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
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