. Performance A performance measurement is a comparison of actual returns against a pre-specified
ANNUAL CONFERENCE T O P I C Risk Management WORKING Hand IN Hand: Balanced Scorecards AND Enterprise Risk Management B Y M ARK B EASLEY, CPA; A L C HEN; K AREN N UNEZ, CMA; AND L ORRAINE W RIGHT Recent
Driving Operations through Better, Faster Decision Making Driving Operations through Better, Faster Decision Making Operations faces increasing pressure from all sides. Picky customers know that your competitors
TRANSFORMING FOR SUCCESS: CONTINUOUS VALUE CREATION Brian Shea President, Investment Services Suresh Kumar Chief Information Officer November 12, 2013 The Investments Company for the World Leading Servicer
A white paper prepared by Prophix Executive summary The continual changes in the business climate constantly challenge companies to find more effective business practices. However, common budgeting limitations
1/22 As a part of Qlik Consulting, works with Customers to assist in shaping strategic elements related to analytics to ensure adoption and success throughout their analytics journey. Qlik Advisory 2/22
What is it and how to audit it 21 April 2009 Agenda Can you define What are the key objectives of How should be structured Roles and responsibilities Key challenges and barriers Auditing Scope Test procedures
: Delivering Value from IS & IT Investments John Ward and Elizabeth Daniel John Wiley & Son Ltd ISBN: 9780470094631, 399 pages Theme of the Book This book explores a process and practical tools and frameworks
A white paper prepared by PROPHIX Software October 2006 Executive Summary The continual changes in the business climate constantly challenge companies to find more effective business practices. However,
Benchmarking Business Relationship Management The Four Faces of Building Value with Major Suppliers Benchmarking best practice... central to emerging next practice Leaders of the International Procurement
The Asset Management Landscape ISBN 978-0-9871799-1-3 Issued November 2011 www.gfmam.org The Asset Management Landscape www.gfmam.org ISBN 978-0-9871799-1-3 Published November 2011 This version replaces
Project Portfolio Management Breaking through the barrier to sustained growth and profitability Dr. Jim Wasson, PMP (firstname.lastname@example.org) October 8, 2013 Presentation Topics What is Project
Growing Your Business Through The Project Management Office Increasing Throughput Rate Achieving higher customer satisfaction Strengthening the weakest link Identifying the bottlenecks Reducing the program
BIG DATA KICK START Troy Christensen December 2013 Big Data Roadmap 1 Define the Target Operating Model 2 Develop Implementation Scope and Approach 3 Progress Key Data Management Capabilities 4 Transition
Software II Lecture 13 Software Engineering CUGS Kristian Sandahl Department of Computer and Information Science Linköping University, Sweden email@example.com A Software Life-cycle Model Which
Leading Financial Services firm overhauls Corporate Performance Management Ecosystem to Achieve Predictability in Financial Performance Abstract A leading financial services firm in the Asia-Pacific region
Sustainability Value Management: Stronger metrics to drive differentiation and growth By Alexander Holst Can a focus on sustainability also drive stronger business performance and tangible financial results?
OPTIMUS SBR CHOICE TOOLS. PRECISION AIM. BOLD ATTITUDE. Optimizing Results with Business Intelligence Governance This paper investigates the importance of establishing a robust Business Intelligence (BI)
Data Governance Unlocking Value and Controlling Risk 1 White Paper Data Governance Table of contents Introduction... 3 Data Governance Program Goals in light of Privacy... 4 Data Governance Program Pillars...
Business Analysis Standardization & Maturity Contact Us: 210.399.4240 firstname.lastname@example.org Copyright 2014 Enfocus Solutions Inc. Enfocus Requirements Suite is a trademark of Enfocus Solutions Inc.
IT Service Desk Health Check & Action Plan Version: 1.0 Date: April, 2003 Authors: Fatima Cabral, Gary Case, David Ratcliffe Pink Elephant Leading the Way in IT Management Best Practices www.pinkelephant.com
Business Performance Management Beth T. Smith Vice President, IBM Business Performance Management Agenda Business performance management market Business performance management from IBM Why IBM for business
ACG s Growth Strategy and High Performance Business Consulting Services ACG delivers telecom market share/forecast reports, consulting services, business case analysis, product and service message testing.
