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  • On behalf of CAI we would like to welcome everyone to today's webinar of ITBuzzITBuzz brings Visibility, Control, and Optimization to your IT organization
  • Today's presenter is Dave Smith. ITBuzz Product Manager, CAI.My name is Markian Fedoriw and I am the facilitator of the ITBuzz webinar series. You will be able to hear Daveand myself as panelists but as a reminder, all other audio lines have been muted. Dave Smith is a senior technology executive at CAI with 25 years of experience leading complex, challenging IT initiatives for industry-leading firms and Fortune 500 client companies. He specializes in the design, development, and launch of technology solutions and processes. ITBuzz was developed by CAI. CAI is a global IT services and outsourcing firm that is currently managing active engagements with over 100 fortune 1000 companies and government agencies around the world. CAI is delighted to present ITBuzz and we are looking forward to a productive and informative webinar.At this point, we are ready to begin today’s webinar. Dave, please proceed.
  • <Read questions>I asked these questions because most managers can relate to them.Why is that?Because it has happened to us all.<Click>The answers to these questions are indicative if you will be successful
  • I asked these questions as a setup to my background story….Well, we began to answer “Yes” to these questions<Click>We were beginning to make mistakesWe needed to quickly get a communications, visibility, and enforcement system in place<Click>This led us to create a system for projects we callAPO (Automated Project Office)We implemented APO internally<Click>We then saw commercial viability and began installing this for clientsOur clients saw a need for visibility, control, and optimization beyond just projects and this led us to create ITBuzz
  • Portfolio Management. This establishes standard criteria for evaluating proposals making it easier to compare projects on an apples-to-apples basis. It ensures that all work is authorized, valuable, aligned, and balanced.
  • Automated Project Office. Ensures that the project’s cost, scope, schedule and risk profile are fully developed, documented and agreed upon by all stakeholders before development starts. You can verify that the project plan is feasible from the point of view of the team charged with the work.
  • Service Management. Service Management provides oversight of the IT products and services deployed to support the day-to-day operations of your business. It monitors performance, stability, conformance to service level commitments, fit-for-purpose and helps track end user satisfaction.
  • Results Management. Find out how your projects performed. Did you deliver on time and on budget? Did you deliver all the functionality that was expected? Did the project result in a high quality solution?
  • Capability Management. Leverage experience on concluded projects to refine your formal processes for future projects. This includes processes for estimating the work required, managing the risks, controlling scope, handling communications.
  • Return to the 5-domain model and focus now on Portfolio Management
  • We have a couple of scenarios to considerA periodic planning cycle, such as quarterly or annually where we select those projects that need to move forward in the next budgetary cycle.Handling a new opportunity when the portfolio is full
  • Proposal submitted via a plugin or input from client infrastructureProposed Project NamePurpose of the ProjectProblem solved or opportunity exploitedEstimated Cost (Build & Maintain)Estimated Benefit (Financial & Non-Financial)Strategic Business AlignmentRisks and Rewards
  • With respect to Cost, we need to identify the total cost of ownership – not just the build cost. So we must consider the expected product life and the annual support cost. These need to discounted back to the current day. Similarly we need to know the financial benefit (Costs displaced and revenues or other ‘value’ established over the same time frame and similarly discounted)
  • Monitor project for conformance to CSSQ plus other factors that contributed to the selection of this project in the first placeNeed to take into account the sunk cost when deciding whether or not to kill the projectMonitor Business imperatives for impact on inflight projects
  • Need to validate the cost/revenue and business alignment claims through peer reviews (conducted through AMI assessments)
  • Once we have completed the peer reviews for all candidate projects we chart them in a number of different fashions.In chart on far right, any projects that fall below the diagonal have a negative ROI making them candidates for rejection. Similarly for the charts in the center chart, the projects in the ‘red’ square have low business alignment and low probability of success. All other things being equal, these too are candidates for elimination
  • Earlier we needed to know the total cost of ownership which included both the build costs for a new product as well as the annual support cost. Now were are really only concerned with the build cost, but need it in terms of the various resources that will be consumed. So, how many developer hours are required and how many project manager hours, etc.(We also need to know how much additional non-labour cost exists)
