It Strategie Als Speerpunt Voor Ondernemingsbeleid Erik Foeken

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It Strategie Als Speerpunt Voor Ondernemingsbeleid Erik Foeken

  1. 1. HP DUTCHWORLD 2008 OUTSMART THE FUTURE! IT strategie als speerpunt voor het ondernemingsbeleid Erik Foeken © 2008 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice
  2. 2. ICT en de onderneming
  3. 3. Wat wij horen van leidende CIO’s: „Never forget. There are no IT projects there are only Business projects. “ says Paul Coby, CIO of British Airways „William Morrison‘s passion is to be the food specialist for everybody and that‘s the only reason why we invest in IT.“ says Gary Barr, IT Director of Morrisons “What you are really trying to do is to lower the cost and improve quality.” says Mike Dyer, CTO of CSC NHS Allicance
  4. 4. Is uw ICT organisatie “aligned” met uw ondernemingsbeleid? Product Leadership Customer Intimacy Operational Excellence “Beste product” “Beste oplossing” “Meest efficient” Organiseer ICT om de ondernemingsactiveiten te verbeteren en te versterken Kwaliteit Doorloopsnelheid Kosten
  5. 5. Kwaliteit: Hoe stabiel bent u? • Heeft u echt een volledig “99% of CEOs inzicht in de demand? believe • Heeft u controle over de technology is kwaliteit van uw applicaties? integral to the • Heeft u focus op de success of their ondernemings deliverables? companies, only • Weet u de business impact 43% believe van de ICT diensten? their companies align technology to business outcomes” Penn, Schoen & Berland Associates, “HP Business Technology Study,” April 2007. 11 December 5 2008
  6. 6. Doorloopsnelheid: How Fast Can You Go? • Heeft u echt inzage wat u quot;Big will not “real time to market” is? beat small • Heeft u controle over de performance van uw anymore. It applicaties? will be fast • Meet u uw business beating performance? slowquot; • Hoe snel en nauwkeurig handelt u met verandering? Rupert Murdoch • Hoe snel is uw projecten organisatie? 11 December 6 2008
  7. 7. Kosten: Heeft u controle? Transformation of • Heeft werkelijk inzage in de IT Budget Mix kosten van een dienst? 100% 20% • Hoe accuraat is u 35% budgettering 60% • Blijven u change projecten 80% 50% 65% binnen budget 40% • Bent u in controle over 0% inkoopcontracten en SLA’s • Bent u in staat om snel investeringsbeslissingen te maken Keep the lights on Innovation 7
  8. 8. Waar zitten de problemen… De IT leverketen is georganiseerd in silo’s 1 Survey by the Economist Intelligence Unit of 1,125 IT professionals based in the Americas, Europe, the Middle East and Asia-Pacific June 2007 2 Gartner, From Concept to Production, Software Changes and Configuration Management, April 2008 11 December 8 2008
  9. 9. HP’s BTO visie op Alignment Alignment door integratie en automatisering
  10. 10. Controle over het voortbrengingsproces Delivering business outcomes 11 December 10 12/11/2008 2008 HP Confidential thru 06/30/2008 - Don't copy or distribute
  11. 11. Voorbeelden van benefits en resultaten met BTO >80% of IT projects > 80% + projects on-time => Use of Capacity and Availability in the PMO 20 – 70% lower receivables Management processes Effectiveness => 30% – 50% less cycle time =>10 - 15% higher SLA Procurement FTE’s performance Single system for IT request Use of Change Management of / demand management Management processes changes online => 10-15% higher projects =>5 -10% higher projects => 10-15% higher rate of to specification to specification help desk first call resolution CONTINUAL SERVICE IMPROVEMENT STRATEGY DESIGN TRANSITION OPERATIONS Efficiency Use of Release Use Release and Change >80% compliance with Management processes ITSM processes Management processes => 5 -6% better on time => 25 - 40% lower IT =>5% better on budget project delivery support costs project delivery
  12. 12. Conclusie 1 2 3 4 12

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