CANVASSED in a Business (IT) Strategy Canvas: IT Vision

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The "Deliver Business Value with IT" series provides a good overview and actionable material of the ways a CIO can provide valuable and effective support to your company strategy and leverages business model concepts to deliver business value from IT. Martin Palmgren propose an extremely solid piece of work that comes across as the A-Z reference of how to execute and implement IT strategy from a CEO and CIO level perspective."

Executive Summary:

The CIO and the IT Department need to position as premium provider of IT services and focus on value to cost.

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CANVASSED in a Business (IT) Strategy Canvas: IT Vision

  1. 1. . Copyright 2012 COMMUNICATE! Build an effective IT Delivery Model to meet Business Needs! - To deliver to set business strategy and objectives ! !! By Martin Palmgren, IT Strategy and Transformation Executive @ .COMMUNICATE 1  
  2. 2. . Copyright 2012 COMMUNICATE! CEO, CFO, CIO, CTO, SVP, Architects, Strategy, Business Executives and the IT function in general. ! Target Audience! 3  
  3. 3. . Copyright 2012 COMMUNICATE! BrightTalk Thought Leadership: http://www.brighttalk.com/community/it-service-management/webcasts?q=martin+palmgren ! Get your cloud strategy right: http://www.brighttalk.com/community/it-service-management/webcast/534/29211 ! Get your IT Service Strategy right: http://www.brighttalk.com/community/it-service-management/webcast/534/23630! Leverage Strategy with IT: http://www.brighttalk.com/community/it-service-management/webcast/534/22934 ! Cloud Computing: Fluff or Lightening? http://www.brighttalk.com/community/it-service-management/webcast/534/21892 ! Run IT as a Service Business! http://www.brighttalk.com/community/it-service-management/webcast/534/21389 ! In French: ! Cloud Computing : La tête dans les nuages?: http://www.brighttalk.com/community/it-service-management/webcast/534/21919 ! Baseline: Coût, Consommation, chargeback et contribution IT aux objectifs de l'entreprise : ! http://www.brighttalk.com/community/it-service-management/webcast/534/21388! Deliver Business Value with IT (the book) https://www.smashwords.com/books/view/290604  (the blog) http:// deliverbusinessvaluewithit.wordpress.com /! I also share perspective @ some of the top French Business Schools, notably EDHEC! International Thought Leadership! 5  
  4. 4. . Copyright 2012 COMMUNICATE! •  •  •  •  •  •  •  Build an effective IT Delivery Model ! Leverage Business Strategy execution with IT! Build an IT Service Strategy leveraged by ITIL V2 & 3 Design, Build ! Build an IT Service Strategy leveraged by ITIL V2 & 3 Run ! Logics for IT Sourcing (Internal, Shared service center, Out, Cloud) ! Get your cloud strategy right ! How to build a CIO Office ! “Canvassed” in a Business (IT) Strategy Canvas:! •  “Canvassed” Business Strategy and Architecture: Business Vision, Architecture (Articulate, Deliver) ! •  “Canvassed” IT Strategy: IT Vision ! •  “Canvassed” IT Strategy: IT Baseline, Road Map ! •  “Canvassed” IT Architecture: Design, Build, Transform ! IT Vision! 7  
  5. 5. . Copyright 2012 COMMUNICATE! Canvassed! •  •  •  •  •  •  •  •  •  •  •  •  Business Strategy and Architecture! Vision ()! Articulate the Business Architecture ()! Deliver the Business Architecture ()! IT Strategy:! IT Vision () ! Base Line ()! Roadmap ()! IT Architecture:! Design ()! Build ()! Transform ()! 9  
  6. 6. . Copyright 2012 COMMUNICATE! IT Vision! •  IT Vision ()! 11  
  7. 7. . Copyright 2012 COMMUNICATE! IT Vision! •  •  •  •  •  •  •  •  Asses the As Is of the Business (IT) Service Strategy ()! Develop the Business (IT) Service Strategy ()! Build the Business (IT) Service Strategy ()! Govern the the Business (IT) Service Strategy ()! Design the Technology Architecture ()! Build the Sourcing Strategy ()! Develop the Program Plan ()! “Canvas” the IT Vision () ! 13  
  8. 8. . Copyright 2012 COMMUNICATE! IT Vision! •  •  •  •  •  •  •  •  Asses the As Is of the Business (IT) Service Strategy ()! Develop the Business (IT) Service Strategy ()! Build the Business (IT) Service Strategy ()! Govern the the Business (IT) Service Strategy ()! Design the Technology Architecture ()! Build the Sourcing Strategy ()! Develop the Program Plan ()! “Canvas” the IT Vision () ! 15  
  9. 9. . Copyright 2012 COMMUNICATE! How fast can we get our products and services to market & how can IT support us in this activity from a Cycle Time and Cost Effectiveness perspective. ! Business Bottom Line! 17  
  10. 10. Manage product and service portfolio
 Develop products and services
 Develop and manage products and services
 Define the business concept and long-term vision
 Develop business strategy
 Manage strategic initiatives
 Develop vision and strategy
 Deliver products and services
 ! ! ! ! ! Acquire, construct and manage property
 ! Create and manage organizational performance strategy
 Benchmark performance
 Develop enterprise-wide knowledge management (KM) capability
 Manage change! Manage knowledge, improvement and change
 Build investor relationships
 Manage government and industry relationships
 Manage relations with board of directors
 Manage legal and ethical issues
 Manage public relations program
 Manage external relationships
 Determine environmental health and safety impacts
 Develop and execute environmental health and safety program
 Train and educate employees
 Monitor and manage environmental health and safety management program
 Ensure compliance with regulations
 Manage remediation efforts
 Manage environmental health and safety ! Design and construct/acquire nonproductive assets
 Maintain nonproductive assets
 Obtain, install, and plan maintenance for productive assets
 Dispose of productive and nonproductive assets
 Manage physical risk
 Perform planning and management accounting
 Perform revenue accounting
 Perform general accounting and reporting
 Manage fixed-asset project accounting
 Process payroll
 Process accounts payable and expense reimbursements Manage treasury operations
 Manage internal controls Manage taxes
 Manage international funds/consolidation
 Manage financial resources
 Manage the Business of Information Technology
 Develop and Manage IT Customer Relationships
 Manage Business Resiliency and Risk
 Manage Enterprise Information
 Develop and Manage Information Technology Solutions
 Deploy Information Technology Solutions
 Deliver and Support Information Technology Services
 Manage IT Knowledge
 Manage information technology
 Develop and manage human resources (HR) planning policies, and strategies
 Recruit, source, and select employees
 Develop and counsel employees
 Reward and retain employees
 Redeploy and retire employees
 Manage employee information
 ! ! Develop and manage Human Capital
 ! Develop customer care/customer service strategy
 Plan and manage customer service operations
 Measure and evaluate customer service operations
 Manage customer services
 ! Plan for and acquire necessary resources (Supply Chain Planning)
 Procure materials and services
 Produce/Manufacture/Deliver product
 Deliver service to customer
 Manage logistics and warehousing
 Understand markets, customers, and capabilities
 Develop marketing strategy
 Develop sales strategy
 Develop and manage marketing plans
 Develop and manage sales plans
 Market and sell products and services
 ! !   . Copyright 2012 COMMUNICATE! Business Drivers & Processes! Cost Effectiveness! Cycle Time! A Confirmed Business (IT) Value Proposition! 19  