  • OK, so we are ready to decide which projects to authorize for the next planning period.In this example we are assuming that planning is done on a quarterly basis.Here we show two inflight projects that are expected to continue into third quarter.We also see some ongoing support activities that will continue throughout third quarter and into the future<click> So which projects do we authorized?We note that there are two projects that have been deemed mandatory for some reason or another.For example, they may be required for government reporting purposesSo we need them<click>
  • This is the meat and potatoes of PPMThere are three primary capacity constraints to be considered when deciding which projects to implement: money, people and plant. How much non-labour capital is available for new projects? How much capacity do we have in terms of architects, developers, data base administrators, technical writers, testers and project managers? And finally, how much capacity do we have in our server farms, mainframes (yes, they’re still out there) and telecomm infrastructure?Resource Planning People are the most critical, and generally the most expensive resource and so we need to deploy them to maximal advantage.Before we can consider what projects we can implement we must adjust our capacity by three factors:Support commitmentsMandatory ProjectsInflight ProjectsSupport for the business usually comes first and so this bandwidth is not available for new project work – except perhaps in extraordinary circumstances. Many personnel with support responsibility are dedicated to that task but others come to the tiller when needed. This will pre-empt their other development activities. We need to plan for and expected level of such interruptions and reduce our capacity accordingly As we have seen, some projects are mandatory, imposed on the IT organization out of necessity, by management whim or fiat or by government dictate. The resources needed to perform those projects must be subtracted from our discretionary pool. Finally, some of our people are already tied up on projects that are carry-overs from previous planning cycles. Once again we need to reduce our capacity by these requirements. There may be a case to be made in some circumstances for winding those other projects early or placing them on hold so as to redeploy the resources to new projects. More about that option later. OK, so now we have reduced our staff’s capacity by support, activities, mandatory projects and inflight projects. Hopefully there is some left for our new projects.
  • So how do we move forward?There are two basic approaches. The first is to use some form optimization algorithm to have the computer solve the problem for us. Here we need to formulate and “Objective Function”, such as Maximize ROI and a set of constraints (e.g. total developer hours for the selected projects cannot exceed the developer capacity, and so on for all resources)Alternatively we can pursue a process of trial-and-error. Add and select projects and see the impact on resources and portfoliosIn practice, one would probably start with an optimized solution as a starting point and then adjust manually as necessary to allow for factors not covered by the optimization algorithm
  • EgalitarianismMay want to ensure that all departments are supported equally and the all the resources are not hogged by Marketing, say.
  • We might also want to ensure that we invest in a balance of strategic and operational projects, and perhaps, that some monies are invested in move the company into new markets.
  • When you manually adjust the—so called—optimal solution and end up with a higher value solution, you will inevitably have violated one or more constraints.This is not necessarily a bad thing. It allows us to identify areas for additional staffing, retraining and/or outsourcing (assuming a staffing constraint was violated)
  • OK, so we are ready to decide which projects to authorize for the next planning period.In this example we are assuming that planning is done on a quarterly basis.Here we show two inflight projects that are expected to continue into third quarter.We also see some ongoing support activities that will continue throughout third quarter and into the future<click> So which projects do we authorized?We note that there are two projects that have been deemed mandatory for some reason or another.For example, they may be required for government reporting purposesSo we need them<click>
  • Monitor project for conformance to CSSQ plus other factors that contributed to the selection of this project in the first placeNeed to take into account the sunk cost when deciding whether or not to kill the projectMonitor Business imperatives for impact on inflight projects
  • Alternative are to:Cancel existing project(s) or throttle them back in order to staff the new porject.
  • Alternative are to:Cancel existing project(s) or throttle them back in order to staff the new porject.

Transcript

  • 1. Bringing Visibility, Control, andOptimization to your ITorganization
  • 2. Dave Smith Product Manager Computer Aid, Inc.Dave_Smith@CompAid.com
  • 3. Have You Ever … Been surprised by something of significance? Received inconsistent information? Been told everything is OK only to find out later otherwise?How do you know if you will be successful?
