Table of conen Execuve ummary... 3 Inegraed IT governance... 4 The foundaon for effecve negraed IT governance.... 5 Inegraed IT governance framework... 5 Implemenng negraed IT governance... 7 Sofware ool for negraed IT governance... 8 Roadmap o mplemenng IT governance... 11 Concluon... 14 HP and ICOR... 15 For more nformaon... 15
Fgure 1: Poorly planned and performng federal IT projec Managemen wach l Hgh-rk l wh horfall $23.4B (352) $4.8B (87) $20.4B (326) $3B (26) $1.8B (61) Poorly planned Boh poorly planned and poorly performng Poorly performng Source: GAO analy of OMB and agency daa. B = Bllon Execuve ummary Over he pa wo year, he U.S. economc condon ha worened o level no een nce he Grea Depreon, gvng re o corporae balou, bank falure, rampan unemploymen, and an unprecedened $787 bllon economc mulu package. And for IT and aocaed uppor ervce n 2009 1, he Preden propoe o pend nearly $71 bllon. Whle h good new for federal agency IT organzaon, he combned rack record for mplemenng ucceful projec on me and whn budge le encouragng, and undercore he need for he underandng and adopon of be pracce n IT governance. A ndcaed n Fgure 1, he Offce of Managemen and Budge (OMB) and federal agence have denfed approxmaely 413 IT projec oalng a lea $25.2 bllon n expendure for fcal year 2008 a beng poorly planned, poorly performng, or boh. Specfcally, hrough he Managemen Wach L proce, OMB deermned ha 352 projec (oalng abou $23.4 bllon) are poorly planned. In addon, agence repored ha 87 of her hgh-rk projec (oalng abou $4.8 bllon) were poorly performng. Tweny-x projec (oalng abou $3 bllon) are condered boh poorly planned and poorly performng. 2 For federal IT execuve n earch of meaure o preven uch unwelcome noorey, negraed IT governance ncreae accounably and ranparency, hereby avodng he OMB cruny and appearng before a congreonal overgh panel. Addonally, CHAOS Reearch repor ha n 2008, projec falure rae were he hghe n over a decade for boh governmen and prvae ecor. The repor alo how a ubanal ncreae n boh co and me overrun, ncreang from 47 percen n 2006 o 54 percen n 2008. A IT become an negral facor upporng he economc recovery and ranformaon effor whn he publc and prvae ecor, IT governance emerge a a key componen for managng he enerpre IT porfolo and enablng full negraon of proper mechanm. Gven hee crcumance, IT governance no longer ju a complance proce, bu raher a crcal capably ha every CIO organzaon mu have n order o faclae effcen ulzaon of governmen reource and maxmum reurn on he axpayer dollar whle complyng wh federal regulaon uch a OMB A-123, Federal Informaon Secury Managemen Ac (FISMA), OMB A-11, Secon 300 and 53 reporng requremen; a well a he Clnger-Cohen Ac (CCA), and Tle 10 of he Uned Sae Code Secon 2223. Th paper wll explore how negraed IT governance be pracce and HP Projec and Porfolo Managemen (PPM) Cener ofware can nfluence overall organzaonal performance and help governmen agence delver capable ha help maxmze he bune value of IT whn accepable rk olerance and co conran. 1 Analycal Perpecve, Budge of he Uned Sae Governmen, Fcal Year 2009 2 GAO Repor: OMB and Agence Need o Improve Plannng, Managemen, and Overgh of Projec Toalng Bllon of Dollar, July 2008 3
Fgure 2: Corporae and IT governance relaonhp Governance, complance, and IT: Wha he relaonhp? Enable adherence o legal, ndural, and regulaory requremen. Corporae complance Corporae governance Enable he provon of a corporae raegy and bune plan. Eablhe he corporae polce and offer raegc drecon, objecve, crcal ucce arge, and key reul area Aee he value of IT nvemen baed on benef, co, and rk ung a cuomzed capable-baed corng model. Eablhe IT polcy, andard, and prncple and faclae algnmen of IT raegy o corporae bune raegy Eablhe, enable, and execue he IT raegy. Reponble for he conrol envronmen urroundng relevan maeral rk operaonal yem, and he IT operang model capable of provdng hgh-qualy, IT ervce delvery. Faclae he operably and execuon of IT andard, polce, and procee IT governance IT managemen IT raegy and operaonal model IT Servce Managemen IT complance IT porfolo value framework Fgure 2 llurae he