  11. 11. . Copyright 2012 COMMUNICATE! ! To run the IT business effectively and leverage the execution ! of the business Strategy and objectives with IT we need to make educated investments (on paper compliance and KPI indications is nice to have but not enough!): 100% of the value impact is in the execution of the process of the supported services over the entire service life cycle (order to bill).! Conception, Realisation 20%! Run 80%! Get demand and cost drivers right! 21  
  12. 12. Strategic! Tactic! Operational! . Copyright 2012 COMMUNICATE! Strategy! ! Business & IT Vision Articulated! Process! Strategic! ! Business Architecture & IT Architecture Aligned and delivered to Strategic Intent! Tactic! Operational! Time to Market (Performance & Conformity)! Application support ! Vendor Driven! Execute Business Strategy! Business Architecture! Supported by Business Architecture! 23  
  13. 13. . Copyright 2012 COMMUNICATE! ! Institutionalise: Shared Infrastructure! ! ! ! Options are presented to management: In-house, shared services, outsourcing! ! Leverage competitive advantage: Provide competitive advantage with a focus on business value! ! ! ! 4. Governance in place! ! ! Best practices processes continuously improved! Governance blueprint designed and operating! ! IT investments reflect:! 3. Business proposition! ! ! ! ! Key IT projects deliver value as planned! Strategic IT opportunities are identified but not articulated! The Board will be presented with risk assessment decisions on critical initiatives! Position IT services in relation to the competition and industry! ! IT analyse competitor's IT initiatives! 1. The strategic intent of the Board! 2. Business goal and priorities! 3. A clear IT portfolio of projects and services! 4. A Service Portfolio alignment to business goals and priorities! ! ! IT investments deliver a good return on investment! The IT Steering Committee will initiate a strategic IT competitive analysis! ! Stabilise: Understand demand and cost drivers! ! Consolidate: Provide Better Information! ! 1. Service definition! ! ! ! Clearly defined portfolio of products and services: - Portfolio aligned to business goals and priorities! ! Customer base and demand is clearly defined: ! ! Costs are understood for each service: - TDABC analysis for resource capacity, Asset consumption by service is established! ! ! ! Prices / SLAʼs for services are established: ! ! ! ! ! ! ! ! ! Best practice Asset Management practices are in place. - IT leverages best practice such as VALIT, COBIT, RISKIT, ITIL,CMMI, TOGAF.! ! ! ! ! ! ! 2. Market definition! - Who is consuming what services! - Internal rates compared to outside marketplace for IT (Make or Buy)! To the Strategic Plan! 25  
  14. 14. . Copyright 2012 COMMUNICATE! Provide Better Information! 2. Market definition! •  Customer base and demand is clearly defined: - Who is consuming what services! •  Prices / SLAʼs for services are established and Internal rates compared to outside marketplace for IT (Make or Buy)! ! ! Consolidate ! 27  
  15. 15. . Copyright 2012 COMMUNICATE! Provide clear guidelines! ! ! 4. Governance is in place! Best practices processes continuously improved! Governance blueprint designed and operating! IT investments reflect:! •  •  •  •  The strategic intent of the Board, ! Business goal and priorities, ! A clear IT portfolio of projects and services, ! A Service Portfolio alignment to business goals and priorities! IT investments deliver a good return on investment! The IT Steering Committee will initiate a strategic IT competitive analysis! To leverage competitive advantage ! 29  
  16. 16. . Copyright 2012 COMMUNICATE! Vision! Articulate! Deliver! IT Vision! Baseline! Roadmap! Design! Build! Transform the Business Model! IT Vision! IT Vision:! -  -  -  -  -  Translate the Business vision to an IT vision! Vision of IT “to be state”: “where we need to go”, “where we are now” & “how we need to proceed”! Regulatory requirements! Technology guiding principles! IT Governance guiding principles (process & organise decisions)! Translate the Business Vision to an IT Vision! 31  
  17. 17. Strategic! Tactic! Operational! . Copyright 2012 COMMUNICATE! Information Technology! Business objective: To deliver customer value on time and to set expectations! IT! HR! Finance! Operations! Strategic! Tactic! Operational! Professions! Baseline: Measure Business Contribution! Time to Market (Performance & Conformity)! Operating Processes! Business (IT) Objectives, where the! 33  
  18. 18. . Copyright 2012 COMMUNICATE! Map Strategic Themes! 1.  2.  3.  4.  Financial Perspective! Customer Perspective! Process Perspective! Learning & Growth Perspective! Create a High Performance Culture! ! ! !! !! ! ! ! ! Business (IT) Tactics, reflects the! 35  
  19. 19. . Copyright 2012 COMMUNICATE! IT Vision! •  Understand Stakeholder expectations ()! ! ! ! ! ! ! ! !! !! !! !! !! !! !! ! ! ! ! ! ! - Business contribution to investment ()! - Effective Business (IT) Objectives ()! - Best in class solutions ()! - Future challenges ()! - Business (IT) Strategy ()! - Business (IT) Objectives ()! ! 37  
  20. 20. . Copyright 2012 COMMUNICATE! How effective are business (IT) objectives?! Baseline: ! ! To deliver to effective business (IT) objectives! Objectives: ! - Align business to set strategic objectives,! ! - Do we allow IT to successfully deliver to clear, defined and measurable business objectives.! !! !! ! ! Effective Business (IT) Objectives! 39  
  21. 21. . Copyright 2012 COMMUNICATE! How well is IT positioned to meet future needs?! Baseline: ! ! To develop opportunities to meet future challenges! Objectives: ! - Train and educate IT staff,! ! !! ! - Build IT staff expertise,! ! !! ! - Research in to emergent technologies,! ! !! ! - Pertinence, scalability, evolutivity of application portfolio.! Future challenges ! 41  
  22. 22. . Copyright 2012 COMMUNICATE! And more precisely:! Objectives: ! !! ! - Become the supplier of choice for all information services, either directly or indirectly ! through supplier relationships,! ! !! !! ! ! - To enable and contribute to the achievement of business objectives through effective ! delivery of value added information services,! ! !! ! - Deliver timely and effective IT services at targeted service levels and cost,! ! !! !! ! ! - Develop internal capabilities to continuously improve performance through innovation, ! learning and personal organisational growth.! ! !! ! ! ! ! ! ! ! Business (IT) Objectives! 43  
  23. 23. . Copyright 2012 COMMUNICATE! IT Vision! ! !! •  To ensure Stakeholder “Buy In” ()! ! - Business (IT) Value Governance ()! ! ! ! ! ! ! ! ! !! !! !! !! !! !! !! !! ! ! ! ! ! ! ! ! - Business (IT) Governance ()! - Business (IT) Programme Management ()! - Business (IT) Investment Management ()! - Business (IT) Process Management! - Captured in a Strategy Map ! - & Canvas, articulated in a! - Collaboration Theme Scorecard! - Conceived in to a solid story! ! ! 45  
  24. 24. . Copyright 2012 COMMUNICATE! To get the IT Service Management Fundamentals right:! •  Focus on demand and cost drivers! ! •  In a business perspective:! –  Run IT as an effective service business! –  Meet your customer needs, where! –  Demand drivers are critical in the roll out of IT Service Management! •  Deliver strategy execution! ! ! Understand Stakeholder Expectations! 47  