  • 4. Background Story… Answered “Yes” to these questions Need – We were beginning to make mistakes – Quickly needed to get a communications, visibility, and enforcement system in place Solution – This led us to create a system for projects APO (Automated Project Office) – Implemented APO internally Commercialization – Rolled out APO – Created ITBuzz (Saw need for this beyond projects)
  • 5. Discover …  Know what was in needVisibility of attention Control  Apply the knowledge of your best people Optimization  All activities visible in a central repositoryAre Always Occurring!  Have the data needed to make decisions
  • 6. What is ? Seven Domains Portfolio Service Management Delivery IT Service HealthCheck Management Automated Project Office Process Capability Issue Resolution ManagementImprovement Management Results Management Powered by
  • 7. What is ? Portfolio Management Aligning Proposal Submission Portfolio Proposal Validation Management IT HealthCheck Portfolio Balancing Service Monitoring Environment Monitoring Delivery Portfolio Monitoring Service Management Automated Project Office ProcessImprovement Capability Management Issue Resolution Management Results Powered by Management
  • 8. What is ? Portfolio Management IT HealthCheck Service Delivery Service Automated Management Project Office Automated Project Predictive Analytics Office Scorecard Process Earned Value Stage GateImprovement Capability Management Issue Resolution Management Results Powered by Management
  • 9. What is ? Portfolio Management IT HealthCheck Service Service Management Delivery Service Management Problem Management Customer Satisfaction Ops Management Automated Project Business Alignment Office ProcessImprovement Capability Management Issue Resolution Management Results Powered by Management
  • 10. What is ? Portfolio Management IT HealthCheck Service Delivery Service Management Automated Project Office ProcessImprovement Capability Results Management Management Issue Resolution Project Scoring Management Personnel Scoring Results Process Scoring Management Powered by
  • 11. What is ? Portfolio Management IT HealthCheck Service Delivery Service Management Automated Project Office Process CapabilityImprovement Capability ManagementManagement Issue Personnel Development Resolution Process Conformance Management Results Powered by Management
  • 12. What is ? Portfolio IT Management IT HealthCheck HealthCheck Service Review of IT Operations Delivery Review of IT Practices Service Management Automated Project Office ProcessImprovement Capability Management Issue Resolution Management Results Powered by Management
  • 13. What is ? Portfolio Management IT HealthCheck Service Delivery Service Management Automated Project Office Process IssueImprovement Capability Resolution Management Management Issue Resolution Management Log, Assign, Resolve issue Results Set priorities Powered by Management Notifications
  • 14. What is ? * Portfolio * Management IT HealthCheck Service Delivery Service Management Automated * Project Office ProcessImprovement Capability Management Issue * Resolution Management Results Powered by * Management Available Today !
