1. Unlocking Value Delivering on the Promise of IT John Thorp, CMC, I.S.P., ITCP John_thorp @thorpnet.com Consulting Conference 2010 May 29th, 2010 Richmond, BC Val IT and slides copyright © 2006 IT Governance Institute. Used with permission. © 2010 The Thorp Network Inc.

3. “ The failed promises of the Information Age add up to the longest-running disappointment in business history. On the other hand, information technology has produced an enormous transition, something that companies should be grappling with and studying every day.” Jack Welch World Economic Forum, Davos, 1997

5. Evolution of Use of IT Investments are increasing and... ... complexity is increasing ! Efficiency - Run the business Effectiveness - Change the business Innovation -Change the rules Source: The Information Paradox Management of Information IT Business Transformation of Business Business IT IT Business Automation of Work

6. A New Perspective IT Investments “ You can’t separate IT form the business ” Faisal Hoque Founder & Chair, BTM Institute Investments in IT-enabled Change

9. Source: The Information Paradox Key Governance Questions Continually asking… Enterprise Value Management IT Governance of IT Business Governance of IT Enterprise Governance of IT

14. Connecting the Dots Project Management ©2010 The Thorp Network Inc. Performance Management Strategy Management Project Management Operations Management Portfolio Management Programme Management Management of Change

15. Completing the Picture Performance Management Portfolio Management Programme Management Project Management Management of Change ©2010 The Thorp Network Inc. Strategy Management Project Management Operations Management Mgmt Asset Ar c hi t ec t ur e Management

16. Performance Management Portfolio Management Strategy Management Programme Management Project Management Operations Management Asset Mgmt Ar c hi t ec t ur e Management Strategic Enterprise Governance Management of Change ©2010 The Thorp Network Inc. Total Benefits – Total Costs VALUE RISK

17. Performance Management Portfolio Management Strategy Management Programme Management Project Management Operations Management Asset Mgmt Ar c hi t ec t ur e Management Strategic Enterprise Governance Management of Change ©2010 The Thorp Network Inc. Direction & Steering Selection, monitoring and on-going adjustment to optimise enterprise business value Structuring the delivery of change around business outcomes Reliable delivery of capability to achieve business outcomes Quality, repeatable execution of the delivery of services, IT service and support Enterprise perspective on organisational assets and their relationships Managing organisational assets to maximise the selection, use, reuse and lifecycle of each Managing organizational and cultural change

19. Portfolio Management Programme Management Project Management P 3 M - Projects, Programmes, and Portfolios Source: The Information Paradox “ We believe [strategic program management] is the management construct best suited to enable better business engagement, value delivery and risk” Gartner Research, March 17, 2008 Programme – a structured grouping of projects designed to produce clearly identified business value Project – a structured set of activities concerned with delivering a defined capability based on an agreed schedule and budget Portfolio – a suite of business programmes managed to optimise overall enterprise value

20. “ Business cases are generally viewed only as documents for gaining funding. Once approved they are put away…few track the business benefits the projects actually achieve ” Gartner, Building Brilliant Business Cases” “ Business Cases contain untested assumptions masquerading as facts” Bob Morton, Government of Canada “… 47% of respondents openly admitted to overstating benefits in order to get approval” Cranfield School of Management, survey of 60 European companies Largely works of fiction based on “delusional optimism” and “strategic misrepresentation”! The Business Case

22. Results- focused programmes Benefits Mapping - Complete and Comparable Business Cases INITIATIVE Source: The Results Chain™, Fujitsu CONTRIBUTION CONTRIBUTION CONTRIBUTION ASSUMPTION ASSUMPTION ASSUMPTION OUTCOME OUTCOME OUTCOME INITIATIVE INITIATIVE INITIATIVE INITIATIVE INITIATIVE INITIATIVE Clear accountabilities Full scope of effort — All necessary IT and business initiatives, including change management Clear understanding of outcomes Relevant metrics

33. Unlocking Value Delivering on the Promise of IT John Thorp, CMC, I.S.P., ITCP John_thorp @thorpnet.com Consulting Conference 2010 May 29th, 2010 Richmond, BC Val IT and slides copyright © 2006 IT Governance Institute. Used with permission. © 2010 The Thorp Network Inc.