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ADM Target Operating Models
ADM Target Operating Models
ADM Target Operating Models
ADM Target Operating Models
ADM Target Operating Models
ADM Target Operating Models
ADM Target Operating Models
ADM Target Operating Models
ADM Target Operating Models
ADM Target Operating Models
ADM Target Operating Models
ADM Target Operating Models
ADM Target Operating Models
ADM Target Operating Models
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ADM Target Operating Models

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Understand the operating models that are driving sucessful IT organizations

Understand the operating models that are driving sucessful IT organizations

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  • 1. © 2013 Information Services Group, Inc. All Rights Reserved. Proprietary and Confidential. No part of this document may be reproduced in any form or by any electronic or mechanical means, including information storage and retrieval devices or systems, without prior written permission from Information Services Group, Inc. Plan, Build, Run Operating Model
  • 2. © 2013 Information Services Group, Inc. All Rights Reserved 2 • Implement single organization to interface with Business units and IT to manage demand • Implement Demand Management and Prioritization processes • Integrate Process CoE and Regional Process groups to centralize core functions • Establish organization to manage resources and implementation activities that collaborates with planning organization to ensure resources are allocated to prioritized projects • Implement Resource Forecasting tools to manage staff variability • Develop processes to ensure tight integration with Plan and Build teams As outsourcing expands the TOM needs to be adjusted to better manage business demand and increase variability Business Collaboration SAMPLE Process Team BUs Client GSO
  • 3. © 2013 Information Services Group, Inc. All Rights Reserved 3 Centralized Program Management ApplicationsInfrastructure Strategy & Architecture Supplier Relationship Management Security & Compliance IT Finance CIO Decentralized A large % of IT organizations are organized by traditional operating models – Centralized, Federated, and Decentralized Federated
  • 4. © 2013 Information Services Group, Inc. All Rights Reserved 4 The business process based model is implemented by a small % of industry organizations that are SAP centric • CLIENT has partially implemented the business process based model with the implementation of the Process CoEs and the Regional Process and Integration Services teams. • Process & IT team has dedicated business process experts to be responsive to business needs and help drive operational improvements • Business Functions (GSO) and Process & IT are separate organizations though in the current implementation. • Additional rigor required to minimize local changes and manage demand. Business Process Based
  • 5. © 2013 Information Services Group, Inc. All Rights Reserved 5 Emerging models are being adopted by sourced organizations to drive efficiencies and increase business responsiveness Supply & Demand Plan, Build, Run • Supply and Demand models segment resources working with the business from those resources supporting the implementation • Supply and Demand is a common model when sourcing application maintenance and development • PBR models further segment resources by Build and Run to focus on efficiencies and costs savings within both organizations • Plan team focus on business priorities • PBR models are implemented to provide a clear delineation of responsibilities in outsourced models
  • 6. © 2013 Information Services Group, Inc. All Rights Reserved 6 Plan Build Run is an operating model that divides the work into discrete capabilities around a lifecycle for delivering services • Plan Build Run (PBR) models are often designed for organizations that have transformed through sourcing and continue to seek ways to reduce delivery costs for Run activities and better manage costs and delivery of new Projects. • Model places emphasis on up-front planning and separation of Change the Business (CtB) vs. Run the Business (RtB) • PBR provides a face to the business with strong planning, business process and relationship management, demand management and financial management • PBR significantly reduces the tension (distraction) between improving/growing the business vs. keeping the lights on • PBR is supported by Manage & Enable to provide the management, cross-functional services and reporting required to align the organization.
  • 7. © 2013 Information Services Group, Inc. All Rights Reserved 7 The PBR model is widely adopted in the industry Benefits • Designed for organizations that have transformed through sourcing. • Emphasizes up-front planning and separation of Change the Business (CtB) vs. Run the Business (RtB) activities • Enhances business alignment with strong planning, business process transformation, relationship management, demand management and financial management • Reduces the tension between improving/ growing the business vs. keeping the lights on • Supported by Manage & Enable to provide the management, cross-functional services and reporting required to align the organization. 65% of large outsourcing deals over the last 3 years implemented the PBR model