  25. 25. . Copyright 2012 COMMUNICATE! Priorities from a Business Unit Management Perspective:! ! !! - IT supports the achievement of tactical business objectives! ! !! - IT delivers perceived added value services and at a reasonable cost! ! !! - IT delivers to service level agreements (commitments)! ! !! - IT investments positively affect business productivity and the customer experience! ! !! !! - We have a clear process vision towards which we expect the IT department to deliver : ISO 38 500, VALIT, COBIT, RISKIT, ITIL! IT delivers to demand and cost drivers! 49  
  26. 26. . Copyright 2012 COMMUNICATE! Priorities from an IT Risk Management Perspective:! ! !! - The organisations assets and operations are protected! ! !! - Key business and technology risk is effectively managed! ! !! - Effective process, practise and controls are in place! ! ! !! !! - We have clear security objectives to which we expect IT to deliver: ! ! ! VALIT, COBIT, RISKIT, COSO, ISO 20 000 / 27 000! Business Continuity is Ensured! 51  
  27. 27. . Copyright 2012 COMMUNICATE! In order to do so we need to:! ! !! ! - Align IT plans and activities with business goals and needs,! ! !! !! ! ! - Align Stakeholder (internal and external) and employee effort toward objectives with clear processes and metrics,! ! !! ! - Establish measures to evaluate the effectiveness of the IT organisation,! ! !! ! - Stimulate and sustain improved IT performance,! ! !! ! - Achieve balanced results across stakeholder groups.! Deliver to Stakeholder Expectations! 53  
  28. 28. . Copyright 2012 COMMUNICATE! •  •  •  •  •  •  The establishment of informed and committed leadership! The definition and implementation of a value governance framework and work processes! The definition of portfolio characteristics! The alignment and integration of value management with enterprise financial planning! The establishment of effective governance monitoring! Continuous improvement of value management practices! Business (IT) Value Governance! 55  
  29. 29. . Copyright 2012 COMMUNICATE! •  •  •  •  •  •  •  •  •  •  The development and evaluation of the initial business case! An understanding of the program and implementation options! The development of a program plan! The development of full cycle costs and benefits! The development of a detailed business case! The launch and management of the program! Updating of the operational IT portfolio! Updating of the business case! Monitoring and reporting on the program! Retirement of the program! Business (IT) Programme Management! 57  
  30. 30. . Copyright 2012 COMMUNICATE! How to align and lever operating, management and support processes through the effective implementation of IT.! - Do we perform them in the right manner? - The architecture question! - The investment:! ! ! ! ! - Is in line with our architecture,! - Is consistent with our architectural principles,! - Contributes to the population of our architecture.! - Do we perform them well? - The delivery question! - We have: ! ! ! ! ! - Effective and disciplined management, delivery and change management processes,! ! - Competent and available technical and business resources to deliver:! ! - The required capabilities,! ! - Organisational change required to lever capabilities.! Business (IT) Process Management! 59  
  31. 31. . Copyright 2012 COMMUNICATE! ! ! The Stakeholder Strategy Map: Formalises stakeholder outcomes to deliver value for all parties.! ! ! ! The strategy canvas allow the teams to articulate and formulate objectives on a project / program basis for improved execution with an extended GAP, risk and added value analysis captured in a DARCI (Decision taker, Accountable, Responsible, Consulted & Informed).! & Canvas, articulated in a! 61  
  32. 32. . Copyright 2012 COMMUNICATE! In order to do so we need to:! Objectives: ! -! Levers: ! ! !! -! ! ! ! Conceived in to a solid story! 63  
  33. 33. Strategic! Tactic! Operational! . Copyright 2012 COMMUNICATE! Strategy! Process! We deliver competitive services, execute strategy effectively and measure the added value to optimise investment in IT!! Lever competitive advantage! Strategic! Tactic! Institutionalise! Consolidate! Operational! Stabilise! Time to Market (Performance & Conformity)! Application support ! Vendor Driven! Execute Business Strategy! Business Architecture! We deliver competitive services! 65  
  34. 34. . Copyright 2012 COMMUNICATE! ! Institutionalise: Shared Infrastructure! ! ! ! Options are presented to management: In-house, shared services, outsourcing! ! Leverage competitive advantage: Provide competitive advantage with a focus on business value! ! ! ! 4. Governance in place! ! ! Best practices processes continuously improved! Governance blueprint designed and operating! ! IT investments reflect:! 3. Business proposition! ! ! ! ! Key IT projects deliver value as planned! Strategic IT opportunities are identified but not articulated! The Board will be presented with risk assessment decisions on critical initiatives! Position IT services in relation to the competition and industry! ! IT analyse competitor's IT initiatives! 1. The strategic intent of the Board! 2. Business goal and priorities! 3. A clear IT portfolio of projects and services! 4. A Service Portfolio alignment to business goals and priorities! ! ! IT investments deliver a good return on investment! The IT Steering Committee will initiate a strategic IT competitive analysis! ! Stabilise: Understand demand and cost drivers! ! Consolidate: Provide Better Information! ! 1. Service definition! ! ! ! Clearly defined portfolio of products and services: - Portfolio aligned to business goals and priorities! ! Customer base and demand is clearly defined: ! ! Costs are understood for each service: - TDABC analysis for resource capacity, Asset consumption by service is established! ! ! ! Prices / SLAʼs for services are established: ! ! ! ! ! ! ! ! ! Best practice Asset Management practices are in place. - IT leverages best practice such as VALIT, COBIT, RISKIT, ITIL,CMMI, TOGAF.! ! ! ! ! ! ! 2. Market definition! - Who is consuming what services! - Internal rates compared to outside marketplace for IT (Make or Buy)! To the Strategic Plan! 67  
  35. 35. . Copyright 2012 COMMUNICATE! Provide Better Information! 2. Market definition! •  Customer base and demand is clearly defined: - Who is consuming what services! •  Prices / SLAʼs for services are established and Internal rates compared to outside marketplace for IT (Make or Buy)! ! ! Consolidate ! 69  
  36. 36. . Copyright 2012 COMMUNICATE! Provide competitive advantage with a focus on business value! ! ! 4. Governance in place! Best practices processes continuously improved! Governance blueprint designed and operating! IT investments reflect: The strategic intent of the Board, Business goal and priorities, A clear IT portfolio of projects and services, A Service Portfolio alignment to business goals and priorities! IT investments deliver a good return on investment! The IT Steering Committee will initiate a strategic IT competitive analysis! Lever competitive advantage ! 71  