relaonhp and funcon of IT governance n he conex of he overall organzaonal model. Whle he CIO reponble for mplemenng and managng IT governance, here drec accounably and reporng o he execuve level, whch emphaze he role of h crcal funcon, a enor managemen rele on he recommendaon of he CIO and oher enor IT aff o make fac-baed decon on IT nvemen. Inegraed IT governance Wha negraed IT governance? Inegraed IT governance a e of procee and procedure exerced by execuve/enor managemen of he enerpre or agency. I degned o eablh and communcae raegc drecon, ae progre oward goal and objecve, manage rk, conrol co, and acheve opmum reource allocaon. Wha he purpoe of negraed IT governance? Achevng he followng performance objecve aocaed wh IT nave he goal of negraed IT governance: Algn capable o he pecfc IT nvemen and oluon, hereby avodng duplcaon and denfyng crcal gap Develop objecve, aconable, and fac-baed recommendaon o uppor nvemen decon Enforce adherence o enerpre-wde echncal andard Acheve a comprehenve and rucured mehod of prorzaon Improve decon-makng and performance acro he enerpre Promoe ranparency and accounably n he budgeng proce Perform envy analy and cenaro plannng o conran expeced oucome Wha are he benef of negraed IT governance? Formalze IT overgh and accounably o enable more effecve IT managemen Improve plannng, negraon, communcaon, and performance beween he bune un and IT organzaon Fne une IT pend decon Improve ouourcng nave Enhance human capal reource and ae Advance organzaonal effcence Faclae complance and aud by documenng procee, conrol, and decon auhory Reduce rk and mprove boom-lne reul 4
A a proponen of IT governance, our CIO concluded ha an IT governance oluon would provde auomaed porfolo managemen overgh, mprove he IT organzaon ably o gauge he healh of acve IT projec, and mprove forecang of wha dd n he fuure. HP PPM Cener wa he mar decon. Drecor, IT Sraegy and Program Managemen, Norh Amercan energy uly provder The foundaon for effecve negraed IT governance Effecve negraed IT governance bul on hree man componen: Srong leaderhp, organzaonal rucure, and decon-makng model. The organzaon rucure, role and reponble, decon-makng model, and he operang model, ncludng he ouch pon, need o be clearly defned. A well-degned, reul-orened performance managemen yem o promoe, moblze, and change eenal. Lean, flexble, and calable procee. A ucceful IT governance model rele on proce mplemenaon and mprovemen. Th enal clear documenaon of procee and eablhed arge for mprovemen, a well a hand-off or nerface among organzaon nernal and exernal o IT. Supporng echnology. To enable uffcen overgh and proce mplemenaon and mprovemen, leadng upporng ool and echnologe hould be leveraged. Th would nclude raegc plannng and fnancal managemen, porfolo nvemen managemen, program/projec managemen, communcaon/change managemen, IT Servce Managemen and delvery, reource/ae managemen, and performance managemen ool. Inegraed IT governance framework An negraed IT governance framework nclude he major componen of governance: Bune/IT algnmen (for example, corporae and bune-un raegc plannng) Demand managemen (for example, porfolo and nvemen elecon and prorzaon) Execuon managemen (for example, program/ projec managemen, proce managemen, reource managemen, ervce managemen and delvery) Performance managemen and vendor managemen (for example, corecard managemen, cuomer afacon, vendor/ouource managemen) People developmen and connuou proce mprovemen Bune/IT algnmen: Mo organzaon have IT raegc plan ha are algned wh he bune n prncple. I crcal o manan a rong algnmen beween bune and IT o provde uffcen gudng prncple and decon makng o raonalze and o prorze he IT nvemen porfolo. Unforunaely, due o myrad facor and he me requred o develop and approve he IT raegc plan, he bune/it algnmen may no be a gh a mo organzaon dere. 5