  • 15. What is ? Click to Launch Portfolio Management IT HealthCheck Service Delivery Service Management Automated Project Office ProcessImprovement Capability Management Issue Resolution Management Results Powered by Management
  • 16. PricingCAI provides Advanced Management Insight (AMI) as a hosted software as a service(SaaS) offering. AMI is a framework for enabling AMI Apps. Licensing is as follows: • AMI Framework AMI License Monthly Fee License fee based AMI Framework (Up to 10 Named Users) $4,000 upon the number of AMI Framework Expansion Blocks (Each additional group of 10 Named Users) $3,000 Named Users Enterprise (Over 100 Named Users, not to exceed 1 ,000 Named Users) $42,000 Monthly Fee • License fee based upon installed Apps App Gold Platinum Enterprise $1,000 $2,000 $3,000 APO / Project Management (up to 100 (up to 500 (up to 1,000 active projects) active projects) active projects) $1,000 $2,000 $3,000 Portfolio Management (up to 100 (up to 500 (up to 1,000 active proposals) active proposals) active proposals) Issues Management $200 IT HealthCheck $50 Service Management Coming Soon Practice Management Coming Soon Results Management Coming Soon Advanced Supply Chain Insight $1,000 Price is effective through December 31, 2011Rev 1.0 2011-09-09
  • 17. By The Numbers Improve productivity by up to 30% – Reduce rework by up to 40% – Cut status reporting effort by up to 2 hours per person/week – Cut analysis and reporting by up to 10 hours per project manager/week Rapid implementation – Pre-configured best practices – Out-of-box in 30 days or lessFor less than the cost of a
  • 18. Rapid Implementation Out of the Box Tailored Discovery Day 1 Day 2 Define assessments, Review KPIs & Recipients Day 2 Day 4 Configure and Setup Day 3 Day 22 Training Day 4 Day 23 User Acceptance Period Day 5-9 Day 24-29 First Production Use Day 10 Day 30 Implementation Complete Day 10 Day 30 •Collect person Day 4 •Admin training Day 8 •Configure & project data •Assign persons security •Define Org •Import to •Schedule •UAT collected projects/roles assessments data Day 1 Day 6 Day 10• Custom implementations may take longer• Actual elapsed time for implementation depends on availability of client’s Subject Matter Experts (SME) and other resources.
  • 19. Summary• Benefits • Expert Knowledge – Early operational insight to Repository enable risk mitigation – Intellectual system designed – Effective control and by industry experts governance – IT Best Practices – Use of best practices• Affordable, Easy Install – Software as a Service (Saas) – Immediate implementation: No Hardware, No Programming
  • 20. For More Information These days the buzz is all about optimizing your organizations focus and direction. Dave Smith ITBuzz Product Manager Computer Aid, Inc. Dave_Smith@CompAid.com P: 610.530.5047 | C: 610.462.3645 www.CAIBuzz.com
  • 21. The ITBuzz Solution Center •Client retention •Services / support Operations Keep •Close •Negotiate •Present Solution Acquire Sales Support •Get briefing •Qualify Engage •Question / Listen •Value pitch /• Weekly webinars potential ROI• Presentations •Get next call •Initial contact Prospect •Cold callRev 1.0 2011-09-09
  • 22. See it in actionLEARN ABOUT AMI
  • 23.  No programming  Quickly configured Optimization Role based data collection & analysis Flexible licensing Zero footprint SaaS
  • 24. Constant stream of quantitative data with subjective team feedback Open visibility into statusIdentify risks, off track AMIactivities and best practice Operationalcompliance Information Integration SystemBest practices, KPIs, standardprocesses and management Expert Analysis andexpertise Knowledge Presentation System System Comprehensive Data Repository Repository of all historical System data, findings, and analysis
  • 25. ITBuzz Suite Client Specific SolutionsAMIApp Capability Buzz IT HealthCheck … … Portfolio Buzz Advanced Management Insight (AMI) Service Buzz Tracer PortalStore Wellness AMI Q&A Knowledge Data Control ASCI APOFrame Engine & Dashboard Repository Feeds Room work Scheduler Application Authoring
  • 26. Questions? Click to Return www.AdvancedManagementInsight.com
  • 27. Introducing APO… Goal: – To provide insight into a project’s health allowing for early risk identification from the viewpoint of a project manager. – To ensure necessary corrective actions are taken at an early stage from the viewpoint of the management office.
  • 28. What Does APO Do? Visibility – See needed project information – View performance outcomes AND participant feedback on key conditions Control – Reinforce expected behaviors – Monitor exceptions to expected behaviors (procedures, processes, interactions) Optimization – Identify conditions that impact – Incorporate productivity improvements into future planningProject Success Made Easier!