  37. 37. . Copyright 2012 COMMUNICATE! ! Focus on strategy execution ! ! ! Assess the Business (IT) strategy ! ! Develop an understanding of the Business (IT) Strategy and how the IT department will deliver effectively to support strategy execution: ! ! Objective: To develop a comprehensive understanding of the business environment and future direction in order to identify areas of strategic IT opportunities and as the basis to develop the IT strategy.! ! Benefit: A Clear business vision and direction avoids dispersed, conflicting, non-value added activities and costs and enable a clear focus on the chosen markets / products / services. The establishment of an agreed business vision provides an understanding for how IT can/should contribute to business objectives and how ROI can be driven from IT investments. As you establish the need for and agree on the scope/focus of the IT strategy engagement, it is important to develop a sense of the business environment and future direction. This understanding of the organisationʼs present and future is documented and is used to determine how IT will be leveraged.! ! It should be clearly understood that this activity is not intended to build the business vision but to support the roll out of an established business vision. The purpose of this activity is to understand the business, its internal and external environment and make explicit any unstated or inadequately articulated business values and vision elements to build a firm platform for the project.! 73  
  38. 38. . Copyright 2012 COMMUNICATE! ! Focus on strategy execution ! ! Assess the Business (IT) strategy ! ! Develop an understanding of the Business (IT) Strategy and how the IT department will deliver effectively to support strategy execution: Confirm business vision ! ! ! ! It is important to understand both the vision and the extent to which it has been communicated throughout the organisation and “bought in to” by Stakeholder, key influencers and end users.! ! In the event of a non articulated vision for the organisation, it should be agreed that a consensus approach is required to build one. A visioning workshop should be conducted with key stakeholders. ! ! ! ! ! ! ! ! 75  
  39. 39. . Copyright 2012 COMMUNICATE! ! Focus on strategy execution ! ! Assess the Business (IT) strategy! ! Develop an understanding of the Business (IT) Strategy and how the IT department will deliver effectively to support strategy execution: Confirm External Environment !   !   The Business Profile developed should have identified a large number of organisational and industry key issues. These will set the direction and focus of the review of the strategic analysis and highlight material areas which have not been considered/ignored in the development of the Business (IT) Strategy plan. An analysis of the external environment will involve: political, economic, social and technological forces impact the business; suppliers and customers; threat of new entrants; possible substitution effects; the competitive arena and the business relative positioning.! ! ! ! 77  
  40. 40. . Copyright 2012 COMMUNICATE! ! Focus on strategy execution ! ! Assess the Business (IT) strategy! ! Develop an understanding of the Business (IT) Strategy and how the IT department will deliver effectively to support strategy execution: Confirm IT Value Proposition and Product / Service offer!   The value proposition clearly articulates how value is defined by the stakeholder. It will differ by stakeholder and be defined by cost and demand drivers in regards of business drivers and objectives.! ! Further comprehension of expectations on the “IT Value Proposition” that is how do we (are we expected to) deliver IT services to business needs is achieved by conducting interviews with key executives and an analysis of stakeholder surveys.! ! ! ! ! ! 79  
  41. 41. . Copyright 2012 COMMUNICATE! ! Focus on strategy execution ! ! ! Assess the Business (IT) strategy! !     Develop an understanding of the Business (IT) Strategy and how the IT department will deliver effectively to support strategy execution: Confirm Business (IT) Strategy, Objectives and Goals !   The business strategy and plan based on available data follows logically from it. The organisationʼs business imperatives, strategies, goals and objectives with Critical Success Factors within the control of the organisation are identified and documented. ! ! ! !   81  
  42. 42. . Copyright 2012 COMMUNICATE! ! Focus on strategy execution ! ! ! Assess the Business (IT) strategy! ! Develop an understanding of the Business (IT) Strategy and how the IT department will deliver effectively to support strategy execution: Validate the Business (IT) Strategy!   Does IT support strategy execution with a clear IT Business Model and Value Proposition articulated in a service strategy?! ! Focus on the validation of the IT strategy and direction. Where certain areas are less focused, dispersed or contradict elements of the Business (IT) strategy it is necessary to undertake incremental strategic analysis. The extent to which this is necessary or desirable depend on if the area of concern is fundamental to the entire Business Strategy & impact on the Business (IT) Strategy. ! 83  
  43. 43. . Copyright 2012 COMMUNICATE! ! Focus on strategy execution ! ! ! Develop a high level picture of the Business (IT) Strategy! ! Develop a high level picture of the Business (IT) Strategy !   A high level picture of the Business (IT) Strategy contains a description of the Business Strategy with Business Drivers and Objectives, how IT support strategy execution, the needed competencies and resources. This picture is developed as we consider a number of aspects of the Business (IT) Strategy such as the subsequent value chain, process architecture, information/data architecture, organisation charts and skills and competencies. ! 85  
  44. 44. . Copyright 2012 COMMUNICATE! ! Focus on strategy execution ! ! ! Develop a high level picture of the Business (IT) Strategy! ! Develop a high level picture of the Business (IT) Strategy: Determine the leverage of IT to support strategy execution !   The extent to which IT is used as an organisational asset is an indication of Key Business Stakeholders Perception of IT as critical lever and drives the value the organisation places on it. This in turn will determine the nature and quality of information technology in use in the organisation. The importance of IT on the boardʼs agenda usually provides a good indication of the value the organisation places on IT. A SWOT analysis could be performed on the IT Strategy to highlight critical “hot spots”.! ! ! 87  
  45. 45. . Copyright 2012 COMMUNICATE! ! Focus on strategy execution ! ! ! ! Develop a high level picture of the Business (IT) Strategy! ! Develop a high level picture of the Business (IT) Strategy: Identify high level IT enabled business opportunities - Identify Focus Areas ! ! To identify the areas of the organisation that are critical to the success of the business strategy we focus on business drivers and objectives. This involves to map prioritised IT objectives to high level business drivers and objectives. ! ! 89  
  46. 46. . Copyright 2012 COMMUNICATE! ! Focus on strategy execution ! ! ! ! Develop a high level picture of the Business (IT) Strategy! ! Develop a high level picture of the Business (IT) Strategy: Identify high level IT enabled business opportunities - Identify scope/opportunities for improvement ! ! To identify opportunities for improvement and get a first, high level, view of the potential benefits available to the organisation, we map the Business Strategy with Business Drivers and Objectives to the current IT service strategy. ! ! The gap should be used to determine the scope of possible improvements. In addition to the benefits the opportunities are likely to bring in, a preliminary identification of the associated risk and cost is made. The scope / opportunities are validated and recorded on the ʻAs-Isʼ process model to ensure that the widest possible acceptance of this picture is achieved among management and staff not only involved in but are affected by the process. It should be noted that the opportunities identified in this task will primarily have a business focus. This analysis results in the first view of the Business (IT) Strategy business case.! ! ! 91  
