Hoeveel is uw informatievoorziening waard?

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1 Hoeveel is uw informatievoorziening waard? Meer waarde uit IT met het IT Capability Maturity Framework (IT-CMF)

2 Agenda TNO en IT Besturing Achtergrond en positionering van het IT-CMF IT-CMF in de diepte IT-CMF aan den lijve Conclusies

3 Aandachtsgebieden parlementair onderzoek naar ICTprojecten bij het Rijk. IT Besturing! De business cases Bestuurlijke complexiteit Aanbestedingsproblematiek Security by design Politieke realiteit Het huis van Thorbecke Algoritmen Hackers Informatievoorziening nu en in 2020 Doorzettingsmacht RAMS SHEEP*en schattingskwaliteiten Informeren van de Kamer Leveranciersoptimisme Ketens Doelgroepen Wetswijzigingen Function creep Contract management Openheid naar de pers Organisatieprocessen Personeelsbeleid Open soure software Semantiek Paradigma s Uurtje/factuurtje Aansprakelijkheid Kennis van zaken Public value PPS en sturing * Reliability, Availability, Maintainability, Safety, Security, Health, Environment, Economics en Politics Bron: Beschijf de wereld, Peter Lievense, 7 juni 2012

4 About TNO TNO is a Dutch independent R&D Organisation, founded by law in 1932 to stimulate innovation in The Netherlands. Mission TNO connects people and knowledge to create innovations that boost the sustainable competitiveness of industry and well-being of society. Keywords Major societal problems Innovation and valorisation Smart solutions for complex problems Broad and in-depth knowledge Multidisciplinary Cooperation

5 TNO s ambitie op het gebied van IT besturing Organisaties in Nederland helpen meer waarde uit IT te halen door focus in besturing en management op doeltreffende IT TNO hanteert daarvoor het IT Capability Maturity Framework (IT-CMF) TNO is kennispartij die zorgt voor uitbreiding en verversing van het framework. TNO richt zich op de meer complexe besturingsvraagstukken, zoals: (Vitale) ketens in Nederland robuuster en effectiever maken door besturen en managen van informatievoorziening in ketens van organisaties

6 Agenda TNO en IT Besturing Achtergrond en positionering van het IT-CMF IT-CMF in de diepte IT-CMF aan den lijve Conclusies

7 Waarom IT-CMF: 3 redenen 1 Het framework heeft primair focus op business waarde van IT 2 Het framework is een overkoepelend framework 3 Het framework is tot stand gekomen in een netwerk van partners en gebaseerd en is gebaseerd op bewezen practices uit de praktijk

8 IT-CMF is holistic framework to help CIOs resolve key IT Management issues Strategic issues Business Alignment Value measurement and impact management Change management issues Performance Improvement Management IT Outsourcing/Cloud Management Transformation and innovation Operational issues IT funding and portfolio management Talent and skills competence Management Service Management resource planning Risk and Security Management (governance) Enterprise Architecture and Information Management (Big Data)

9 IT-CMF is een overkoepelend framework

10 IT-CMF is focused on realizing more business value from IT Gericht op Beslissers, bestuurders CIO s en IT managers

11 IT-CMF partner netwerk Steering Patrons TNO is primary knowledge partner Patrons >6 years of development 60k+ man hours Always in development Thorough development process Applied at > 70 organisations worldwide

12 TNO is partnering in multiple ways with respect to the IVI Research and Innovation Partner Developing and integrating IT-CMF practices with a framework for IT Chain Management Maturity Integrating existing TNO knowledge and contribute to the IVI community e.g. IT security knowledge and practices to the IT-CMF framework and community Patron Member Guiding the direction and roadmap of IVI Contributor Deploying the IT-CMF in the Netherlands Participating in the user community Chairing and hosting the IT value chain working group

13 Agenda TNO en IT Besturing Achtergrond en positionering van het IT-CMF IT-CMF in de diepte IT-CMF aan den lijve Conclusies

14 IT-CMF uses a closed control loop of capabilities Managing IT like a business Managing the IT budget Managing IT for business value Managing the IT capability

15 IT-CMF - 34 Core Capabilities Managing IT like a business Managing the IT budget Managing the IT capability Managing IT for business value ITG BPM BP SP DSM CFP RM AA ODP SRC IM SAI SICT EIM IT Leadership and Governance Business Process Management Business Planning Strategic Planning Demand & Supply Management Capacity Forecasting & Planning Risk Management Accounting & Allocation Organisation Design & Planning Sourcing Innovation Management Service Analytics & Intelligence Sustainable Information & Communication Technology Enterprise Information Management FF BGM PPP BOP Funding & Financing Budget Management Portfolio Planning & Prioritisation Budget Oversight & Performance Analysis EAM TIM PAM ICM RAM RDE SD SRP UTM UED PPM SUM CAM Enterprise Architecture Management Technical Infrastructure Management People Asset Management Intellectual Capital Management Relationship Asset Management Research, Development & Engineering Solutions Delivery Service Provisioning User Training & Management User Experience Design Program & Project Management Supplier Management Capability Assessment & Management TCO BAR PM Total Cost of Ownership Benefits Assessment & Realisation Portfolio Management