  • 29. APO Predictive Measures Predictive measures of project success – RPL – Rework Prevention Level – SMART – Clarity of Task Assignments (Specific, Measurable, Accountable, Relevant, Timely) – PAL – Process Adherence Level – SMPL – Senior Management Participation Level Based on published IT industry studies of project performance research – Leon Kappelman – Mary Sumner – Robert Glass – Mark Keil
  • 30. Questions? Click to Return www.CAIBuzz.com
  • 31. Aligning• Proposal Submission• Proposal Validation• Portfolio BalancingMonitoring• Portfolio Monitoring• Environment Monitoring
  • 32. Scenarios Aligning Monitoring
  • 33. Proposal Submission A proposed Project Name Estimated Cost (Build & Maintain) Estimated Benefit (Financial) Business Alignment Risks and Rewards
  • 34. Preliminary Estimates Estimated Build Cost ($) Estimated Life (yrs.) Estimate Support Cost ($/yr.) Eliminated Costs ($/yr.) Estimate Revenue Stream ($/yr.) Estimated “Value” ($/yr.)
  • 35. Business Alignment Business Imperative100 1 Business Imperative100 2 Business Imperative80 3 Project75 Business Imperative Proposal 4 Business Imperative60 5 Business Imperative40 6
  • 36. Proposal Validation Don’t have this Experts Don’t have this Proposal Questionnaires Need to be able to consume their responses in the AMI dashboard Reward  ResponsesExpected Value Brand Image Risk  Political Risk Technology Risk Cost Financial Risk Benefits Validation
  • 37. Proposal Validation Show charts in the system – Live demo
  • 38. Refine the Estimates Focus now is on Build Cost o Hours/Role
  • 39. Portfolio Selection 2Qyy 3Qyy 4Qyy Inflight projects Support Activities ? Candidate Projects Mandatory Projects Resources
  • 40. Portfolio Selection What is our Goal?  Maximize ROI?  Minimize Risk?  Maximize Business Alignment?  Some combination? What are the constraints?  People  Skills  Infrastructure  Money
  • 41. Portfolio Selection Scenario Testing (“What-if… Analysis”) • Select/exclude projects • Relax resource constraints
  • 42. Portfolio Selection – Achieving Balance Show charts in the system – Live demo Investment by Business Unit 1400 Thousands Shows the distribution of IT investment 1200 across Business Units compared with the requested investment 1000 800 600 400 200 0
  • 43. Portfolio Selection – Achieving Balance Show charts in the system – Live demo
  • 44. Portfolio Selection – Balanced Solution Show charts in the system – Live demo Resource Loading 14000 12000 10000 8000 Overload 6000 Load Capacity 4000 2000 0 C# Dev BA Arch Proj Mgr Tester Tech Wtr VB Dev DBA Web Dev Trainer
  • 45. Portfolio Selection 2Qyy 3Qyy 4Qyy Inflight projects Support Activities  Candidate Projects     Resources
  • 46. Scenarios Aligning Monitoring
  • 47. Monitoring • The company’s strategic goals are changing
  • 48. Project Monitoring Business Imperative100 1 Business Imperative100 2 Project Supports  Ahead of Business Imperative schedule80 3  Under budget  Full scope Business Imperative75 4  Defect free Portfolio Managem Business Imperative Use one from ent60 5 beginning of Service this deck Managem ent Business Imperative Automated Project40 6 Office Capability Managem ent Results Managem ent
  • 49. Summary Aligning Proposal Focus Due Diligence on Proposals Balance Project Mix Resource Planning
  • 50. Summary Monitoring Project Focus Alerts for Out-of-bounds Projects Ongoing Business Alignment Resource Balancing
  • 51. Questions? Click to Return www.CAIBuzz.com
  • 52. What I Want To Talk To YouAbout Today What Is an IT Health Check? Why Do You Need one? What Is The Value of an IT Health Check? What Does It Look Like? How Do You Get One? 64© Computer Aid, Inc. 2011 . All rights reserved.