NexGen porfolo managemen key. Vcora Cox, FAA, ATO, Senor VP for NexGen and Operaon Plannng 3 Demand managemen: IT ervce demand ypcally fall no wo caegore: mandaory (ofen called operaonal) and dcreonary. Mandaory pend nclude hoe acve ha addre ervce nerrupon, andard manenance, keepng he operaon runnng, and regulaory complance. Dcreonary pend nclude acve ha are algned, feable, co jufed, and raegc. Accordng o he decon-makng model and gudelne, he reque for all hee ervce need o be approved by bune/it leaderhp n he IT raegc and operang plan. Mo organzaon have an nernal budge proce for forecang IT demand ervce, ye ome may come hrough oude of he budge cycle and ll need o be addreed. Execuon managemen: To faclae ucceful execuon of he approved IT ervce, organzaon need rong program and projec managemen, proce managemen, IT Servce Managemen and delvery, reource managemen, raegc ourcng, and vendor managemen. Performance managemen and vendor managemen: A par of he governance proce, performance and change managemen requred o monor he progre and oucome of he eablhed IT goal and objecve, and ake correcve acon or change a requred. Rk managemen anoher neceary componen of performance managemen o connuouly monor expeced and unexpeced rk, and o provde urnaround acon for rk mgaon and reducon. Moreover, managemen conrol are requred o mee regulaory, aud, and managemen requremen a defned for he organzaon. People developmen and connuou proce mprovemen: A he IT organzaon connue o maure, crcal o have human capal managemen and connuou proce mprovemen managemen a an nernal dcplne. 3 Vcora Cox, preenaon March 4, 2009, Delverng NexGen Nex Generaon Ar Tranporaon Syem. 6
Implemenng negraed IT governance To mplemen negraed IT governance, ICOR ha developed a x-ep proce ha focue on generang quck wn by breakng down complex IT ue no mall pece for eaer decon makng and moblzng change n he organzaon. Sep 1: Buy-n ecure organzaonal uppor The fr ep n he approach eng objecve for he organzaon and provdng nal drecon. Enablng bune/it algnmen and developng a muually-agreed operang model he key heme of h ep. From hen on, he eam wll follow he demand managemen model, whch nclude he fnancal managemen, porfolo managemen, rk managemen, and performance managemen framework. Whle he CIO or federal execuve drve he drecon-eng proce, mperave o ge akeholder no he effor. Sep 2: Be pracce algn wh ndury framework/be pracce Durng h ep, ICOR wll e up he eam for execuon managemen on an ongong ba. We wll ae he need of he organzaon and he poenal framework uch a Projec Managemen Body of Knowledge (PMBOK), Capably Maury Model Inegraon (CMMI), Informaon Technology Infrarucure Lbrary (ITIL), Conrol Objecve for Informaon and relaed Technology (COBIT), Sofware Developmen Lfecycle (SDLC), and Secury (ISO17799) ha wll mee he need of ha organzaon. Each organzaon unque and hu need a e of framework ha work for ha organzaon requremen. Addonally, he rucure hould have he capably o evolve baed on parcular crcumance. Sep 3: Quck rke conduc curren ae aemen A par of he execuon managemen ha uppor he federal agency aanmen of he maxmum level of managemen effcency, effecvene, and uanably, ICOR wll perform varou acve o provde an accurae pcure of he curren ae of he program nvemen. Durng h phae, we wll work wh he federal agency and oher relevan akeholder o formulae a raegc porfolo managemen proce model, porfolo analycal framework, and reporng capable. In aggregae, our porfolo caegorzaon, clafcaon, and balancng acve wll faclae rgh nave and rgh ae for he organzaon o accomplh raegc goal and objecve. Durng h ep, ICOR wll alo eablh he performance managemen framework o eablh he a- pcure and he o-be ae. Typcally, we wll leverage he balanced corecard o provde ranparence of he Key Performance Indcaor (KPI) and oher performance merc. The vendor managemen framework wll alo be agreed upon a h age. Sep 4: Deep dve deermne daa and proce gap Durng he deep dve, ICOR wll perform addonal nvegaon and analy of he organzaon nave o cloe he daa and evaluaon gap. We wll work wh leaderhp, projec manager, and akeholder o analyze he colleced program daa, relaed polce, aud, approval, and gudance ha govern nvemen managemen decon. Sep 5: Auomae mplemen ool o uppor bune Durng h ep, HP and ICOR wll help enable he organzaon o mplemen ool o uppor bune. In order o effecvely realze he benef endered by ranformaon, he organzaon mu nroduce