TECHNOLOGY TRANSFER PRESENTS MITCHELL WEISBERG. Strategic Management of the IT Organization

Transcription

1 TECHNOLOGY TRANSFER PRESENTS MITCHELL WEISBERG Strategic Management of the IT Organization DEVELOPING A BALANCED SCORECARD TO MEASURE IT PERFORMANCE AND TO ALIGN IT AND BUSINESS ROME NOVEMBER 11-13, 2015 RESIDENZA DI RIPETTA - VIA DI RIPETTA, 231 ROME (ITALY) [email protected]

2 Strategic Management of the IT Organization ABOUT THIS SEMINAR Aligning the IT organization with the business is and has been one of the top 5 issue on the CIO s list consistently for over 10 years. Many organizations have found success in addressing this challenge with the use of the Balanced Scorecard framework. This course addresses this issue using proven approaches and methodologies of the Balanced Scorecard framework to create, measure and manage the alignment. The Balanced Scorecard and Strategy Map are key elements in effective organizational alignment and strategy execution. They are the management frameworks that enable organizations to consistently align their resources and activities, develop and deploy the right measurements, and drive high performance. Organizations that have effectively deployed the Balanced Scorecard have achieved superior IT performance and business results. This course will help IT managers achieve and demonstrate alignment with the business. It will provide understanding and hands-on application of these powerful management concepts to manage IT as a business within the business and deliver high performance and results. By participating in this seminar, you will gain experience in using proven and effective management disciplines of the Balanced Scorecard, one of the predominant strategic performance management tools in use today, as the framework to achieve individual and organizational goals. You will gain the knowledge and skills to develop meaningful measures to monitor, direct, and manage performance towards desired results aligned with the business needs and strategy. You will learn to develop leading metrics to preempt problems and maintain quality results. Through real-life case examples and exercises you will apply these methods so that you leave the course with immediate actions that you can apply in your own organization upon your return home. You will leave the course with skills, tools, and techniques, ready and prepared to meet the true goal of performance measurement and management: effectively managing performance to consistently deliver superior IT results in alignment with the business goals. COURSE OBJECTIVES In this 3-day workshop participants will have the opportunity to learn and apply the concepts and practices of the Balanced Scorecard for any IT organization. The program uses a practical approach that includes case studies and hands-on exercises. The instructor brings IT leadership experience and expert teaching and facilitation skills. He uses real-world examples and case studies to engage the participants in sharing information from their own organizations. The exercises in the course give the participants the opportunity to practice applying the course concepts so that they are ready to use them in their own organization when they return home. An original Case Study Digital Disruption and Transformation of the Publishing Industry is used throughout the course. The case is designed to focus on the IT organization performance measurement and alignment. This case examines the transformational power and opportunities IT can bring to a company when aligned with the organization s strategy. The participants dive deeper into the Case Company with each module of the course, applying the class lessons to the case and then to their own organizations. Participants work in teams to apply the course frameworks and principles and present their results to the whole class, so all participants benefit from the collective learning of each team. The case has sample solutions to provide additional insights to the discussions and consolidate the learning.

3 WHAT YOU WILL LEARN The importance and value of aligning IT with the business strategy What is the IT Balanced Scorecard and strategy map and what is its practical value How to apply the Balanced Scorecard to improve organizational alignment and performance How to use the Balanced Scorecard to align IT with the business strategy How to successfully implement and use of the Balanced Scorecard Why performance measures focused on results matter more than measures focused on process How to develop meaningful measures of IT performance How to develop and implement IT balanced performance measures How to develop aligned performance measures to drive strategy execution within the IT organization How to present measures to demonstrate results How to use the Balanced Scorecard to prioritize projects and business initiatives How to develop and prioritize new initiatives to achieve strategic objectives and targets How to cascade the Balanced Scorecard through the organization to increase employee engagement and accountability WHO SHOULD ATTEND CTO s staff Senior IT Executives IT Managers IT Functional Managers (e.g. Database, Applications, Data Center, Communications etc.) Quality Managers Application Area Managers IT Delivery Service Managers IT Operation Managers IT Process Managers IT Analysts IT Business Partners or Liaisons PMO leadership and team members Project Managers IT Account Managers IT Performance Management Anyone with an interest in the IT Balanced Scorecard Anyone with an interest in planning, using or improving measurements to increase the alignment and performance of the IT organization Comments from previous students Mr. Weisberg s broad experience made the course material interesting, practical, and easy to apply. the hands-on exercises gave me an understanding of how to actually use the course material in my company. The pace and interaction kept me fully engaged. I forgot to check my during class I became a true believer in the power of measurement to drive organizational performance, rather than to just report it. I left the course ready and eager to apply the material to my department.