  • 8. © 2013 Information Services Group, Inc. All Rights Reserved 8 CIO Process & IT (Plan) Applications (Build) GSO (Run) • Architecture & Strategy • Security & Compliance • Process CoE • IT Finance & Budget Management • Portfolio Management • Regional Process Demand • Demand Management Application Build • Application Strategy • Solution Architecture • Technical Requirements • Application Development • Application Project Delivery • Project Management Application Run • Application Maintenance & Minor Enhancements • Application Service Management/Service Delivery • Application Performance Management • Application Implementation • Service Management/ Service Delivery • Infrastructure Support • Data Center Support • Performance Management VMO (Manage & Enable) • Sourcing Governance & Financials • Compliancy (Risks and Audits) • Business Continuity The PBR model aligns with the existing organization Link to Organization Chart
  • 9. © 2013 Information Services Group, Inc. All Rights Reserved 9 Plan Build Run Manage & Enable •Business Relationship management, business acumen, planning and strategy alignment rather than deep technology skills •Successful plan organizations collaborate across the business and IT •Implement Demand Management principles - Create and validate business cases, negotiate priorities, accountability for results The Plan function is Process & IT’s face to the business Organizational MappingCore Functions Process Center of Excellence Process Center of Excellence IT Strategy & Architecture – Global Standards IT Strategy & Architecture – Global Standards Service Delivery & Performance Management – Portfolio & Budget Management Service Delivery & Performance Management – Portfolio & Budget Management Service Delivery & Performance Management – Central Processes Service Delivery & Performance Management – Central Processes Information Security *– Policy & Governance Information Security *– Policy & Governance Business Knowledge Enterprise Architecture Enterprise Standards Portfolio & Budget Corporate Business Knowledge Corporate Security Standards Process Integration & Deployment Services Process Integration & Deployment Services Local Business Knowledge
  • 10. © 2013 Information Services Group, Inc. All Rights Reserved 10 Plan Build Run Manage & Enable • Responsible for all activities to deliver the business solution (excludes minor enhancements): • Solution Architect • Functional Requirements • Design • Build • Test • Managing the technology roadmap to guide solutions along a common path and for retiring obsolete technologies Build is focused on creating, developing, configuring, implementing or acquiring solutions to meet business needs. Organizational MappingCore Functions Enterprise Applications Enterprise Applications IT Strategy & Architecture – Technology Platforms IT Strategy & Architecture – Technology Platforms IT Strategy & Architecture – Solution Architecture IT Strategy & Architecture – Solution Architecture Process Integration & Deployment Services Process Integration & Deployment Services Applications Service Provider Applications Service Provider Design, Build, Configure, Test, Implement Enterprise Applications Design and deployment of new technologies worldwide. Design, Build, Configure, Test, Implement Solution Architecture Infrastructure Service Provider Infrastructure Service Provider
  • 11. © 2013 Information Services Group, Inc. All Rights Reserved 11 Plan Build Run Manage & Enable • Managed Service - Primary point of contact for end user support • Resolve problems – break/fix, enhancements • Infrastructure support • System Monitoring • Fulfills end user requests • External Supplier responsible for delivery of Services per contract • Client responsible Governance and Service Assurance The Run function is often characterized as “keep the lights on” and focuses on Infrastructure and Application support activities Organizational MappingCore Functions Service Delivery & Performance Management – Service Management Service Delivery & Performance Management – Service Management External SupplierExternal Supplier Data CenterData Center Information Security* – Infrastructure & App Security Information Security* – Infrastructure & App Security Service Assurance Data Center Management Security Compliance
  • 12. © 2013 Information Services Group, Inc. All Rights Reserved 12 Plan Build Run Manage & Enable The Manage & Enable function manages the integrity of standards, policies and processes for IT and the Business Information Security – Risk & Compliance Information Security – Risk & Compliance Vendor Management Office Vendor Management Office Service Delivery & Performance Managementt Service Delivery & Performance Managementt • M&E governs external relationships with service providers and IT suppliers • M&E supports business reporting, business continuity compliancy and IT standards compliance • M&E provides oversight roles and leads the following: • Risk management • IT Audit • Financial & contract management Organizational MappingCore Functions Process Governance Organization (PGO) - New Process Governance Organization (PGO) - New Service Provider Management & Governance SW & HW Contract Management, License Management and Negotiations Audits and Controls Process Consistency & Governance
  • 13. © 2013 Information Services Group, Inc. All Rights Reserved 13 CIO Process and Region CoE IT Architecture & Security* Portfolio & Budget Management • Architecture & Strategy • Information Security * Security could remain separate organization Application Services Region, Process or BU Region, Process or BU Region, Process or BU Application Build • Application Strategy • Application Governance Application Run • Application Service Management/Service Delivery • IT Finance & Budget Management • Portfolio Management • Demand Management PBR organizations streamline Regional Support and focus retained organizations on Planning activities • Corporate and Regional Process Requirements • Business interface Retained Planning Functions BusinessUnits Idea Generation Validate Budget & Roadmap Confirm Strategy & Architecture Build/Integrate components
  • 14. www.isg-one.com

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