  • 53. What is an IT Health Check? Review of IT Operations and Practices – Determine current health of the IT organization – Identify risk areas – Identify current problems and root causes – Identify potential areas of improvement – Assess key IT organization aspects • Stability, Availability, Capacity • Alignment with Business • Best Practice Adherence • Staffing – skills, availability, morale, turnover, etc. • Project Delivery Effectiveness • Financial Management© Computer Aid, Inc. 2011 . All rights reserved. 65
  • 54. Why Do You Need One? A “Sick” IT Function can cause: – Lost Records – Computer Users Manually Re-Creating Data – Business Interruptions due to power failure, hardware or software failures, human error or telecommunications failure Failure to Address Serious Issues leads to: – Negative Financial Impact – Damaged Reputation and Brand – Loss of Market Share – Security Breaches – Legal Exposure – Business Failure© Computer Aid, Inc. 2011 . All rights reserved. 66
  • 55. Value of IT Health CheckEnable alignment of IT and business objectives.Drive IT organization’s ability to perform at the level determined by industry benchmark for IT performance.Reduce operating costs.Increase overall effectiveness.Reduce risks.© Computer Aid, Inc. 2011 . All rights reserved. 67
  • 56. What Does It Look Like? Periodic Assessment of 10 Key Areas Management Dashboard with Drill Down Comparative Health Status Across Groups Within the IT Organization Application Portfolio Status Period by Period Health Comparison 68© Computer Aid, Inc. 2011 . All rights reserved.
  • 57. Automated IT Health Check Assessment Categories Assessment Roles • Eleven categories,  Nine roles, including: including: – IT Executive – Overall – IT Line Mgmt – Process – Infrastructure – Critical Knowledge – Customer Staff – Governance – Customer Executive – Financial – Application Support – Alignment – Development – Applications – Project Management – Infrastructure – Quality Assurance – Data – Human Resources – Business Continuity© Computer Aid, Inc. 2011 . All rights reserved.
  • 58. IT Health Check Example 70© Computer Aid, Inc. 2011 . All rights reserved.
  • 59. IT HealthCheck Example 1. All key areas are in the red(problem) area except process and financials. 2. Trends are flat to negative over the past two reporting periods except for Financials, Infrastructure, Applications, Utilization and HR and Staffing. 71© Computer Aid, Inc. 2011 . All rights reserved.
  • 60. IT HealthCheck Example Suggested Actions: 1. Drill into all red(problem) areas. 2. Determine root cause of problems. 3. Implement correction plan. 4. For negative trend categories, drill down to determine root causes. 5. Decide whether remedial 1. All key areas are in the red(problem) area except process and action is required. financials. 6. If remedial action is 2. Trends are flat to negative over the past two reporting periods required, add to correction except for Financials, Infrastructure, Applications, Utilization and plan. HR and Staffing. 7. Perform monthly health check assessment to monitor progress. 72© Computer Aid, Inc. 2011 . All rights reserved.
  • 61. Process Details© Computer Aid, Inc. 2011 . All rights reserved.
  • 62. Process Details 1. Drill down shows the current overall process score and the scores for prioritization, change management, release management, problem management, work management and quality assurance processes. 2. All process scores are in the green range, but the trend for the Process area is negative over the past two reporting periods.© Computer Aid, Inc. 2011 . All rights reserved.
  • 63. Process Details Suggested Actions: 1. For negative trend categories, drill down to determine root causes. 2. Determine root cause of negative trends. 3. Implement correction plan. 4. Perform monthly health check assessment to monitor progress. 1. Drill down shows the current overall process score and the scores for prioritization, change management, release management, problem management, work management and quality assurance processes. 2. All process scores are in the green range, but the trend for the Process area is negative over the past two reporting periods.© Computer Aid, Inc. 2011 . All rights reserved.
  • 64. Process Details 1. The Drill Down page includes key questions, and their responses. 2. Question response data shown on the details page shows the people who have responded , the question responses and the answer distribution.© Computer Aid, Inc. 2011 . All rights reserved.
  • 65. Process Details 1. The Drill Down page includes key questions, and their responses. Suggested Actions: 2. Question response data shown on the details page shows the 1. For negative responses, meet people who have responded , the question responses and the with respondents to discuss. answer distribution. 2. Provide additional education as needed. 3. Perform monthly health check assessment to monitor progress. 4. If improvement does not occur, consider additional education or staffing actions as appropriate.© Computer Aid, Inc. 2011 . All rights reserved.