4 OUTLINE Module 1: Introduction and Overview I. The importance and value of aligning IT with the business strategy Why is IT important to business strategy more today than ever What is Strategy and why it is important to IT - Business strategy - IT strategy What is Performance Management and why it is important to IT - Major concepts of Performance Management - Traditional approaches strengths and shortcomings What is alignment and why it is important - Direct costs of misalignment - The hidden costs of misalignment * Three types of alignment * Strategic alignment * Operational alignment * Individual alignment - Benefits of alignment II. Introduction to the Case Study IT Transformation The power of IT to transform or disrupt business Why IT is a critical business partner Why alignment is important Case team exercise III. Measuring and Managing IT Performance Introduction to types of measures - Operational vs strategic measures - Measurement in IT programs: Lean, SixSigma, Agile, Kaizen etc. - When each type of measure is appropriate - The 3 key factors for successful IT measurements Why measuring performance is important - Monitoring - Reporting - Driving behavior Typical mistakes in performance measurement - And how to avoid them - Competitive advantage - Resource allocation - Prioritization of activities and processes - Decision making The roles of IT and business in creating IT Strategy Case Exercise: Strategy development Module 2: The Solution Framework V. Using the Balanced Scorecard to Align IT with the Business Strategy Overview of the Balanced Scorecard How the Balanced Scorecard creates and maintains alignment VI. Fundamental concepts of the Balanced Scorecard The demonstrated value of the Balanced Scorecard to improve organizational alignment and performance the research Major components of the Balanced Scorecard - Strategy map - Strategic objectives - Balanced Scorecard - Measures and targets - Initiatives VII. Creating the environment for successful implementation and use of the Balanced Scorecard to create IT alignment and performance The key teams and roles for success Identifying and managing opportunities and obstacles Managing change - The #1 reason why projects fail - Theories of Change Management - Why Change Management is important Case Study: Applying the theory getting practical IV. Understanding the Business Strategy Purposes of the Business Strategy - Market differentiation

5 Module 3: Applying the Framework to the IT Orga - nization VIII. Developing and implementing the IT Balanced Scorecard Achieving Strategic Alignment - Understanding the business strategy Creating the IT strategy map - Rules of engagement Case Exercise: IT Strategy map development Strategic Objectives to ensure alignment - Intended results of objectives IX. Developing aligned performance measures to drive strategy execution within the IT organization Models for measurement - Input/output model - Process model - Systems model Developing meaningful measures Types of measures: Direct, indirect, and composite Leading and Lagging Measures why are they both important Selecting KPIs (Key Performance Measures) Setting performance targets Dashboards and displays Case Exercise: Developing meaningful measures X. Developing new IT initiatives to achieve strategic objectives and targets Gap identification between strategic targets and organizational capabilities Identifying initiatives Prioritizing initiatives - Developing criteria - Applying the criteria Case Exercise: Prioritizing initiatives XI. Cascading the Balanced Scorecard throughout the IT organization (e.g. functional units) Achieving operational alignment Increasing employee engagement and accountability Cascading the strategy map Case Exercise: Cascading Module 4: Managing IT with the Balanced Score - card XII. Applying the Balanced Scorecard to prioritize business projects and initiatives Roles and responsibilities Establishing criteria Allocating resources Managing prioritization, sequencing and timing Alternatives for addressing low-priority initiatives XIII. Summary: Managing IT as a Business within a Business Understanding the internal and external market Delivering measureable value - To the business - To the stakeholders Module 5: Close and Next Steps XIV. Bringing the Balanced Scorecard back home Practical Steps Developing your Balanced Scorecard action plan and roadmap Integrating the Scorecard with other Performance Management initiatives The role of consultants Time and schedule estimates XV. Close Lessons learned Resources Contacts for ongoing support Course adjournment

