Organisatievormen zijn niet belangrijker dan mensen

Transcription

1 Organisatievormen zijn niet belangrijker dan mensen Leon Dohmen, ICP college ICT management UvA -23 mei 2008 ICT-management college ICP - UvA Logica All rights reserved

2 Introduction Leon Dohmen ICT Management Consultant Logica Employed in IT sinds1988 Logica since 2001 Project management, interim management and consultancy Coordination and Lecturer Management of Technology for Master and MBAprograms at Rotterdam Business School; guest lecturer at University of Amsterdam Specialization: Impact of IT on Business Transformation, IT-auditing Customers: NXP Semiconductors, DSM, Rotterdam Business School, Imtech, Philips CE, healthcare insurer VGZ, Philips Lighting, SNS Bank Publications in: Informatie, IT-Beheer (jaarboek 2006), Business Process Magazine, EDP-auditor, ITSMF Portal, ITSMF Best Practice Magazine, SPIder Author: Regievoeren over organisatieverandering met ICT Profession communities Nederlandse Vereniging van Register Informatici (VRI) Nederlandse Orde van Register EDP-auditors (Norea) ICT-management college ICP - UvA 2

3 Agenda Who wants to be an IT-manager (Operations / Project)? How to be succesful? What about social innovation? Based on Regie voeren over organisatieverandering met ICT No. 3

4 Agenda 1 Who wants to be an IT-manager? No. 4

5 Question Outsourcing and efficiency objectives of IT due to poor relation of business and IT? No. 5

6 Technical and operational model Technical model Components Infrastructure Applications Business processes Processes Design Develop Build Test Implement Project Handover via Acceptance criteria Operations model Managed operations (Operational level) Helpdesk and On Site Support Infrastructure management Applications management Business process management Project and project portfolio management Performance & contract management (Tactical level) Governance and policies (Strategic level) No. 6

7 Agenda 2 How to be successful? No. 7

8 Terms related to organization forms Shared Service Centers Offshore, near shore Outsourced Customer oriented Process driven Centralized, decentralized Helpdesk as a single point of contact 1 st line support, 2 nd line support, 3 rd line support Service (delivery) managers Project managers, program managers Service integrator Retained organization Regie organisatie (Front-end, back-end, broker, ) Global Service Delivery models Product based, customer based ITIL, ASL, BiSL No. 8

9 Management and Change Richten Verandering Richten Inrichten Beheer Inrichten Verrichten Verrichten Business Functioneel Applicatie Technisch Business Business Functioneel Applicatie Technisch No. 9 9 IT

10 High Performance Organizations (HPO) A HPO is an organization that achieves better results for a period of 5 10 years in comparison to peer organization HPO versus non-hpo Turnover increase: + 10% Profitability: + 25% A number of relevant key indicators High quality management combines integrity and coaching leadership Continuous reorganizations have no added value Organization structure is not a distinguishing key factor Innovation Bron: de Waal High Performance Organizations No. 10

11 Question Why this extreme attention for organization forms? No. 11

12 Agenda 3 What about social innovation? No. 12

13 Past, present and future of organization forms Development of IT-department From software developer to Internal supplier of IT-services Organizational developer Bron: Regie voeren over organisatieverandering met ICT No. 13

14 Summary discussed key points Who wants to be an IT-manager? Specialism versus generalism Manager or coach (leader) How to become successful? Organization forms versus key factors for High Performance Organizations What about social innovation? ICT as a source for employment in low wage countries Use of social networks in a business environment The workplace can be everywhere No. 14