and ue new ool ha wll help he organzaon focu on core bune and enhance collaboraon. The benef of mplemenng hee new ool nclude provdng adherence o cro-funconal proce workflow, enablng rackng and meauremen of progre, drvng effecve communcaon, and delverng organzaonal knowledge managemen. Sep 6: Long haul mprove bune cycle Improvng he bune cycle enable he organzaon o conduc bune n a conen and repeaable manner. Th offer relable and dependable ervce whle eng a roune and proper dcplne for aff and conracor. Typcally, h wll nclude he eablhmen of people developmen and dcplne of connuou proce mprovemen. Addonally, documened procee enhance complance wh nernal and exernal aud a well a help o maure he organzaon oward ndury andard uch a he COBIT 4.1 and ITIL V3. 7
The Ganry Group HP PPM Cener ROI Benchmark Sudy deermned ha ncreaed vbly no he porfolo enable IT o cancel projec ha do no demonrae uffcen value. Dong o aved udy parcpan 7.8% of her annual IT budge afer one year, rng o 12.6% afer hree year. The Ganry Group HP PPM Cener ROI Benchmark Sudy revealed ha parcpan mproved projec melne hoe comng n on me and whn budge by 30% afer one year of HP PPM Cener deploymen, rng o 45.2% afer hree year. Garner Group repor ha for publc and prvae ecor alke, meaurng mprovemen and benef realzed from he nroducon of projec porfolo managemen ranked econd n he l of op challenge facng IT Projec Managemen Offce. Reearch Agenda for Program and Porfolo Managemen Leader, March 2009 Sofware ool for negraed IT governance Effecve negraed IT governance eablhe he decon rgh neceary o encourage he collecon and harng of nformaon, whch requred o have a bune-orened dcuon on how much hould be pen on IT o acheve an agency dered goal. Projec and porfolo managemen an negral par of he overall negraed IT governance model epecally n he demand managemen, execuon managemen, and performance managemen area. HP and ICOR have parnered o offer federal agence a co-effecve uanable oluon for mplemenng an negraed IT governance model. HP Projec and Porfolo Managemen (PPM) Cener he enablng echnology ha auomae and enforce crcal IT governance procee. Succeful projec and porfolo managemen requre a focu on bune oucome a he aggregae level, no ju ucce a he projec level. Solvng he challenge of projec and porfolo managemen doe no requre more and beer projec managemen ool, requre an negraed op-down vew of all IT acve, o ha execuve have ncreaed vbly, conrol, and flexbly o govern he enre IT porfolo. Wh h nformaon come ranparency and relable reporng and analy, enablng IT o have more producve and fac-baed converaon wh agency akeholder. HP PPM Cener enforce and auomae he procee, he daa collecon, and he reporng ha drve negraed IT governance. Some common need nclude: Beer vbly: The organzaon need complee vbly no everyhng IT workng on, ncludng projec healh merc, non-projec work, reource allocaon, and overall co agan budge. I alo need he ably o aggregae boh raegc and operaonal projec, and ee he oal demand beng aked of IT and capacy o mee. Th vbly help denfy projec ha have he hghe poenal for reurn on nvemen (ROI) and o enhance he porfolo accordngly. More conrol: Inegraed, op-down projec and porfolo managemen can help an organzaon cu co by auomang and enforcng projec, program, and porfolo procee. Implemenng andard projec managemen procee wll alo help gan ranparency no crcal fnancal daa and allow decon maker o quckly ee how he nal emae are holdng up agan projec acual. Th enable rapd coure correcon and help keep more projec on me and whn budge. Increaed agly: A he need and prore of he organzaon change, IT need o be able o conduc op-down and boom-up plannng quckly, conderng cro program/projec nerdependence. The ably o brng n projec plan from varou ool uch a Mcroof Projec, Excel, Word, and oher daa ource and gan an aggregae vew acro raegc and operaonal projec crcal. Alo, an organzaon need o be flexble enough o mplemen andard and mehodologe ha map o maury level. Relable reporng and analy: Auomang and andardzng projec and porfolo managemen procee help verfy ha he daa recorded by key akeholder and projec eam member conen and