  • 66. Application Status© Computer Aid, Inc. 2011 . All rights reserved.
  • 67. Application Status 1. The top portion of the application dashboard provides an overview of the overall application status. 2. Detailed application data provided includes a profile of the application portfolio, including the application name, owning organization, business function supported, application portfolio information, application stability and availability, functionality overlap application effectiveness, user satisfaction and whether the application is package software or home-grown..© Computer Aid, Inc. 2011 . All rights reserved.
  • 68. Application Status Suggested Actions: 1. Drill into all red(problem) areas. 2. Determine root cause of problems. 3. Implement correction plan. 4. Correct stability and availability issues immediately. 5. For application overlaps, perform comparative analysis, and consolidate redundant 1. The top portion of the application dashboard provides an overview functionality into single of the overall application status. application where appropriate. 2. Detailed application data provided includes a profile of the 6. For applications with yellow or application portfolio, including the application name, owning red customer satisfaction organization, business function supported, application portfolio levels, determine root cause. information, application stability and availability, functionality 7. Add steps to correction plan overlap application effectiveness, user satisfaction and whether as appropriate. the application is package software or home-grown.. 8. Perform monthly health check assessment to monitor progress.© Computer Aid, Inc. 2011 . All rights reserved.
  • 69. Critical Knowledge, Governance, Financial, HR© Computer Aid, Inc. 2011 . All rights reserved.
  • 70. Critical Knowledge, Governance, Financial, HR 1. For Critical Knowledge, there is an overall score, as well as scores for Knowledge Inventory, Knowledge Risk, and Knowledge Retention. 2. For Financial, there is an overall score and a Financial Actual Score and a Financial Alignment score. 3. For Governance, there is an overall score, as well as scores for Business Alignment, Governance Structure, and Governance Effectiveness. Suggested Actions: 4. For HR and Staffing, there is an overall score, as 1. Drill down into problem(red) well as scores for HR Skills, HR areas and determine exposure Effectiveness, Morale, Turnover, Application to loss of critical knowledge. Staffing, and Capacity Planning. 2. Implement knowledge capture 5. A comparison of Critical program to capture critical Knowledge, Governance, and Financial Status and knowledge. Human Resources and Staffing by Organization is 3. Cross train staff as needed to provided. retain critical knowledge. 4. For Governance, Financial, HR problem (red) areas, drill down to root causes. 5. Implement correction plan. 6. Perform monthly health check assessment to monitor progress. 82© Computer Aid, Inc. 2011 . All rights reserved.
  • 71. Infrastructure, Data and Process© Computer Aid, Inc. 2011 . All rights reserved.
  • 72. Infrastructure, Data and Process 1. For Infrastructure, there is an overall score. 2. For Overall IT Processes, there is an overall score as well as scores for Prioritization, Change Management, Release Management, Problem Management, Work Management and Quality Assurance. 3. A comparison of Infrastructure and Data and Overall IT Processes by Organization is provided.© Computer Aid, Inc. 2011 . All rights reserved.
  • 73. Infrastructure, Data and Process 1. For Infrastructure, there is an overall score. 2. For Overall IT Processes, there is an overall score as well as scores for Prioritization, Change Management, Release Management, Problem Management, Work Management and Quality Assurance. 3. A comparison of Infrastructure and Data and Overall IT Processes by Organization is provided. Suggested Actions: 1. Drill into all red(problem) areas. 2. Determine root cause of problems. 3. Implement correction plan. 4. Correct stability and availability issues immediately. 5. Perform monthly health check assessment to monitor progress.© Computer Aid, Inc. 2011 . All rights reserved.
  • 74. How Do You Get One?Go to www.CAIBuzz.com and click on the Contact Us button to get more information or to sign-up!The ITBuzz team is ready to help! 86
  • 75. Questions? Click to Return www.CAIBuzz.com
  • 76. Issue Management GoalEnsure commitments are upheld – To ensure, follow up, track and manage commitments are being upheld between team members within acceptable timeframe from the viewpoint of the project manager .Oversee commitments – To oversee these commitments from the project management office perspective.