COBIT 5 For Cyber Security Governance and Management Nasser El-Hout Managing Director Service Management Centre of Excellence (SMCE) Cybersecurity Governance using COBIT5 Cyber Defence Summit Riyadh, KSA
Strategic Plan Valid as of January 1, 2015 SBP 00001(01/2015) 2015 City of Colorado Springs on behalf of Colorado Springs Page 1 of 14 INTRODUCTION Integrated and long-term strategic, operational and financial
INNOTAS EBOOK The Transformational CIO The Change Agent That Drives Business Strategy Table of Contents Introduction.... 3 Shifting the Focus to Strategic IT Projects.... 4 Adding Value Through IT Operations....
Security Expansion Through Risk Analysis Leveraging Corporate Risk to drive Security Expansion Why is security so expensive? Threats and vulnerabilities are a growth industry security as a field must keep
PRACTICES REPORT BEST PRACTICES SURVEY: AGGREGATE FINDINGS REPORT Business Intelligence and Analytics: Leveraging Information for Value Creation and Competitive Advantage April 2007 Table of Contents Program
RG Perspective Aligning IT to the Strategic Plan Why it s permanently number one on your to-do list 11 Canal Center Plaza Alexandria, VA 22314 HQ 703-548-7006 Fax 703-684-5189 www.robbinsgioia.com 2013
ENTERPRISE PROJECT MANAGEMENT OFFICE QUALITY MANAGEMENT SYSTEM ISO 9001:2008 STATE CHIEF INFORMATION OFFICER CHRIS ESTES DEPUTY STATE CHIEF INFORMATION OFFICER AARON WIENSHIENK DEPARTMENT MANAGER JAMES
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
Measuring Organizational Performance Reid A. Zimmerman, PhD, CFRE Dashboards and Scorecards The Best and Worst Dashboards or Scorecards What should they do? Why are they useful? Reid A. Zimmerman, PhD,
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
4/1/2015 1 The University of Tennessee IT Governance Process (Restructured) The current University of Tennessee Statewide IT Governance model was implemented in 2012, established to provide a structure
CEO Seminars Executive Action Learning Seminars CEO Club Executive Courses International Institute of Management Executive Education Courses Harvard Balanced Scorecard Review Med Jones International Institute
Human Capital Analytics and Metrics John Dooney, Manager, Strategic Research --- 703-535-6349 Human Capital Analytics Today Leading People. Leading Organizations. Highest purpose for human capital analytics:
QAIassist Software Development Methodology Implementation Guide QAIassist Integrated Methodology is an effective process-based methodology incorporating the three (project management, software development,
2015 2015 South African Cloud Based Solutions to the Contact Centre Product Leadership Award Contents Background and Company Performance... 3 Industry Challenges... 3 Implementation Excellence... 4 Product
Trustee Leadership Forum for Retirement Security Inaugural Meeting Summary On May 17-18, 2011, the Initiative for Responsible Investment hosted a meeting of laboraffiliated public and Taft-Hartley pension
Implementing a Data Governance Initiative Presented by: Linda A. Montemayor, Technical Director AT&T Agenda AT&T Business Alliance Data Governance Framework Data Governance Solutions: o Metadata Management
IT Performance Management: The Framework Initiating an IT Performance Management Program February 2007 IT Performance Management Group Bethel, Connecticut Executive Summary This Insights Note will provide
I D C E X E C U T I V E I N S I G H T S Helping Enterprises Succeed: Responsible Corporate Strategy and Intelligent Business Insights May 2009 By Albert Pang, Research Director, Enterprise Applications
Balanced Scorecard: linking strategic planning to measurement and communication Gulcin Cribb and Chris Hogan Bond University, Australia Abstract This paper discusses issues and strategies in implementing
Best Practices in Strategic Planning Charles Aubrey V.P. Performance Excellence AndersonBrecon An AmerisourceBergen Company 1 Foundation Where do We Begin? 2 HOSHIN KANRI Hoshin Kanri Policy Deployment
Operational Risk Management - The Next Frontier The Risk Management Association (RMA) Operational risk is not new. In fact, it is the first risk that banks must manage, even before they make their first
RTM Consulting Resource Management as a Service (RMaaS) The Case for Outsourcing Resource Management Marc Lacroix Managing Partner RTM Consulting 2 2012-2014. All rights reserved. Overview Every professional
Government Business Intelligence (BI): Solving Your Top 5 Reporting Challenges Creating One Version of the Truth Enabling Information Self-Service Creating Meaningful Data Rollups for Users Effortlessly
quality Quality management principles One of the definitions of a principle is that it is a basic belief, theory or rule that has a major influence on the way in which something is done. Quality management
Software Lecture 9 Software Engineering CUGS Spring 2011 Kristian Sandahl Department of Computer and Information Science Linköping University, Sweden A Software Life-cycle Model Which part will we talk
Value Based Management for the New Economy Jürgen H. Daum SAP AG Topics 1 The New Economics after the e-business Revolution 2 Value Based Management in an New Economy - the role of the CFO 3 The need for
BEST PRACTICES WHITE PAPER Maximize the synergies between ITIL and DevOps By Anthony Orr, Director of Service Management, Office of the CTO, BMC Software TABLE OF CONTENTS EXECUTIVE SUMMARY...............................................