relable acro all projec ype. Th provde he ba for apple-o-apple comparon ha drve effecve decon makng a he porfolo, program, and projec level. Operaonal repor hould be ealy prned o uppor rapd revew of projec budge and fnancal analy can gan real-me ngh no emergng rend wh ad-hoc reporng. A he ame me, analycal repor can be ued by managemen o denfy and reolve ue before hey become gnfcan problem. COBIT and oher be pracce enforcemen: HP PPM Cener enable mehodologe and framework baed upon ndury-andard be pracce o be auomaed and enforced hrough he HP PPM Cener workflow engne. Th provde a foundaon for effecve governance and regulaory complance. 8
Fgure 3: HP negraed approach o projec and porfolo managemen HP Projec and Porfolo Managemen Cener CPIC Acceleraor HP Projec and Porfolo Managemen (PPM) Cener HP PPM Cener ofware andardze, manage, and capure he execuon of projec and operaonal acve. I provde crcal nformaon n real-me o help you make he rgh decon a he rgh me. Wh HP PPM Cener, you can govern your porfolo of IT projec, applcaon, and opporune wh effecve collaborave procee. HP Capal Plannng and Invemen Conrol (CPIC) Acceleraor HP CPIC Acceleraor, par of HP PPM Cener, auomae he capal plannng and nvemen conrol proce, and offer lfecycle uppor for he ubmon and reporng of nvemen hrough OMB Exhb 300 and 53. HP CPIC Acceleraor alo uppor proce negraon wh he Syem Lfecycle managemen, creang drec lnkage beween operaonal projec and execuon nformaon, uch a ne preen value, EVM-ANSI 748, and projec lfecycle co. How work Wh HP CPIC Acceleraor, you can apply a conen proce ha reul n properly veed and compleed OMB Exhb 300, o you ncreae he lkelhood of recevng your requeed budge allocaon. You can algn role and reponble wh parcular workflow ep n order o auhor, revew, and approve Exhb 300 econ n a Web-acceble oluon wh full aud ral and ecury. HP PPM Cener robu workflow engne provde complee proce conrol, ncludng feld-level audng o you know who dd wha and when. You can enforce andard agency-pecfc procee whn he oluon, no ju n a reference chemac. Once he OMB 300 have been capured n HP PPM Cener cenral repoory, he CPIC proce connue. HP PPM Cener he only ngle oluon ha provde full CPIC proce capable from propoal (elec phae) o program and projec managemen (conrol phae) o nvemen analy (evaluae phae) wh a bul-n Earned Value Managemen Syem (EVMS) and a be-of-breed documen managemen yem. By provdng a framework ha empower you o quanfy and manage he value of IT mpac on mon performance, HP PPM Cener help you uccefully delver agan he Preden Managemen Agenda (PMA) and mee complance mandae. 9
Fgure 4: HP PPM Governance Cener uppor negraed IT governance framework Execung an negraed IT governance mplemenaon wh HP PPM Cener Governance area Bune/IT algnmen Sraegc plan von, mon, goal, objecve, gudng prncple, value Bune performance managemen raegc managemen proce, merc Operang model overgh rucure and proce, operaonal nerface, organzaonal rucure, and role and reponble How HP PPM Cener help HP PPM Cener provde a framework for capurng and eablhng a performance managemen baelne, a well a module o monor workflow, performance reul, and reporng. Web-baed porle and dahboard can be confgured o communcae progre and faclae leaderhp delberaon requred o balance and enhance nvemen o drve bune and IT algnmen. Demand managemen IT fnancal capal/expene budge IT porfolo managemen nvemen, raonalzaon, elecon, prorzaon, fundng, and approval IT rk managemen rk denfcaon and quanfcaon, rankng and conngency/daer recovery plan IT performance managemen IT raegc managemen proce, merc Wh HP PPM Cener you can conrol he fron door o IT, ung powerful workflow procee o collec, rack, and reolve ervce reque; applcaon change reque; projec rk; and raegc propoal and bune cae. HP PPM Cener uppor demand managemen for any ae cla or ervce. Pre-confgured module and Web ervce are provded for he mo common work ream and a dynamc workflow module provded o allow uer o modfy or confgure her own unque procee. Execuon managemen IT accal/operang plan capal plan, projec plan, and budge Polce, andard, gudelne, procee Enerpre Archecure (EA), ecury, Projec