16 IT Capability Maturity as a measure for current and target maturity Maturity level IT value contribution High 5 Optimising IT enables and drives business value creation and business opportunities IT is fully aligned with business strategy and anticipates business needs 4 Advanced IT focuses on business value creation Value oriented IT management using various industry best practices 3 Intermediate 2 Basic IT directly contributes to business value creation in some areas IT turns toward focusing on business value creation, but is mostly understood as service provider IT mainly provides services allowing business to create value IT focuses on delivering solutions for business needs, but not a value creator on its own Increasing contribution to business value Low 1 Initial IT disconnected from business value creation IT is not an integral part of value creation

17 IT-CMF Set van documenten en materialen High $ Value of maturity - Evidence and anecdotes of value delivered to companies who increased maturity Practices - Best practices and case studies of how companies improved maturity Business Value Assessment Tool Maturity Curve - Level-by-level assessment questions to determine a company s strengths and weaknesses - Five-level maturity curve framework and supporting evidence Reference Materials - Collection of whitepapers, academic journals, books, and consortium-submitted content Low Process Definition - Proposed industry standard definition for a set of capabilities

18 IT-CMF Capability beschrijving Definition Business Planning defines the process for creating an operational business plan based on the strategic outcomes/imperatives of the IT strategic plan. The fundamental objective is to develop a repeatable process to define resource-feasible, winning business plans that set forth required investments and expected returns across a multi-year horizon to meet IT s strategy (and ultimately the Enterprise s strategy). This process creates a business plan for the IT organization which defines the key capabilities and outcomes which are required if the organisation is to be successful. The plan takes account of current capabilities and restrictions and defines the approach for the organisation to best achieve it s strategic targets. A key decision in IT Business Planning is to decide and plan for the predominant business model for the IT capability - i.e. cost centre, service centre, investment centre or value centre. What s in scope Business Planning involves Translating the IT strategic vision and goals into capabilities and KPI outcomes which will achieve strategic goals Taking the longer term view in relation to deployment of resources and assets, including the development of capabilities which will be required to implement the business plan Creating compelling business cases for resource-feasible, winning business plans that set forth required investments and expected returns across a multi-year horizon Taking updates periodically from Strategic Planning, IT Leadership & Governance, Enterprise Architecture Management and Investment Analysis and Planning and adjusting the business plan accordingly Maturity levels High 5 Low Enterprise perspective 4 Bus. process perspective 3 Service perspective 2 Component perspective 1 Reactive Strategic Decomposition (Translation of strategy plan into capabilities and targets) What s out of scope Business Planning (Defining capability requirements and supporting business cases to deliver on IT strategy) Value Creation (Aligns value with business model for IT) Business Planning does not include: Execution of the business plan (see IT Leadership and Governance) IT Strategy and Planning (see Strategic Planning Critical Process) IT Architecture Management (see Enterprise Architecture Critical Process) IT Portfolio Management (see Portfolio Planning and Prioritization) IT Resource Management (see Resource Management Critical Process) Analyzing IT Investment and Metrics (see Investment Analysis and Performance Critical Process) IT Funding and Finance Management (see Funding & Finance) Definition and scope Categories assessed Category Strategy Decomposition Business Planning Value Creation Capability building block Define objectives and capabilities Mapping of strategic goals with key desired outcomes Detailed business planning Determine value proposition Outline investment case Benefit Delivery Description Understand the core requirements of the IT strategy and the level of capability required by the organisation to deliver these over the lifetime of the plan. Decompose IT strategy to identify the key outcomes which need to be achieved. The output should be a plan framework identifying the key capabilities and associated outline metrics. Document detailed capabilities to achieve IT goals. Plan should be multi-year and document how the required capabilities can be developed and translated at a high-level into programmes of works that will deliver on IT goals Value is delivered through the achievement of target outcomes. These outcomes need to be defined in business terms (KPIs) and map directly to the bottom line targets for the IT organisation. Create investment case supporting the business plan which achieves organisation s requirements Capability building blocks Sets out the target benefits to be achieved and the timeline for delivery of these Maturity Medium 3 Intermediate Strategy Decomposition Process in place for converting strategy into implementation plan Good knowledge of organisation capabilities and KPIs clearly mapped to IT outcomes Business Planning Multi-year plan in place for covering the majority of capabilities Plan demonstrates how capabilities will deliver IT strategy but does not deal with capability development Value Creation Investment case in place for all plan objectives. Investment case understood across IT and reasonable confidence that target benefits can be achieved. 2 Basic BP done for some elements of IT strategy but this is usually limited to service support areas and does not address business value areas Documented plan in place for annual basis and focuses on support capabilities Value determined based on service results e.g. availability Investment cases done on an as needed basis but not seen as requirement for full plan Low 1 Initial Ad-hoc i.e. no documented approach for converting IT strategy into an action plan KPIs not known Ad-hoc i.e. no documented plan available Value proposition not articulated Maturity curve Ad-hoc i.e. no documented investment case in place and no clarity on how (or if) benefits will be achieved Definition and scope + lessons learned + relation to other frameworks + background material