  47. 47. . Copyright 2012 COMMUNICATE! ! Focus on strategy execution ! ! Develop a high level picture of the Business (IT) Strategy! ! Develop a high level picture of the Business (IT) Strategy: Identify high level IT enabled business opportunities - Ensure stakeholder “buy in” and sponsorship ! ! To ensure that stakeholders, top management, IT management and other business managers have been involved in and have “bought in” to the output we need to understand stakeholder expectations and deliver to the latter. Adequate buy-in at appropriate levels from all stakeholders is critical to the success of the engagement. If appropriate sponsorship is not visible at all stages, the quality of the work effectuated and the ability to implement the solution will be limited. Appropriate action should be taken to ensure that the interest and sponsorship of top management is sustained throughout the engagement. The key to maintain sponsorship is to keep relevant stakeholders informed and to demonstrate the benefits case as it develops with the delivery of quick wins. ! ! ! ! ! 93  
  48. 48. . Copyright 2012 COMMUNICATE! IT Vision! •  Asses the As Is of the Business (IT) Service Strategy ()! ! ! ! ! ! ! ! ! ! ! ! !! !! !! !! !! !! !! !! !! !! !! ! ! ! ! ! ! ! ! ! ! ! - Draw the current Business (IT) Service Strategy ()! - Scope ()! - An Effective (IT) Business Model ()! - IT Review ()! - Inventory of the existing IT and plan review scope and detail ()! - Understand and assess overall Alignment of IT to the business ()! - IT Benefits Review ()! - Assess the Business (IT) relationship ()! - Applications Review ()! - Applications Portfolio Review ()! ! 95  
  49. 49. . Copyright 2012 COMMUNICATE! ! Focus on strategy execution ! ! ! Assess the As – Is of the Business (IT) Service Strategy! ! Draw the current Business (IT) Service Strategy: Scope! ! The focus of the SCOPE as a part of the service strategy at this stage is limited to the assessment of existing IT in order to develop an ʻAs-Isʼ picture. ! 97  
  50. 50. . Copyright 2012 COMMUNICATE! ! Focus on strategy execution ! ! ! Assess the As – Is of the Business (IT) Service Strategy ! ! Draw the current Business (IT) Service Strategy: IT Review ! ! An assessment of the existing The IT Business Model and Value proposition with a Service Strategy, IT Delivery Capability, Architecture and Security model is an essential and integral part of the IT strategy engagement. The nature and extent of the assessment will vary in each engagement. This assessment provides the ʻAs-Isʼ picture that will be the point of departure for the Business (IT) Strategy.! ! 99  
  51. 51. . Copyright 2012 COMMUNICATE! ! Focus on strategy execution ! ! ! Assess the As – Is of the Business (IT) Service Strategy! ! Draw the current Business (IT) Service Strategy: Understand and assess overall Alignment of IT to the business ! ! ! The purpose of this task is to understand how well existing IT is aligned to the business. The effectiveness of the IT strategy and the extent of IT leverage to the business strategy can be assessed as we determine that IT investments match with business priorities and the extent of IT support to business requirements and priorities.! ! !   101  
  52. 52. . Copyright 2012 COMMUNICATE! ! Focus on strategy execution ! ! ! Assess the As – Is of the Business (IT) Service Strategy! ! Draw the current Business (IT) Service Strategy: Assess the Business (IT) relationship! ! The relationship between IT (the supply side) and the Users (the demand side) will depend on the extent of integration of IT in the organisation. Traditionally, IT was a separate department with varying degree of autonomy depending on whether it was a cost or a profit centre.! ! A focus on strategy execution with business objectives and drivers forces the identification of a service strategy, delivery capability, architecture and security and will help you assess the expectations of the business stake holders.! ! ! 103  
  53. 53. . Copyright 2012 COMMUNICATE! ! Focus on strategy execution ! ! ! Assess the As – Is of the Business (IT) Service Strategy! ! Draw the current Business (IT) Service Strategy: Applications Portfolio Review!   The existing portfolio of applications should be assessed by functional and technical quality. The two views provide the demand and supply side perspectives. The functional quality provides the userʼ perception of how well existing applications support the business. The technical quality provides the IT departments perception of how good the applications are from a technical standpoint. It is important to identify all applications that are to be included in the analysis.! ! ! 105  
  54. 54. . Copyright 2012 COMMUNICATE! ! Focus on strategy execution ! ! Assess the As – Is of the Business (IT) Service Strategy! ! Draw the current Business (IT) Service Strategy: Assess Stakeholders Priorities, Maturity and Satisfaction ! ! Stakeholder priorities, Maturity and Satisfaction should be assessed to complete the understanding of the reasons for the existing effectiveness of IT in the organisation. Stakeholder priorities can be assessed by structured interviews of selected stakeholders to understand users priorities, IT skills, involvement in and satisfaction with IT. Alternatively, a user maturity assessment can be made via a workshop with IT and business representatives (or separately if needed) - any significant differences in views can be a measure of misalignment between IT and the business.! ! User satisfaction across different services provided by IT such as Operations, Supply of solutions and Support can be measured and assessed with Key Performance Indicators.! ! ! ! 107  
  55. 55. . Copyright 2012 COMMUNICATE! ! Focus on strategy execution ! ! ! Assess the As – Is of the Business (IT) Service Strategy! ! Draw the current Business (IT) Service Strategy: Assess IT Talent and Organisational Skills ! ! In order to develop an IT skills and competency profile to support the development of the IT strategy, it is important to undertake an assessment of the skills and competencies of the IT staff. This review can be completed with an activity analysis of staff to support the development of a talent profile. An IT skills survey questionnaires can be appropriately conceived and distributed. An activity questionnaire can also be distributed or alternatively, timesheets can be analysed. The results should be analysed and staff experience, skills, competency and activity profiles prepared and results summarised. Results should clearly identify strengths and weaknesses of existing staff in the context of the relevant business strategy.! ! ! ! ! 109  
  56. 56. . Copyright 2012 COMMUNICATE! ! Focus on strategy execution ! ! Assess the As – Is of the Business (IT) Service Strategy! ! Draw the current Business (IT) Service Strategy: Review of External Services ! ! Where the organisation has an IT service provided by a third party supplier, the relationship between the service provider and IT on the one hand and Users on the other should be examined as this represents an extension of the IT supply chain. Several aspects of the external service need to be assessed. The first of these is the ʻpartnershipʼ or the relationship between the service provider and the client organisation. In this context the IT function will be both a supplier (to business users) and a user (of the service from the third party supplier). This dual relationship requires greater management sophistication than required of the simple IT function. The second aspect of the review is the user satisfaction expressed in regards of externally provided services.! ! ! ! 111  