Managemen Offce (PMO), and ITIL Procee admnrave Sandard Operang Procedure (SOP), workflow Fnancal, program, projec, applcaon, manenance, and operaonal accounably HP PPM Cener uppor collaborave projec managemen, negraed projec/proce conrol and provde real-me vbly and ranparency no execuon progre. HP PPM Cener Demand Managemen module, coupled wh he 100% Web-baed projec managemen module, allow organzaon o auomae proce and procedure for full complance wh ITIL, Conoldaed Omnbu Budge Reconclaon Ac (COBRA), FISMA, and OMB requremen. Pre-confgured repor, dahboard, and analyc are avalable ha help managemen monor, rack, and accelerae delvery, a well a provde ranparency and vbly o akeholder. Performance managemen and vendor managemen Performance managemen plan organzaonal and ndvdual merc, arge, goal, lexcon, accounably map, and plan of acon Rk managemen plan rk merc, plan of acon, and change managemen Ouourcng rackng and meauremen HP PPM Cener provde pre-confgured module for rk managemen, complex program/projec managemen, and fnancal aud reporng. Workflow procee and andard echnque uch a earned value managemen, fnancal audng and performance corecard repor are pre-confgured. Oher procee for acquon, gran, or procuremen can ealy be confgured o help aure performance on conrac or ervce level agreemen. People developmen and connuou proce mprovemen Human capal developmen Organzaonal, program/projec maury model and andard Culural change managemen and ranformaon Educaon, ranng, and cerfcaon HP PPM Cener a proven oluon ha can adap and evolve wh he curren and fuure maury level of an organzaon. Th drecly uppor he managemen of ranformaon, educaon, and communcaon ak requred for connuou proce mprovemen. HP PPM Cener wa degned o ake advanage of hrd-pary documen managemen ool, uch a Documenum, a well a HR, fnancal, and oher ndury-andard, back-offce applcaon o help auomae procee and reduce daa enry. 10
Roadmap o mplemenng IT governance For mo IT organzaon, here no queon ha beer governance of projec and porfolo managemen procee needed. The queon how o ge ared on he road o mplemenng new procee and andard for nvemen elecon, balancng, and governance. Your arng pon wll depend on your agency parcular e of challenge and goal. 1. Bune/IT algnmen: You canno calbrae he bune value of an ndvdual projec f you canno ee he bg pcure. However, many organzaon connue o manage he IT projec porfolo a a collecon of ndvdual projec raher han a a porfolo. To be effecve, your porfolo managemen oluon hould enable you o govern your enre IT porfolo by evaluang, prorzng, balancng, and approvng boh new nave and exng ae and operaonal yem; analyze mulple wha-f cenaro; and algn wh your agency raegy wh budge and reource conran. Your projec and porfolo managemen oluon hould be degned o gve you a unfed and collaborave envronmen ha needed o le bune and IT akeholder collaboravely govern he porfolo. Whaever age of maury decrbe your organzaon oday, HP PPM Cener can help you progre oward dered goal quckly and wh reduced rk or drupon of exng procee. Unlke approache ha only offer me reporng yem and projec chedulng ool, HP offer op-down plannng capable ha are uppored wh boom-up dealed projec plan. Th arng pon offer you he flexbly o make effecve porfolo decon n a proce ha work be for your organzaon. Checkl you need a beer bune/it algnmen oluon f: You have no aggregae-level vbly no me, co, and reource nformaon for projec and non-projec effor. In-flgh projec, raegc projec, and operaonal work are all managed and mananed n dfferen yem of record. You are no able o ge an objecve analy of he em n he porfolo; here oo much wegh gven o ubjecve crera and nernal polcal conderaon. You canno do apple-o-apple comparon of he expeced ROI or ne preen value (NPV) of requeed projec n he porfolo. Procee are no auomaed and your aff fruraed feedng he ame daa no mulple yem wh lle collaboraon, vbly, or reporng ervce. 