Governare la trasformazione IT attraverso la BTO

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1 Governare la trasformazione IT attraverso la BTO IT Governance, Application delivery & Application Management Angelo Ullo ITG Solution Architect - Mercury

2 L'IT ha cambiato il modo di gestire le aziende 90% Percentuale di processi aziendali di importanza critica automatizzati dalle applicazioni aziendali Yankee Group $9B Mercato previsto nel 2004 per le applicazioni aziendali (ERP, CRM, SCM) Gartner/Dataquest 80% Percentuale di aumento nella produttività della manodopera statunitense dal 1995, attribuibile all'it Bank of Japan 2

3 È ora di ottimizzare l'it Il settore dell'it è attualmente in ripresa. I maggiori CIO oggi spostano la propria attenzione verso il valore a lungo termine, promuovendo la trasformazione dell'it. McKinsey & Co

4 Aree e obiettivi di trasformazione Governance Processi Sourcing Allineamento dell'it con l'azienda Applicazioni Infrastruttura Organizzazione Conquista del controllo e della credibilità Conseguimento della qualità operativa McKinsey & Co. 2004/Clienti Mercury 4

5 Accelerazione della trasformazione dell'it I CIO utilizzano la Business Technology Optimization per accelerare i propri programmi di trasformazione. Yankee Group

6 Business Technology Optimization VALORE AZIENDALE Richieste Applicazioni Stiamo lavorando sulle iniziative che danno valore vero? IT GOVERNANCE I nostri risultati IT rispondono agli obiettivi di business? RILASCIO DELLE APPLICAZIONI GESTIONE DELLE APPLICAZIONI SVILUPPO INFRASTRUTTURA 6

7 Iniziate con il processo Se non riuscite a descrivere il vostro operato in forma di processo, non avete idea di cosa stiate facendo. W. Edwards Deming 7

8 Maximize Value Through an Integrated BTO Process BUSINESS VALUE Demand Mgmt IT GOVERNANCE Manage Time & Resources Keep the lights on Strategic Initiatives Manage Portfolio APPLICATION DELIVERY Manage Budgets Manage Programs and Projects APPLICATION MANAGEMENT Design and Develop Optimize Quality Optimize Performance Go No-Go Deploy Manage end-user experience & SLAs Map applications to infrastructure Monitor availability & performance Diagnose Problems Manage Changes 8

9 IT Governance Run IT Like a Business

10 Why IT Governance Evolving from a cost center, IT is taking on the character, rigor, and practices of a business within a business. It won't be easy, but for CIOs it's a matter of survival. --CIO Magazine, How to Run IT Like a Business 10

11 Running IT Like a Business? Visibility Alignment Control Priorities Driving alignment of IT investments with business objectives Processes Executing processes within IT as efficiently as possible People Ensuring people are working on high value activities 11

12 How Is IT Doing? CHALLENGES TODAY S REALITY Communication failure between IT and the business on priorities Ad hoc, manual processes govern the way IT is run 40%of IT initiatives fail to deliver intended return HBS Press 70%of projects fail to meet schedule, cost, and quality goals META Group Inefficient resource allocation on KTLO vs strategic initiatives 50%of IT projects are delivered over budget Gartner 12

13 IT Governance Process BUSINESS VALUE DEMAND MANAGEMENT Business Process Needs Applications Services Products Strategic Demand PORTFOLIO MANAGEMENT OPERATIONS Problem Resolution Ideas Proposals Projects Assets Business Availability Keep the Lights On PROGRAM MANAGEMENT OFFICE Deployment Projects Resources Budgets Risk DEVELOPMENT OPERATIONAL DEMAND SOFTWARE DEMAND Change Management Quality & Performance Provisioning Security Projects Enhancements Upgrades Bugs Design & Develop 13

14 Mercury s Approach to Optimizing the Business of IT Portfolio Management Project Visibility and Control IT Services Automation Application Change Management Actual Customer Results on a $100M IT Budget of Which 35% Was Projects Saved $3.5M by eliminating redundant and low value projects 10% of projects Saved $3.5M in project costs 10% savings through efficiency (on-going) Saved $2M in annual CapEx savings by early detection of projects not delivering value 14

15 Portfolio Management TODAY Binders and spreadsheets Inconsistent criteria for justification No process enforcement Squeaky wheel syndrome Lack of business alignment WITH MERCURY Portfolio dashboard Project proposal ranking, approval and prioritization What-if scenarios Consolidated view of proposals, projects, and application assets RESULTS $5 million annual savings Eliminated redundant initiatives 35% cost reduction 15

16 Portfolio Management Aligning Investments, Stakeholders, and Priorities Current Investments Application Assets Portfolio Prioritization Proposals In-Flight Projects Proposed Investments Business Cases Business Ops Review Architecture & Standards Review IT Steering Committee Prioritization Funded Assets Funded Projects 16

17 Mercury Portfolio Management Manage your IT portfolio in real-time Enforce and automate governance processes Provide IT guidance to the business Budget Spend by Criteria Enforced Governance Process Risk to Value Visualizations Real-Time Portfolio Alternatives 17