  • 77. ValueEnsures timely resolution of issuesIssues are tracked and managed. With Issue Buzz: Commitments are monitored for timely resolution Automated follow up techniques ensure on-point results Catastrophic problems are avoided
  • 78. Process
  • 79. FeaturesAs issues arise, prompt management is critical toproject success. Issue Buzz provides you with theability to:Log issuesSet prioritiesAssign and notify resources or contributorsSubmit and approve/deny resolutionsThe solutions key differentiator is that you can now monitorand enforce compliance with defined service levelagreements (SLA).
  • 80. FeaturesIssue Buzz takes the task of managing issues to ahigher level. Notifications are automaticallysent:Creation of an issueChange in status / issue is updatedNon-response within allotted timeIssue Buzz contains eleven potential notifications to ensurenothing slips through.
  • 81. Screenshots
  • 82. DashboardsWith Issue Buzz, managers, team members and stakeholders can enter andtrack issues in a central repository that provides a holistic view of potentialproject impediments. Managers, team members and stakeholders can viewproject issues in a variety of dashboards including: Number of Past Due Issues  Issues with no Activity for Number Open vs. Closed the last 30 days Past Due by Assignee  Number per Assignee Number of Open Issues  Open for the Last 30 days Average Resolution Time  Project/Organization Expected vs. Actual Responsiveness Resolution  Overall Responsiveness Number by Status  Due Date Change  Categories by # of Past Due Critical Issues9/21/2012 96
  • 83. Screenshots
  • 84. Screenshots
  • 85. ValueEnsures timely resolution of issuesIssues are tracked and managed. With Issue Buzz: Commitments are monitored for timely resolution Automated follow up techniques ensure on-point results Catastrophic problems are avoided
  • 86. Questions? Click to Return www.CAIBuzz.com
  • 87. Coming SoonClick toReturn www.CAIBuzz.com
  • 88. ITBuzz Product PlanITBuzz AMI features needed• Functionality • Data persistence – Connectors for hard data • Control room – Build out PPM • Knowledge repository – Service management – Capability and results • Licensing management • Data entities – Further build out based upon market feedback• Usability – Role based dashboards – Improved navigation• Control – Implement TFS for content version control – UI standards – Implement testing function
  • 89. 2011 2012 Plan• Website • E-mail campaigns• Landing pages • 1 conference / month• E-mail campaigns • Webinars – ITMPI,• Brochure GantHead, Others• IT Buzz Playbook• Product Webinars • CAI regions – Overview • Inside sales – 7, one for each product • Web sales • Partners • ITMPI type partners – App store content – Reseller
  • 90. ITBuzz stats since 9/12 rollout completed Remaining 2011 2012 Plan ScheduleWebinars 24 internal, 2 ITMPI 10 eight Internal, Self service GanttHead, ITMPI + the 6 ITMPI self serve 10 other venuesConferences 2 Detroit ITMPI, 2 SimPosium, Valley Forge 1 per month, non Maine GovTech ITMPI competitive venues, GovTech, otherPartner Presentation 4 ? 4 per monthProspect 8 Analog devices, TE, GTApresentations RFP, GTA, State MI, PA, Schaeffler Group, HBF AustraliaTrials 2 IDB, ETSProposals 2 GTA, Old DominionWins 1 GTA
  • 91. Quality Example 2: A Takeaway What’s Happening Here? Discussion: Why Are They Doing This? 15107
  • 92. Takeaway: Qualification Checklist Takeaway: Seven Elements of Qualification  What needs to exist for a deal to be sales-worthy? 1) 2) 3) 4) 5) 6) 7) Checklists Ensure 18 Completeness and Repeatability108
  • 93. Takeaway: Qualification Checklist Use Scoring to Assess Quality 1) Quantified Pain Unknown 0 2) Need Identified 1 3) Driver Unknown 0 4) Budget Not Sure 0 5) Timeframe Identified 1 6) Owner Identified 1 7) Fit Identified 1 8) Must Do Yes 1 5/8 = 61.25% Something 20109