2. Demand conoldaon: The fr ep n conoldang IT demand o denfy a oluon ha capable and uppor flexble/dynamc workflow for aggregang and managng all he dvere demand placed on IT nvemen: developmenal projec, operaonal projec, raegc projec, and projec ha are mandaed by exernal organzaon, he federal governmen, or your CIO. You alo need a oluon ha allow you o brng n exng projec plan from Mcroof Projec, Excel, Word, and oher dparae projec daa ource, and you ll need o creae an aggregae vew acro all projec ype. Checkl you need a beer demand conoldaon oluon f: You are ung mulple yem ha are no negraed o collec, rack, and reolve IT ervce reque for new projec, ervce, or confguraon managemen. You are only rackng large raegc projec and no operaonal ae or maller developmenal effor. Reque frequenly come n he back door, are no formally managed, and have poor algnmen wh bune objecve. There no conen prorzaon: he queaky wheel ge he ol. There no aud ral for reque or acon aken. The ervce level for repondng o and compleng reque are dffcul o meaure, manage, and repor. There poor algnmen wh enerpre archecure (EA), FISMA, and raegc objecve and nably o meaure, manage, and repor on each of hee area. 11
When we evaluaed our IT applcaon and change managemen opon, HP Sofware wa he only oluon ha me all of our crcal need. Now we have a cenral repoory of up-o-dae, valdaed daa, and a number of managemen ool ha le u work more producvely whou addng full-me employee (FTE). Chr Brley, Aan Vce Preden, Projec Managemen Offce, Legg Maon 3. Execuon managemen: The average IT organzaon conanly jugglng mulple projec, procee, and reource. Conflc are nevable and wh o many varable, effecve managemen of hee dvere ene can be exremely dffcul. Your projec and porfolo managemen oluon hould enable you o collaboravely manage he execuon your program and/or projec from concepon o compleon. I hould allow you o auomae procee for managng he bune cae, acquon, cope, rk, qualy ue, and dealed chedule, o ha you can delver complex projec wh he hghe qualy and bune value poble whn me and budge conran. Checkl you need a beer projec execuon oluon f: Your company lack a real-me au/healh vew no crcal projec. IT projec are frequenly lae and over-budge, creang conan headache and he percepon ha IT ju doen ge. You are havng dffculy keepng your curren ool, uch a preadhee, bnder, and complance repor up-o-dae and n ync. Inadequae vbly no reource avalably mpacng your aff ably o manage projec effecvely. You are unable o offer managemen hard daa o uppor your budgeary and reource need. There lle or no monorng or execuon rackng beween he propoal and plannng proce or he follow-on acquon/conrac and delvery procee. There nadequae vbly no he rk managemen proce, he performance managemen proce, and he ecury reporng requred for OMB complance reporng. 4. Performance managemen and vendor managemen: Whn he federal ecor, CPIC domnae he performance managemen reporng and complance requremen. CPIC con of a rucured e of daa objec and reporng requremen publhed by he OMB. Thee requremen evolve frequenly and a uch every federal agency mu capure new daa elemen from dvere organzaon and group, and conoldae he reul for analy for requred performance reporng o OMB. Alhough mo agence have hghly cuomzed ofware o comple and produce he OMB repor requred, many of hee applcaon lack he ably o rack/monor he collecon of daa from varou ource or he ably o dynamcally confgure/ adju he proce a requred. Moreover, here very lle negraon wh exng fnancal, ecury, and enerpre archecure yem or he ably o provde dahboard, repor, and analyc o leaderhp on progre. An agency CPIC oluon hould be degned o pull/puh daa from oher yem ealy, faclae analyc and reporng a well a uppor dynamc workflow and ecury. Thu enablng daa collecon, proceng and reporng ha algn wh OMB requremen. I hould alo provde an agency he ably o baelne performance merc, ervce level agreemen, and rack he reul over me. 12