Information Governance Workshop David Zanotta, Ph.D. Vice President, Global Data Management & Governance - PMO Recognition of Information Governance in Industry Research firms have begun to recognize the
COMMONWEALTH OF MASSACHUSETTS Implementation Roadmap February 2003 February 2003 Page 165 of 191 February 2003 Page 166 of 191 A. INTRODUCTION The findings and recommendations of the Enterprise IT Strategy
RL Consulting IT Service Management The Role of Service Request Management Prepared by: Rick Leopoldi June 1, 2007 Copyright 2001-2007. All rights reserved. Duplication of this document or extraction of
Build Innovation into Your Strategy Genius is 1% inspiration and 99% perspiration. Thomas Edison Abstract Innovation can include both paradigm-busting breakthroughs and incremental improvements in existing
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
2014 BA Convention Benefits Realization Management: Ensuring business analysis delivers ROI Prasad Kamath Board Member of International Requirements Engineering Board (IREB), Germany 2014 BA Convention
Global Excellence Mergers and Acquisitions: The Dimension A White Paper by Dr Walid el Abed CEO Trusted Intelligence Contents Preamble...............................................................3 The
2016 Survey on Leadership Development Table of Contents 3 9 Executive Summary About Survey Respondents 15 Leadership Development definition & scope Leadership Development inside organizations 24 36 Leadership
Customer Service Analytics: A New Strategy for Customer-centric Enterprises A Verint Systems White Paper Table of Contents The Quest for Affordable, Superior Customer Service.....................................
An Introduction to Sustainability Reporting There is a growing movement, worldwide, to not only be a more responsible corporate citizen, but to trade on that fact and Sustainability Reporting is the lynchpin
The Five Disciplines of Channel Management Drive Your Partner Investments to a Competitive Advantage and Improve Your Company s Efficiency and Effectiveness Executive summary In today s business environment,
White Paper March 2009 Government performance management Set goals, drive accountability and improve outcomes 2 Contents 3 Business problems Why performance management? 4 Business drivers 6 The solution
Service assurance for communications service providers White paper Improve service quality and enhance the customer experience. December 2007 2 Contents 2 Overview 2 Move to a competitive business model
Stress testing & scenario analysis 1 Enterprise stress testing and scenario analysis, the process whereby s assess their financial resilience to macro-economic or market-driven scenarios, has changed almost
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
Introduction to Strategic Supply Chain Network Design Perspectives and Methodologies to Tackle the Most Challenging Supply Chain Network Dilemmas D E L I V E R I N G S U P P L Y C H A I N E X C E L L E
INSTITUTE OF CERTIFIED PUBLIC ACCOUNTANTS OF KENYA ASSET MANAGEMENT SEMINAR SEPTEMBER 9 TH -11 TH, 2015 Asset Information Credibility. Professionalism. AccountAbility 1 Asset Information 2 Content 1. Stakeholders
The RSA GRC Reference Architecture Abstract This paper is a primer on the RSA GRC Reference Architecture a visual representation of the GRC framework needed within an organization to meet today s governance,
Considerations for Outsourcing Chris Luxford, Director Contact Centre Technology Practice, 3D Networks Save 90% of your operational labour costs!!! Improve your bottom line ten fold!!! Dramatically reduce
ITA Strategic Plan FY 2011 - FY 2016 U.S. Army Information Technology Agency REALIZING The DoD ENTERPRISE COMPUTING ENVIRONMENT Creating connections THROUGH SERVICE & WORKFORCE EXCELLENCE Provide Quality
Chapter 2 Anatomy of an Enterprise Software Delivery Project Chapter Summary I present an example of a typical enterprise software delivery project. I examine its key characteristics and analyze specific
Supplier Relationship Management (SRM) Redefining the value of strategic supplier collaboration As today s integrated supply chains require collaboration at many levels and from various functions, executives
Offshore Development Team on Demand We can save your time and money while providing invaluable expertise in building up your own custom software development team. Our extensive experience in numerous software