IVI Presentation to AIM Ireland meeting on IT-CMF. 15 June 2011. Part 1

1. Managing IT for Business Value Introduction to the Innovation Value Institute

2. Introduction Who are we? The innovation Value Institute – a consortium of leading players interested in improving the business value that IT delivers What are we developing? Developing an industry standard for managing IT for business value, the IT capability Maturity Framework (IT-CMF) The framework covers 33 critical processes to run an IT organisations, built on foundational learning in IT transformation at Intel, refined by academic and industry input Includes maturity curves, assessment tools, practices, outcomes and metrics to increase maturity level, case studies and illustrations of best practices

3. IT value management is a key topic for CIOs ... with a tangible opportunity Important issue for CIOs ... Budget flexibility coupled with strategic IT alignment leads to 50% greater IT payoffs2 Improving management practices alongside IT investment drives 20% higher IT yields3 % of respondents1 Growing evidence of an important gap in the IT industry Source: Industry surveys 1. CIO Insight Survey 2. CRTO research 3. LSE, IVI Survey

5. How to implement best in class security?

6. How to manage a data center?

7. How to deploy virtualization?

8. What is the average return from your IT investments?

10. IVI formed to create integrating framework – creating new approaches, leveraging existing standards and addressing "value" gap Steering patrons www.ivi.ie IVI has 55+ members from leading industry, consulting, not-for-profit and academic organisations.

12. To understand opportunity and value of increasing maturity

14. Reviewing material with Technical Committee for Consortium

17. State-of-the-art practices and outcomes

18. Benefits from IT investments quantified and communicated

19. Practices and outcomes well above industry average

20. IT/business interaction forma-lized for all critical processes

21. Transparent investment decisions

22. Delivering basic IT services

23. Some IT/business interactions formalized

24. No formal processes

25. Ad-hoc management of ITOptimising High Advanced Intermediate Maturity Basic Initial Low IT-CMF offers concise management roadmapto optimize business value from IT investment

27. Initially developed as part of the Intel’s IT transformation

28. Reviewed and tested with 200+ IT Executives

29. ... structured into 4 macro-processes for value-oriented IT management

30. Subdivided into 32 core processes

31. Providing broad coverage for all aspects of managing ITManaging IT like a business Managing IT for business value Managingthe IT budget Managing the IT capability IT-CMF Macro Processes

32. High-level impact of maturity is detailed by each of the 32 individual critical processes Managing the IT capability Managing the IT budget Managing IT like a business Managing IT for business value Value Centre 5 Sustainable Economic Model Corporate Core Competency Optimised Value Optimising Investment Centre 4 Expanded Funding Options Strategic Business Partner Options and Portfolio Management Advanced 3 Service Centre Systemic Cost Reduction Technology Expert ROI & Business Case Intermediate 2 Cost Centre Predictable Performance Technology Supplier TCO Basic 1 Beginning Initial Design Pattern – Generically Reusable Solution

33. IT-CMF details 4 Macro Processes to manage IT organizations for business value

34. CP Body of Knowledge Proxy for CP effectiveness & value – as maturity improves Policy directives A collection of policies, templates, standards, tools, and proven artefacts for maturity advancement

35. Best practices and case studies of how companies improved maturity Practices Level-by-level assessment questions to determine a company’s strengths and weaknesses Assessment Tool 5 4 Five-level maturity curve framework and supporting evidence Maturity Curve 3 2 Collection of whitepapers, academic journals, books, and consortium-submitted content 1 ReferenceMaterials Proposed industry standard definition for a set of capabilities Process Definition “ ” Standardised materials provided for value-centric assessments of each critical process Standard set of materials provided for each of the 32 critical processes Evidence and anecdotes of value delivered to companies who increased maturity $ Value of maturity Business value perspective Assessments can be run efficiently and with low overhead through use of standardized tools and documents

36. Content developed using robust process Broad Input, validation, and QA Initial background research Working Group Adjust content, develop key insights Final approval Validate & Test 1 2 3 5 6 Develop prose 4 Technical review / QA

37. Objective maturity assessment of IT management practices, identifying both gaps and potential over investments Managing IT for business value Managing the IT capability Managing the IT budget Managing IT like a business 5 Risk of competitive disadvantage due to below below-average maturity? Risk of competitive disadvantage due to over-investment? 4 Industry Average 3 The company’s current maturity level 2 1 ITG BPM BP SP DSM CFP RM AA ODP SRC IM SAI FF BGM PPP BOP EAM UTM PAM ICM RAM RDE SD SRP TIM UED PPM SUM CAM TCO BAR PM Can be applied across all IT functions or in a selected set of areas

38. Very positive reactions to the work so farFrom contributing organisations IVI is working on topics of great importance to our business, where innovation in IT is a way of life, and managing value is critical to our success. ... I see materials here that I can bring back to my organisation immediately, today. The industry is looking to the IVI industry consortium to lead the way in researching the challenges facing IT today. I have great faith in the value of this approach to the field of IS management. This consortium is a great way to see how other industries have solved the problems we’re tackling. I think there is tremendous value in participating, and contributing to IVI. I have no doubt of the value of IVI... when I look at the output we have produced. The return has been incrediblecompared to the investment I have made. Valuable content Industry thought leadership Learning & development Return on investment

40. Leading practices, industry trends, "hot topics"

41. Assessment tools, "health check"

45. Chose 6 CP’s.

48. Add case studies and use cases.

51. Multiple assessment database

52. Industry specific

53. BVD’s

54. Case studies

55. Other frameworks connected in. Assessment and analysis Business Collaboration The core objective is the continued accumulation of this knowledge base

57. Leveraging the ‘Cloud transition’ effectively

58. Optimizing Enterprise Architecture for Business value

59. Maximizing Innovation Management within ICT and it’s contribution to the overall business

60. Leveraging mobility and Social media technology

61. Optimum digitalization of the organisation’s processes for consistency and productivity

62. Managing the effective use of ITIL across the ICT organisation

63. Structuring and measuring ICT for maximum business alignment and business value

64. Managing the effective use of CMMI across the ICT organisation

65. Assessing for, and planning optimum Service Management

66. Assessing for, and planning optimum Shared Services Center management

67. Collaborating with, and learning from your industry vertical

69. Backup slides

70. Glossary of acronyms ABR = Accelerated Background Research CIO = Chief Information Officer CMM = (SEI) Capability Maturity Model EVA = Economic Value added IT-CMF = Information Technology-Capability Maturity Framework IVI = Innovation Value Institute IVIC = Innovation Value Institute Consortium NPV = Net Present Value NUI = National University of Ireland ROCE = Return on Capital Employed ROE = Return on Equity ROI = Return On Investment SEI = Software Engineering Institute of Carnegie Mellon University TCO = Total Cost of Ownership WG = Working Group