  57. 57. . Copyright 2012 COMMUNICATE! IT Vision! •  Develop the Business (IT) Service Strategy ()! ! ! ! ! ! ! ! ! ! ! !! !! !! !! !! !! !! !! !! !! ! ! ! ! ! ! ! ! ! ! - Draw the future Business (IT) Service Strategy ()! - Business (IT) Vision ()! - Set stretch targets ()! - Consolidate Business IT opportunities of improvement ()! - Service Strategy ()! - Delivery Capability ()! - Architecture ()! - Security ()! - Determine competencies/skills required ()! - Prepare the “Service Strategy” business case ()! 113  
  58. 58. . Copyright 2012 COMMUNICATE! ! Articulate the Business (IT) Service Strategy!! ! ! ! Develop the Business (IT) Service Strategy! ! Draw the future Business (IT) Service Strategy: Business (IT) Vision ! ! The Business (IT) Vision set to strategic direction, stretch targets and design principles will be developed to conceive a ʻTo-Beʼ Business (IT) Model and Value Proposition. The model specifies objectives and drivers to the required level of detail and identifies the types of measures which will apply to each part of the organisation. ! ! A range of different scenario, based on a combination of strategic objectives and business drivers and technology will be created to start with. The benefit / risk / cost / time profile associated with each of the scenarios can be used to eliminate less attractive propositions. Sourcing alternatives should also be considered while developing the ʻTo-Beʼ Business IT model. If consistent with business principles and priorities, it is possible that certain ʻnon-coreʼ services should be a candidate for outsourced supply based on Demand and Cost Drivers (internal / external shared service centre, outsourced or cloud(out)sourced). ! 115  
  59. 59. . Copyright 2012 COMMUNICATE! ! Articulate the Business (IT) Service Strategy!! ! ! ! Develop the Business (IT) Service Strategy! ! Draw the future Business (IT) Service Strategy: Consolidate Business IT opportunities of improvement! ! ! ! To develop the Business (IT) Model the strategic preferences of identified stakeholders are used to develop themes to address business / information technology opportunities. The latter could range from “to extend the value chain to customers and suppliers” to support the business strategy or use of new technology to underpin performance improvement. ! ! Opportunities should reflect the Business Strategy that is: Strategy execution, Business objectives and drivers.! ! Input from best practice models, industry benchmark and technology practices should be used to identify available opportunities. To meet stakeholder needs, incorporate new technologies to out perform competition and capture revenue are some examples of strategy considerations to improve business performance. Improvement opportunities are formulated and grouped as common elements to evaluate available options. ! ! ! 117  
  60. 60. . Copyright 2012 COMMUNICATE! ! Articulate the Business (IT) Service Strategy!! ! Develop the Business (IT) Service Strategy! ! Draw the future Business (IT) Service Strategy: Delivery Capability! ! ! ! Delivery Capability ensures that the IT Business is able to deliver IT capability to Execute the Business Strategy. The Delivery Capability perspective provides the basis to identify the projects and standards required to achieve to the desired future state. !  ! ! ! 119  
  61. 61. . Copyright 2012 COMMUNICATE! ! Articulate the Business (IT) Service Strategy!! ! Develop the Business (IT) Service Strategy! ! Draw the future Business (IT) Service Strategy: Security! ! Security defines how the IT Business will ensure IT RISK and Business Continuity in the future. The Security perspective provides the basis to identify projects and standards required to achieve to the desired future state. !  ! ! ! 121  
  62. 62. . Copyright 2012 COMMUNICATE! ! Articulate the Business (IT) Service Strategy!! ! ! ! Develop the Business (IT) Service Strategy! ! Draw the future Business (IT) Service Strategy: Prepare the “Service Strategy” business case !   The last step is to prepare a set of “Service Strategy” business cases that define the projects required to deliver to the ʻTo-Beʼ Business (IT) Strategy Execution Model. A business case will identify tasks, resources, time lines, milestones, benefits and risks of identified projects. ! ! ! ! ! 123  
  63. 63. . Copyright 2012 COMMUNICATE! ! Articulate the Business (IT) Service Strategy! ! ! Build the Business (IT) Service Strategy! ! ! Build the Business (IT) service strategy:! ! ! Question:! What is the structure of services, applications, information and data needed to support the business in the future?! ! ! Objective:! To identify how services, applications, information and data will be structured to support the ʻTo-Beʼ business architecture.! ! ! Benefit:! Increase the flexibility of information systems to adapt to changing business needs and provide the information needed to manage the business.! ! ! ! ! 125  
  64. 64. . Copyright 2012 COMMUNICATE! ! Articulate the Business (IT) Service Strategy! ! Build the Business (IT) Service Strategy! ! Build the Business (IT) service strategy: Develop the Information Architecture! ! Further techniques, such a data normalisation, can be used to rationalise data group and link data. The exercise is best performed with a small group of talent with at least one experienced data modeller. The results is then validated with a wider business audience for buy-in and verification.! ! Workshops are used to identify responsibilities for ownership and maintenance of critical information and data the establishment of appropriate business drivers and subsequent processes included. ! ! ! 127  
  65. 65. . Copyright 2012 COMMUNICATE! ! Articulate the Business (IT) Service Strategy!! ! Build the Business (IT) Service Strategy! ! Build the Business (IT) service strategy: Define Information/Applications Architecture Implementation Policies/ Principles & Standards !   Once the information and applications architecture has been defined, a set of policies, principles and standards for implementing this architecture has to be established. This will include policies and principles for package preferred solutions, replacement of applications/modules, integration and interface standards for current and future components of the information and applications architecture and responsibilities for maintaining architectural compliance.! ! ! 129  
  66. 66. . Copyright 2012 COMMUNICATE! IT Vision! •  Govern the the Business (IT) Service Strategy ()! ! ! ! ! ! ! !! !! !! !! !! !! ! ! ! ! ! ! - Define the role of the IT Department and scope of the IT ! function ()! - IT management principles and policies ()! - IT management practices ()! - Critical Success Factors and Performance Metrics ()! - Define the IT Organisational structure ()! 131  
