Master Class Effective Governance of Demand. The highlights

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1 Master Class Effective Governance of Demand The highlights

2 Our cibitacademy - inspearit 2

3 Governance of Demand Our Experience Training programmes Belastingdienst, UWV BZK, EL&I SZW, I&M Aegon, Post NL, Van Oord, Van Gansewinkel Rijksacademie Bedrijfsvoering Advice UWV, Defensie Achmea, ING, Rabobank Thales, BNP Paribas, AXA Architecture Process improvement IT management Project management & regie DWBI Risk & security opleiding professionaliseren uitvoering audits & reviews 40 audits & reviews DJI, UWV, VtsPN, DUO CBS, ICTU, Logius, BD, EL&I Provincies, gemeentes, waterschappen Information analysis, requirements Business case, SLA Project assurance, acceptatance cibitacademy - inspearit 3

4 MC Effective Governance of Demand Training Structure Day 1 Day 2 Day 3 The play field - Challenges - Stakeholders - Role / task - Knowledge / skillls, competences EGD in Context - Instruments (portfolio, architecture mgnt) - Best practices - your SWOT - your improvement plan From contact to contract - Chain management / collaboration / contacts - The assignment / contract / SLA - legal best practice Day 4 Day 5 The definition phase - WBS - requirements mgnt - business cases - feasibility study - FPA - project board The realization phase - baselining - change mgnt - risk mgnt - QA - progress reporting cibitacademy - inspearit 4

5 Training staff George Leih Maarten Cornelissen Ton Tijdink Kees Stuurman cibitacademy - inspearit 5

6 MC Effective Governance of Demand Rationale Rationale Aligning demand and supply is a big challenge Outsourcing IT services and projects is still hot It does not suffice to trust the maturity of the ICT supplier and project manager Effective decision making processes within the demand organization are needed The roles of project commissioner, CIO, information manager and regievoerder are crucial cibitacademy - inspearit 6

7 MC Effective Governance of Demand Goals Goals Study the management of IT projects and services from a demand perspective Discuss the latest insights and opportunities Reflect on management instruments for strengthening the IT demand organisation s governance Learn to critique the effectiveness of governance structures you face in practice cibitacademy - inspearit 7

8 Many labels and definitions Project portfolio IT strategy management Programme management Enterprise architecture project governance project directing CIO Project sponsorship IT procurement Contract management IT acquisition Regievoering Outsourcing Functioneel beheer Information analysis Demand organization cibitacademy - inspearit 8

9 MC Effective Governance of Demand - Learning Outcomes Knowledge (understanding) On completion of this module the successful student will be able to: critique the importance of effective governance structures in demand organisations and the challenges faced while implementing those structures. compare and contrast theories and management instruments that contribute to successfully govern both projects and services in terms of scope, time, money, quality, value, and relationships. Skills (competences) This module will call for the successful student to demonstrate: ability to apply the proper governance instruments in a case from his or her organisation and convincingly report the results. cibitacademy - inspearit 9

10 Training Material Module handbook Contents of the ring binders Book Literature (required read before, required read after, optional) Slides 24x7 Evaluation forms Individual essay assignment Tips voor ICT opdrachtgeverschap en regievoering Auteurs: O. Agterbosch, W. Raemaekers, Ton Tijdink J. Zandhuisnz cibitacademy - inspearit 10

11 IT commissioning challenges Weakest link in projects Commotion on failed projects Project managers/ suppliers have matured their processes and organization Commissioners are the main success factor The gap between various management environments Strategic versus operational Organizational (line) activities versus project activities Unclear role of the project executive Who? Responsibilities? Available time? Available expertise? strategic operational Business, politics project/ service management Governance gap cibitacademy - inspearit 11

12 Project governance process model Problems Gaps in understanding the content (25%) Gaps in directing the project (19%) Ethical randomness (37%) system mission stakeholder Stakeholder-related problems (12%) Risk and audit-retaed problems (7%) audit risk integrity Implementing Corporate Governance and Business Ethics in Nonprofit Organizations cibitacademy - inspearit Auteur: Patrick S. Renz 12