6 INFORMATION PARTICIPATION FEE 1600 The fee includes all seminar documentation, luncheon and coffee breaks. VENUE Residenza di Ripetta Via di Ripetta, 231 Rome (Italy) SEMINAR TIMETABLE 9.30 am pm 2.00 pm pm HOW TO REGISTER You must send the registration form with the receipt of the payment to: TECHNOLOGY TRANSFER S.r.l. Piazza Cavour, Rome (Italy) Fax within October 27, 2015 PAYMENT Wire transfer to: Technology Transfer S.r.l. Banca: Cariparma Agenzia 1 di Roma IBAN Code: IT 03 W BIC/SWIFT: CRPPIT2P546 GENERAL CONDITIONS DISCOUNT The participants who will register 30 days before the seminar are entitled to a 5% discount. If a company registers 5 participants to the same seminar, it will pay only for 4. Those who benefit of this discount are not entitled to other discounts for the same seminar. CANCELLATION POLICY A full refund is given for any cancellation received more than 15 days before the seminar starts. Cancellations less than 15 days prior the event are liable for 50% of the fee. Cancellations less than one week prior to the event date will be liable for the full fee. CANCELLATION LIABILITY In the case of cancellation of an event for any reason, Technology Transfer s liability is limited to the return of the registration fee only. MITCHELL WEISBERG Strategic Management of the IT Organization first name... surname... November 11-13, 2015 Residenza di Ripetta Via di Ripetta, 231 Rome (Italy) Registration fee: 1600 job title... organisation... address... Stamp and signature postcode... city... country... If registered participants are unable to attend, or in case of cancellation of the seminar, the general conditions mentioned before are applicable. telephone... fax Send your registration form with the receipt of the payment to: Technology Transfer S.r.l. Piazza Cavour, Rome (Italy) Tel Fax [email protected]

7 SPEAKER Mitchell Weisberg is the Managing Director of Lumen Solutions, Inc. and a Faculty member of Northeastern University. He has over 30 years of leadership and advising IT and business executives on Strategic Alignment and Strategy Execution for High Business Performance. Mr. Weisberg has led organizations to achieve greater profitability through implementation of performance management and measures with Balanced Scorecard, Predictive Analytics, Business Intelligence (BI), process improvement, IT/business alignment, and change management. He has broad cross-industry and extensive international experience. Mr. Weisberg was the Director of International Business at the Balanced Scorecard Institute and previously Global Practice Leader for Business Performance Management at HP and Group Director of Strategic Planning at Motorola. He led global consulting practices at Arthur D. Little and Nolan, Norton/KPMG and was Managing Director of Corporate Performance Management at Robbins-Gioia. Mr. Weisberg was a member of the team that developed the Balanced Scorecard with Drs. Norton and Kaplan. He has customized and implemented Balanced Scorecard methodology and trained practitioners in performance measurement and leadership worldwide. Mr. Weisberg has advised companies in responding with business transformation and innovation to the major disruptions in their industries over the past 3 decades. Mr. Weisberg was also the founder and CEO of a supply chain software company. Mr. Weisberg leads engagements globally and across industries, including: Healthcare/Life Sciences, Pharma/BioTech, High Technology, Manufacturing, Energy, Communications/Media, and Financial markets. Mr. Weisberg is on the Advisory Board of the IBM Innovation Center for Performance Management and for several software companies. He is a Fellow of the Sawyer Business School (Suffolk University) Center for Innovation and Change Leadership and a Lecturer in the Department of Strategy and International Business. He also teaches courses in Health Informatics at University of Massachusetts, and Management Strategy in Healthcare at Northeastern University. Mr. Weisberg is a recognized speaker on Business Strategy, Execution, and Disruptive Technology at international conferences and has published several books and numerous articles in professional journals. Mr. Weisberg received his B.S. from Cornell University in Mechanical and Biomedical Engineering and his M.S. from University of North Carolina, School of Public Health in Organizational Change and Applied Behavioral Science. He has completed the Advanced Marketing Management Executive Program (AMMP) at the Wharton School. He is certified in Organizational Development (National Training Laboratories NTL), Online Teaching (Northeastern University), and is a Senior Balanced Scorecard Master Professional (George Washington University).