  67. 67. . Copyright 2012 COMMUNICATE! ! Articulate the Business (IT) Service Strategy! ! Govern the Business (IT) Service Strategy ! ! Govern the Business (IT) Service Strategy: Define the role of the IT Department and scope of the IT function! ! We define the role of the IT Department in the organisation as a partner in business planning and strategy processes and an agent to support the change process, an integrator that brings focus on business strategy execution, business drivers and objectives and identify subsequent services and technology solutions as a cost effective provider of services.! ! !! 133  
  68. 68. . Copyright 2012 COMMUNICATE! ! Articulate the Business (IT) Service Strategy! ! Govern the Business (IT) Service Strategy ! ! ! ! Govern the Business (IT) Service Strategy: Define IT management practices! ! To define the desired IT management practices and processes we need to understand that not all management practices will be important for the future and we should focus on the key practices that need to be improved. We need to identify a prioritised list of practices for which improvement programs should be kicked-off as part of the overall program plan. In addition, the IT Business Strategy should clearly relate to how it supports the Execution of the Business Strategy.! ! ! ! ! 135  
  69. 69. . Copyright 2012 COMMUNICATE! ! Articulate the Business (IT) Service Strategy! ! Govern the Business (IT) Service Strategy ! ! Govern the Business (IT) Service Strategy: Define the IT Organisational structure ! ! Define the IT organisational structure with the distribution of IT staff and the identification of line and staff reporting relationships in line with the overall IT management principles defined earlier.! ! ! 137  
  70. 70. . Copyright 2012 COMMUNICATE! ! Articulate the Business (IT) Service Strategy!! ! Design the Technology Architecture ! ! ! ! ! Define architecture framework, design principles and policies:! ! Question:! What technology components are needed to support strategy execution with the information and application architecture in the future? ! ! ! Objective:! To develop a set of technology blueprints for an integrated set of information system components, together with a framework of standards and principles to ensure that components will operate effectively together, and adapt readily to the evolving needs of the business and supports strategy execution.! ! ! Benefit:! As we support the strategy execution process we identify the optimal integrated set of information systems technology components to invest in that will! best help manage information/ knowledge and adapt readily to the future needs of the business.! 139  
  71. 71. . Copyright 2012 COMMUNICATE! ! Articulate the Business (IT) Service Strategy!! ! Design the Technology Architecture ! ! ! ! Define architecture framework, design principles and policies:! ! The architecture framework defines the general design principles that will the guide development of the technology blueprints. In addition to establishing common approaches to general architectural requirements such as flexibility and scalability, the framework provides standards and guidelines for a number of common system design and integration issues. These are based on the application of industry and technology best practices to the overall business information requirements that have been defined in previous activities. The framework also identifies technology standards that will be used to implement the infrastructure.! 141  
  72. 72. . Copyright 2012 COMMUNICATE! ! Articulate the Business (IT) Service Strategy! ! Design the Technology Architecture ! ! ! ! Define architecture framework, design principles and policies: Identify ʻbest practiceʼ and “key trends”! ! We focus on the impact of business change on best practice in regards of IT infrastructure design to complement performed research of business and technology sources. ! ! The team will review and confirms result, conduct follow-up research as needed, and then documents findings in the form of a summary of best practices that highlights impact on the architecture framework and blueprints.! ! ! 143  
  73. 73. . Copyright 2012 COMMUNICATE! ! Articulate the Business (IT) Service Strategy! ! Design the Technology Architecture ! ! ! ! Define architecture framework, design principles and policies: Identify technology classes ! ! We use the framework identified to define specific technologies or classes of technologies that will be used to implement the design. ! ! As we identify and prioritise the various issues to be addressed by the framework we agree on best practices, and then identify and evaluate alternatives (where possible) that will enable an effective migration from the As Is to the To Be. Once preferred alternatives have been identified for all of the framework topic areas, the team conduct a systematic review to identify and resolve gaps and inconsistencies among the various design principles and guidelines, as well as conflicts with business drivers and other framework constraints.! ! ! ! ! 145  
  74. 74. . Copyright 2012 COMMUNICATE! ! Articulate the Business (IT) Service Strategy!! ! Design the Technology Architecture ! ! ! ! Design Technology Solutions: Define Blue Prints! ! To develop an integrated set of solutions to the information gaps and architecture requirements the defined solutions will need to be presented as one or more models or blueprints depicting the integration of technology components. The blueprints will serve as the basis for the detailed design, construction, and physical implementation of the full range of information systems components. Detailed design and construction of these components is typically not within the scope of an IT Strategy and a separate Architecture engagement should be considered for activities required to build and deliver the technology blueprints. Programme Planning covers the master plan to manage the transition from the current environment to the end-state represented by the blueprints developed to address the technology aspects of the overall design process. ! The technology blueprint will contain a specification of the actual distributed operating environment, in terms of hardware, operating systems, and connectivity (network) services that are needed to deliver applications and data to users across the enterprise to achieve performance, reliability, and cost objectives. The blueprint consists of a set “profiles,” which specify the technologies for each type of component or device found at each site, together with an enterprise connectivity design that specifies the technologies and services that will be used to provide inter-site connectivity.! ! 147  
  75. 75. . Copyright 2012 COMMUNICATE! ! Articulate the Business (IT) Service Strategy! ! Design the Technology Architecture ! ! ! Design Technology Solutions: Define Core Technology ! ! We define the core technology components to form the technology infrastructure with hardware, operating systems, systems software and networking components (communications protocols, standards and security considerations). The definition will include technology infrastructure standards at the enterprise and site levels and clearly identify preferred growth and integration paths. It will also include a definition of the technology to be used to interface with supplier /customer systems and outsourced service providers.! ! ! ! 149  
