QSI-Transforming IT


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It starts with you, the CIO. Transform IT through Quality, Stewardship, and Innovation.

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QSI-Transforming IT

  1. 1. Transforming IT<br />Boston CIO Roundtable, April 6, 2011<br />By Craig A. Hockenbrough, PMP<br />
  2. 2. Agenda<br />What is Transformation?<br />The CIO Connection (IT’s All About You!)<br />QSI – The 3 Pillars of Excellence<br />Leveraging Transformation Agents<br />Use IT or Lose IT<br />
  3. 3. Word Association<br /> Traditional<br /> Legacy<br /> Value<br /> Partner<br /> Leadership<br /> Change<br />IT Transformation Must Begin At The Top …With You, the CIO<br />
  4. 4. The CIO Connection –Ask Yourself…<br />What do you think the CEO wants from IT?<br />Whom does she count on to make IT happen?<br />Whom do you depend on to deliver?<br />How do you communicate the need?<br />What do you think about?<br />How do you spend your time?<br />What is your Mission?<br />“Transformation” MeansGoing Beyond Your Form<br />
  5. 5. Understanding Your Mission<br />What’s Your Mission?<br />What Does It Mean To You?<br />How Will You Get There?<br />Example (BJ’s IT Mission):<br />“Implement Technology Solutions For Business Agility “<br />
  6. 6. Your Success Depends On Managing 3 Pillars of Excellence<br />Quality<br />Stewardship<br />Innovation<br />
  7. 7. QSI – The 3 Pillars of Excellence Defined<br />Quality<br /><ul><li> Conformance to Requirements (Philip Crosby)</li></ul>Stewardship<br /><ul><li>The careful and responsible management of something entrusted to one’s care</li></ul>Innovation<br /><ul><li>The introduction of new things or methods</li></li></ul><li>Exercise: Where Do You Spend Your Time?<br />Quality Time Spend: ____%<br />Stewardship Time Spend: ____%<br />Innovation Time Spend: ____%<br /> Total: 100 %<br />
  8. 8. Example: VMO / Global Sourcing<br />
  9. 9. Leverage Yourself Through QSI: People & Programs<br />As a Leader, you Leverage Yourself through:<br />Organization Structure<br />Programs & Initiatives<br />Technology Strategy<br />Business Alignment<br />Transformation comes from driving QSI throughout IT<br />Develop Mission To Support the Business<br />Incorporate a balanced QSI into Strategy & Tactics<br />Programs & People are implemented and tasks focused in line with QSI objectives<br />
  10. 10. Fulfilling Your Mission<br />
  11. 11. Exercise: Fulfilling Your Mission<br />What do my business leaders want from IT?<br />What is my #1 Objective in IT?<br />Currently, what is my primary strategy to accomplish that objective?<br />What is the QSI of that strategy?<br />
  12. 12. Applying QSI<br />Innovation<br /><ul><li>Organization
  13. 13. R&D
  14. 14. Innovation Teams
  15. 15. Business Teams
  16. 16. Programs
  17. 17. Six Sigma
  18. 18. Virtualization
  19. 19. Mobility
  20. 20. (X)aaS</li></ul>Quality<br />Organization<br />QA / Testing<br />Business Process<br />PMO<br />Programs<br />Six Sigma<br />TQM<br />BPR<br />Technology Initiatives<br />Stewardship<br />Organization<br />EA<br />Operations<br />Infrastructure<br />VMO<br />App Support<br />Programs<br />Life Cycle Mgmt<br />Vendor Rationalization<br />Legacy Transformation<br />HR Management<br />Global Sourcing<br />
  21. 21. Example: Club InnovationOpportunity Summary<br />Implement Technology Solutions For Business Agility in Clubs by<br />Evaluating ideas from team members<br />Actively looking for areas to improve Club efficiency<br />Leveraging technology combined with improved processes to improve business performance<br />Partner IT with existing initiatives, e.g.<br />EASY Committee<br />Buddy Clubs<br />Join or build direct communication channels to Clubs<br />Infuse “Continuous Improvement” mind-set at H.O. and Field<br />
  22. 22. Example: Club InnovationBusiness Concept<br />Employ basics of quality improvement and quality control methods such as<br />Define, Measure, Analyze, Improve, Control<br />Value Analysis by Teams<br />Leverage existing technologies first<br />Combine process improvement and team member skills with technology for a holistic approach<br />“Excellent firms don't believe in excellence – <br />only in constant improvement and constant change.” <br />Tom Peters <br />
  23. 23. Example: Club Innovation Resource Requirements<br />Technology requirements<br />Leverage what we have<br />Buy before we build<br />Low Tech and Process Reengineering before Hi Tech<br />Personnel requirements<br />Build additional capacity into applicable teams<br />Available on demand…not dedicated<br />Resource requirements<br />Up-front investment in “Discovery” and opportunity analysis<br />Go-forward only when <br />Solid business case with measurable ROI is established<br />Business priority and delivery capacity is in line<br />
  24. 24. The Success Pipeline<br />Execute<br />(Plan, Deliver<br />and Measure)<br />Assess<br />(Evaluate & <br />Prioritize)<br />Discover<br />(Ideas <br />& Needs)<br />
  25. 25. Quality – Transformational Approach<br />Centralized Management of Shared Services (PMO, VMO, BPM, QMS)<br />Iterative and Scalable Methodologies<br />Build-In Quality Up Front (Pay me now or pay me later)<br />
  26. 26. Stewardship– Transformational Management<br />Design IT as a Service Model<br />Know your customer (internal & external)<br />Source the service universally (who’s the best?)<br />Consider Service Catalogs (ITIL)<br />Run IT as a Business<br />Change TCO into TVO (Total Value of Ownership)<br />Have a plan and execute the plan (e.g. Road Map & EA)<br />Improve IT through People<br />Drive ownership & accountability (Leadership Training)<br />Align objectives throughout the organization (Performance Management)<br />Reward performance, not tenure<br />Build effective communication (speed, accuracy, response)<br />Leverage knowledge (social media, knowledge bases, mentoring)<br />
  27. 27. Innovation – Transformational Catalysts<br />Focus on Driving Customer Interaction<br />Relationship and Positive Experience<br />Ease of Transaction<br />Clear Process Ownership<br />Everybody Sees, Everybody Innovates<br />Starts at the Top<br />Culture Catalysts (Exploration, Creativity, and Safety)<br />
  28. 28. Use IT or Lose IT<br />Create Balanced QSI<br />You and Your IT Organization<br />Know Mission, Strategy, and Tactics<br />Mission driven by business needs<br />Strategy fits your culture, stakeholders, assets and liabilities<br />Tactics includes structure, programs and policies<br />Evaluate All Technology and Business Trends or Opportunities based on 1 & 2<br />
  29. 29. Thank You !!<br />Contact:<br />Craig A. Hockenbrough, PMP<br />Principle, Seaglass Enterprises LLC<br />(401) 369-3671<br /><ul><li>Available for- Consulting- Executive coaching- Speaking Engagements</li></ul>© 2011 Craig Hockenbrough. All rights reserved. 3/27/11<br />