19 IT-CMF - Assessments Executive assessment Critical capability assessment Cluster assessment Industry benchmark High-level view across IT of current and target maturity Identification of areas for further focus and investigation for under or over investment Deep dive of single capability and building blocks within it Deep understanding of capabilities and maturity Identification of different stakeholder views Specific recommendations for improvement Assessment to address specific typical business issues using a package of core capabilities Show capabilities around the issue and their dependencies Overarching and process practices to reach desired maturity level Assessment of set of capabilities chosen by industry players for chosen issues. Can be any of the above assessments types Additional workshops to share capabilities and best practices of selected peers

20 Cluster assessments adresseren specifieke issues Geïdentificeerde issues Poor measurement of organisational innovation Tacit knowledge of subject matter experts not leveraged Value and benefits of IT-enabled investments not articulated effectively in the business Major IT investments regularly become obsolete before projected end-of-life Introduction of new systems causes unexpected disruptions in performance or cause high costs Multiple IT products with serve similar functions Sustainability strategy and goals not applied to IT Business and IT not aligned on sustainability targets and initiatives Relevante cluster IT enabled business innovation Agile IT architecture Sustainability alignment Agility and innovation Lack of alignment between IT organisation business planning and expectations IT does not deliver service to business as per requirements Formal and informal relationships between business and IT ineffective Strategic opportunities are missed, challenges not addressed in a timely fashion IT and business don't work together to develop capabilities IT is not aligned with business needs at a strategic level, and incurs unnecessary cost Current suppliers not delivering satisfactory service quality Competitors realise higher cost savings through outsourcing Strategic potential of sourcing not fully exploited Revenue on business side has declined IT budget has been cut CXO wants to address biggest cost levers without endangering service quality to business Insufficient control of project scope, timeline, quality or resources Investments not delivering business value and expected benefits Inconsistent use of tools and processes leading to inefficient programme delivery Poor measurement of organisational efficiency (process times, redundancies, etc.) Unable to implement required organisational change Opportunities to improve organisation capability missed High complexity in service portfolio IT doesn't provide end-to-end services to business IT performance and impact on business process efficiency is not monitored comprehensively Operational partnership Business / IT strategic integration Sourcing excellence Cost management Project and programme management Run organisation Service quality Customer focus IT operational excellence

21 Agenda TNO en IT Besturing Achtergrond en positionering van het IT-CMF IT-CMF in de diepte IT-CMF aan den lijve (interactief gedeelte, niet ingesloten) Conclusies

22 Agenda TNO en IT Besturing Achtergrond en positionering van het IT-CMF IT-CMF in de diepte IT-CMF aan den lijve Conclusies

23 Conclusies IT-CMF Is een meet en verbeter tool voor business waarde uit IT Is een community die ervaringen deelt en zichzelf en het framework daarmee verbeterd en ontwikkeld A12 Waarde en doelmatigheid van IT IT-CMF is een middel en geen doel op zich! Het gaat erom dat organisaties bewuster sturen op de doelmatigheid van hun IT, en niet slechts op de efficiëntie. TNO gelooft dat hier nog veel winst te halen valt. TNO wil dit gedachtengoed laten landen Met partners en geïnteresseerde partijen Voortbouwend onderzoek van TNO naar IT besturing in ketens te valideren in praktijkcases

24 Slide 23 A12 is een: -meet en verbeter tool -is een community die ervaringen delt en zich zelf verbeterd en ontwikkeld Author;

25 Michel Emde Bram Spitzer Sr. Business Consultant Technical Sciences Sr. Business Consultant Technical Sciences T M E Eemsgolaan DW Groningen PO Box BK Groningen The Netherlands T M E Brassersplein CT Delft PO Box GB Delft The Netherlands

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