18 Project Visibility and Control TODAY Poor visibility over status and spend Projects late and over budget Inefficient resource utilization Difficult to justify IT budget WITH MERCURY Real-time visibility of project status Detailed resource management Earned value analysis, NPV, ROI Managed risk and scope changes Stage gates best practices RESULTS $19M in cost avoidance 20% underrun on CapEx 85% projects on-time 18

19 Project Visibility and Control Delivering On-Time and On-Budget Project A Milestone I Milestone II Milestone III Tasks Task A Task B Task Digitization Consolidated Capex Opex Status Task Detail Resources Hours/Costs % Complete Enforced Best Practice Managed Resources Process Detail Six Sigma Improvement Metrics Change Management 19

20 Mercury Project Management Consolidated Project View Collaborative project management Integrated project and process control Real-time project visibility Project Health by BU Project / Process Metrics Tasks Digitized as Processes 20

21 IT Services Automation TODAY Disconnected tools for requests Paper-based SLAs, manual tracking No visibility IT as black-box Manual processes WITH MERCURY Consolidated view of all IT demand Automation of tasks Visibility and collaboration Enforced best practices Catalogue of services with SLA s RESULTS IT spend 1/3 of industry average 75% faster client provisioning 50% reduction in resolution time 21

22 IT Services Automation Shared Services Approach IT Customers Finance Sales Procurement Shared IT Services Application Asset Mgmt IT Operations Architecture & Standards IT Service Fulfillment SAP Support Request Collection Analysis Resolution Deployment Business Units Project Management 22

23 Optimize the IT Value Chain Digitize the Process with Mercury IT Customers Shared IT Services IT Service Fulfillment Web Based Request Forms Real-Time Dashboard Catalog of Shared Services: Specific Forms, Workflows, SLAs, Objectives, Reporting Metrics Work Queues Exception Alerts Escalation Process Actuals Metrics Automation Deployment 23

24 Demand Consolidation Control the Front Door to IT Infrastructure Demand Applications Demand Strategic Demand Project Demand Standardized Services Capturing Information Workflow SLAs Business Rules Resources Notifications & Escalations Fulfillment Front Door One View of Demand 24

25 Mercury Demand Management Consolidate all demand on IT Digitize complete IT demand lifecycle Manage status, service levels, and trends 25

26 Application Change Management TODAY Binder based SDLC processes Manual deployments Direct access to production Limited to no audit trail ( ?) Costly reworks, rollbacks difficult WITH MERCURY Digitized processes, online approvals Complete audit trail Automatic change deployments Production system locked down RESULTS >300% productivity increase >90% reduction in deployment related outages 93% reduction in change deployment time 26

27 Mercury Change Management Uniformly manage all changes, to all applications, across all environments, on any platform Digitize best practice change management Automate release and deployment Ensure compliance with complete visibility and traceability 27

28 Mercury IT Governance Center MERCURY IT GOVERNANCE CENTER IT Governance Dashboard Demand Management Portfolio Management Program Management Project Management Resource Management Time Management Financial Management Change Management IT Governance Foundation Workflow Repository Execution Administration Security Scheduling Reporting Open APIs MERCURY SERVICES Managed Consulting Education Support 28

29 400 Customers Benefit From Mercury ITG 29

30 Allineare i C-level GMAC- RFC L IT Governance di Mercury aiuta ad unire tre figure strategiche - il CEO, il CFO, e il CIO e io penso che, per noi, questo sia divenuto un vero e solido vantaggio competitivo. --- Rick Greenwood, CIO Sfida Avvicinamento del CEO e del CFO Gestione della domanda di IT e migliore visibilità Portfolio più efficace e gestione dei progetti Soluzione Portfolio, Project e Program Manager CEO, CFO, CIO IT Project Dashboard RISULTATO In linea con il piani per un risparmio di 5 milioni di dollari all anno 30

31 Migliorare le performance del progetto Xcel Energy Mercury sta cambiando il concetto dell IT management. --Mike Carlson, Director, Program Mgt Necessità di un miglior allineamento tra business e IT Sfida Cambiamento del modello, dal silo all IT integrato Approccio PMO inconsistente, risultati scarsi Soluzione Mercury IT Governance Center Automazione dell IT end-to-end: dalla domanda all implementazione Dashboard, con metriche, per gli Executive RISULTATI 70% in più, di progetti sani 31

32 Phased Implementation SOLUTION PHASE 1 PHASE 2 PHASE 3 Strategic IT Planning: Portfolio, Prioritization, What-ifs Budgets, Actuals, Plan / Review Proc. Scorecards, Value Mgmt, Integrations Project Visibility: Project Status, Resources, Time sheets Cost Metrics, Templates, Dependencies Resource Optimization, PMO, Risk, Scope Change Management: Technologies, Processes, Deployments Release Management, Integrations Additional Applications IT Services Automation: Critical Processes Digitization SLA s, Additional Processes Work Automation, Optimization Day Self-funding Phases 32

33 Standards and Compliance Six-Sigma = 3.4 defects per million opportunities GE CMMi Birlasoft level 5 ISO-9000 ITIL Paetec adidas Sarbanes-Oxley Xcel Energy 33

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