13 Required knowledge and skills CIBIT research (2009) IT drivers license, organizational & societal context PRINCE2 roles & processes Management school process, methods political, administrative, know the rules Analytical school Content, methods, techniques Governance school rules, supervision, accountability leadership, involvement, soft skills,people manager Sociological school People, behavior, trust Agile school flexibility trust on flexibility, mandate, persuasiveness cibitacademy - inspearit 13

14 Best practice (!?) cibitacademy - inspearit 14

15 Context of IT commisioning Governance Portfolio mgnt Sourcing strategy Architecture Information planning Quality Audits CSI Communication Training Supplier management Realtion mgnt PDC s / SLA s Contracting Purchasing Service (delivery) management Account mgnt Operational monitoring User support Progress consultation Ref.: ICT-Regie; tussen behoefte en aanbod Leon-Paul de Rouw cibitacademy - inspearit 15

16 Conceptual (gap) Model for Service Quality Adapted from (Parasuraman et al., 1985) cibitacademy - inspearit 16

17 The Following Gaps Apply: Gap 1: between the customer expected service and the provider s perception of expected service In other words, wrongly stated or interpreted question Gap 2: between the provider s perceived service and the actual service designs and standards Service product is not in accordance with own expectations Gap 3: Between the provider s realization and the actual delivery A (possible) good service is spoiled through poor service delivery Gap 4: Between actual delivery and the promises to the customer Supplier does not deliver what has been promised and communicated See discussion on functional quality and technical quality Gap 5: Between expected and perceived service Disappointing experience at the customer cibitacademy - inspearit 17

18 IT Commissioning - contracting Make sure the contracting process is a controlled process: organisation, communication and resources are key Solving problems prior to signing is X times cheaper than post signing ; X>>1 Keep a keen eye on formal aspects (procedures, minutes, files) An adequate amount of legal input contributes to the success of projects Good IT commissioning starts long before contract execution Formalizing relationships avoids confusion and contributes to risk control A good contract pays off Adequate care for legal issues: is a success factor creates a fall back position ( what if ) cibitacademy - inspearit 18

19 The role of the Commissioner in the pre-project!? Organization Objective / target Orientation Business case Assignment Responsibility? Involved parties? Knowledge & experience? Activities? Success factors? Results? cibitacademy - inspearit 19

20 The pre-project cibitacademy - inspearit 20

21 My choice is clear Capers Jones, 2000: Take quality first, productivity will follow Software quality yields very positive ROI Watts S. Humphrey, 2002: Quality more important than schedule Quality work can save time and money rework! cibitacademy - inspearit 21

22 Strategic KPI s SPI (numbers or percentage per year) 1 % successful delivery of projects, conform PID 2 # started innovation - projects by supplier 3 % honored innovation projects 4 # common innovation proposals 5 # business plan consultation 6 % consultations conform governance model 7 # escalations on composed services 8 # exceptions on technology roadmap 9 % PDC utilization 10 # escalations on board level 11 # service credits 12 % service credits earned 13 score customer satisfaction 14 # financial issues 15 % utility based services 16 % price items with negative deviation to the benchmark 17 % price items with positive deviation to the benchmark cibitacademy - inspearit 22

23 Comparison to 5 gouden regels voor opdrachtgeverschap (VROM) 1. Start with a clear business case en keep on monitoring it 2. Request product-based plans and reports 3. Make project board members responsible for delivering or using the project results 4. Be critical in choosing a project manager and encourage him/her to be critical system audit mission stakeholder risk integrity 5. Scope changes can only be authorized by the project board cibitacademy - inspearit 23

24 and be aware: integrity is the key! integrity system mission stakeholder audit risk integrity cibitacademy - inspearit 24

25 cibitacademy - inspearit 25

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