The rae of corporae change wa oo rapd and projec complexy oo grea o manage wh anyhng le han wha HP Projec and Porfolo Managemen Cener provde. Applcaon Manager, Packagng and Hgh Performance Maeral frm Checkl you need a beer performance managemen oluon f: You would lke o ue porfolo managemen echnque o gan real-me ngh and ranparency no he deal of ongong nave o enable effecve decon, a well a produce requred CPIC complance repor. You have performance nformaon requremen ha you need o capure from eparae organzaon uch a ecury, enerpre archecure, and ongong program/projec IT projec ha need o be conoldaed, veed, and approved. You dere negraon beween exng fnancal and budge formulaon and EA or ae rackng yem o reduce daa enry and mprove qualy. You would lke o leverage a commercal off-he-helf produc for all demand managemen; projec and porfolo managemen ha provde annual updae requred for complance wh OMB requremen. You do no have he ably o defne/creae a workflow proce for daa capure whou he need of ofware developer. 5. People managemen: I can be exremely dffcul for any organzaon o mach he kll level and avalably of mulple IT profeonal wh pecfc projec meframe and deadlne. The projec and porfolo managemen oluon hould provde vbly no reource avalably and ulzaon acro projec and non-projec work o allow for beer plannng, forecang, and chedulng. In addon, hould allow for reource plannng and rackng of acual a mulple level: he affng profle level, he projec level, and he ak level. Checkl you need a beer reource managemen oluon f: You are no ure your aff alway workng on he rgh projec a he rgh me. You canno pnpon when a kll or a reource can be avalable. You do no know how much of your capacy conumed by raegc projec a oppoed o operaonal acve. You are no rackng wha ak people worked on prevouly. I dffcul o deermne wha ranng requred for whch employee. Co accoun canno be eablhed a he correc level for projec monorng becaue reource are no mapped o he correc acvy level requred for earned value managemen. 13
Concluon To uan an negraed IT governance model and ncreae yeld of benef, an organzaon hould adop ome key prncple for he ranformaon effor: Leaderhp ponorhp: Requre leaderhp and execuve managemen commmen and ponorhp for mplemenng negraed IT governance. Leader of he organzaon need o creae a hared von ha achevable, eay-o-underand, benefcal, and meaurable. Moblze change by rgh ncenve: For any change managemen, havng a well-defned performance managemen and ncenve yem o moblze change and gan commmen eenal. Oherwe, he mo well-degned negraed IT governance model canno be uaned. Clarfy decon-makng proce: Havng clary n he decon-makng proce wll reduce a lo of uncerane and poenal rework. IT a complex envronmen and here are alway compeng prore. Havng he rgh chan-of-command for decon makng wll accelerae producve decon makng and oucome. Agn ownerhp and accounable: Change renforced, uppored, communcaed, champoned, recognzed, and rewarded by owner who are accounable o faclae change o help enure he negraed IT governance model wll ck n he organzaon. Dcplned performance managemen proce: A performance managemen yem doe no op when a corecard defned and publhed, raher requre regular uage and revew by decon maker durng her raegc managemen proce o enable connuou mprovemen and learnng whn he organzaon. The mporance of managng IT o delver valueadded capable well underood by enor execuve n mo organzaon. The queon how o mplemen and uan effecvely hrough a well-degned, negraed IT governance model. Each organzaon ha nheren challenge and here no one-ze-f-all oluon ha wll guaranee ucce. Th paper propoe a e of framework, approache, ool, and be pracce for organzaon o conder whle mplemenng he negraed IT governance model and connue o drve maury. HP and ICOR combned experence n mplemenng negraed IT governance model n large federal agence and Forune 500 compane ndcae ha ung a fac-baed model wll ncreae ranparency and vbly ha enable effecve decon-makng, harng reul of change, reolve conflc, and drve boom-lne reul more quckly. 14
AbouAcqu onsol u on F ormor e hanadecade,acqu ons ol u on,i nc.ha er vedaa r u edadv or ogover nmenl eader eek ng o mpr ovem onper f or mance,enhanceor gan z a onal ef f ec vene anddr ve r a eg cchange.our pr of e onal ar ecal l ed n ohel pagenc edeal w h he r oughe pr ogr am andacqu onchal l enge-andwe haveah or yofdel ver ngr e ul.ouri CORManagemen S ol u ond v onpr ov de n egr a ed r a egy, r an f or ma onandbu ne mpr ovemen er v ce ohel p ourcl en ach eve u a nabl e ucce.