  76. 76. . Copyright 2012 COMMUNICATE! ! Articulate the Business (IT) Service Strategy!! ! Design the Technology Architecture ! ! ! ! Design Technology Solutions: Define Site Technology Models ! ! We define the site technology models in two steps. ! ! Step one: the team develops a serie of site models, each of which defines the configuration of technologies that will be used for each platform component (workstations, servers, LANs, etc.) in a specific type of site (site types are defined as logical locations with similar technological requirements). For example, the logical location "branch office" may turn out to represent two site types, "large branch" and "small branch" if the difference in the number of employees leads to the use of different technologies to support the same applications and data.) ! ! Step 2: As the site models are defined, the team completes the overall blueprint by the development of an enterprise model for how network technology (hardware, software, and services) will be used to connect the various sites. ! ! ! ! !! 151  
  77. 77. . Copyright 2012 COMMUNICATE! ! Articulate the Business (IT) Service Strategy!! ! Design the Technology Architecture ! ! ! ! Design Technology Solutions: Define Enterprise Technology Model ! ! The enterprise technology model is an aggregate model of site models with the network equipment and bandwidth necessary to connect them. The equipment is located in physical sites, but it may also have an impact on the architecture beyond its location.! ! Once the profiles of individual users are collected in site models, the site models are, in turn, collected into a complete picture of the connections needed between sites. The main driver for the model is the capacity requirements for each site, stated in terms of communications throughput. This activity also deals with fine tuning models of centralisation or de-centralisation of data and applications, as performance requirements and constraints meet geographical constraints. ! ! ! ! ! 153  
  78. 78. . Copyright 2012 COMMUNICATE! IT Vision! •  Build the Sourcing Strategy ()! ! ! ! ! ! ! !! !! !! !! !! !! ! ! ! ! ! ! - Develop a service architecture ()! - Establish guiding principles ()! - Package services to develop sourcing options ()! - Evaluate sourcing options ()! - Develop strategy to close skills / competency gaps ()! - Outsource, Cloud(source) Effectively ()! 155  
  79. 79. . Copyright 2012 COMMUNICATE! ! Articulate the Business (IT) Service Strategy!! ! Build the Sourcing Strategy ! ! The IT sourcing strategy identifies IT services required by the organisation and the resources (skills and competencies) required to support and manage services effectively. The sourcing strategy also specifies how the required services will be “bundled” for optimal delivery and identify services provided internally by parts of the organisation or by external providers. Key performance indicators to monitor and manage each service ʻbundleʼ are developed for the effective management of services.! ! ! 157  
  80. 80. . Copyright 2012 COMMUNICATE! ! Articulate the Business (IT) Service Strategy! ! Build the Sourcing Strategy ! ! Develop a service architecture: Establish guiding principles! ! As we develop and define the service architecture, the next step is to define the service delivery options that will in turn will be influenced by how the services are “bundled”. As a consequence, a number of sub tasks have to be performed iteratively to ensure that IT services are optimally “bundled” and realistic options identified.! 159  
  81. 81. . Copyright 2012 COMMUNICATE! ! Articulate the Business (IT) Service Strategy! ! Build the Sourcing Strategy ! ! Develop a service architecture: Package services to develop sourcing options! ! Where synergies exist between services they are grouped for effective / optimal sourcing. It is important to ensure that they are “bundled” to set the scope and ensure that the proposition is of interest for service providers.! ! ! ! ! 161  
  82. 82. . Copyright 2012 COMMUNICATE! ! Articulate the Business (IT) Service Strategy! ! Build the Sourcing Strategy ! Develop a service architecture: Develop strategy to close skills / competency gaps ! ! ! The service architecture agreed in the earlier steps will require a set of skills and competencies to support the identified service architecture. A strategy to develop / acquire skills and competencies is developed as an input. ! ! ! ! ! 163  
  83. 83. . Copyright 2012 COMMUNICATE! ! Articulate the Business (IT) Service Strategy! ! Build the Sourcing Strategy ! Develop a service architecture: Outsource, Cloud(source) Effectively! ! 3. Service Levels – It is imperative to have a Service Level Agreement (SLA), set up so that the provider will provide you with significant service level credits in the event that minimum target levels are not achieved. 
 4. Transition and Transformation – Document your transformation needs early in the process, this way you will be in a good position to ensure the business value of the transformation. Clearly articulated milestones and changes in the scope of work needed are critical to a balanced agreement. The scope should address things such as transition/transformation management, objectives, methodology, high-level schedule, roles and responsibilities of each party, the content of the forthcoming detailed project plan, third-party transitions, security transition, procedures manual development, personnel transitions, a description of how cross-tower services will be implemented (such as change management, incident management, problem management, configuration management and service level reporting), and a description by tower of the changes that will be implemented.   165  
  84. 84. . Copyright 2012 COMMUNICATE! IT Vision! •  Develop the Program Plan ()! ! ! ! ! ! ! ! ! ! ! ! ! ! !! !! !! !! !! !! !! !! !! !! !! !! !! ! ! ! ! ! ! ! ! ! ! ! ! ! - Update Business Cases ()! - Establish Program Management Principles ()! - Develop a Strategy Implementation Plan ()! - Develop a Change Program to set target ()! - Identify and prioritise work streams and projects ()! - Identify and plan for required skills and competencies ()! - Prepare the implementation plan ()! - Prepare for program implementation ()! - Set up program organisation ()! - Set up program monitoring and management mechanism ()! - IT contributes to business objectives ()! - and provides competitive leverage ()! - Deliver effective business strategy execution ()! 167  
  85. 85. . Copyright 2012 COMMUNICATE! ! Leverage strategy execution with IT! ! Develop the Program Plan !   Develop Program Plan: Update Business Cases! ! The business cases developed in the earlier phase are updated. They should contain details of tasks and activities required to be carried out, timing and sequence and resources and responsibilities. ! 169  
  86. 86. . Copyright 2012 COMMUNICATE! ! Leverage strategy execution with IT! ! Develop the Program Plan !   Develop Program Plan: Develop a Strategy Implementation Plan! ! The purpose of this task is to develop a high level plan for implementing the strategy developed earlier. This plan will set priorities for different projects and identify alternative delivery and fallback options.! 171  
  87. 87. . Copyright 2012 COMMUNICATE! ! Leverage strategy execution with IT! ! Develop the Program Plan !   Develop Program Plan: Identify and prioritise work streams and projects !   Tasks and work streams required to deliver the Business Case are reviewed to identify dependencies. The timing, ROI and contribution to business objectives is reviewed to set delivery priorities that will reflect quick wins necessary to demonstrate early success of application “bundle” considerations such as availability of resources.! ! ! ! ! 173  
  88. 88. . Copyright 2012 COMMUNICATE! ! Leverage strategy execution with IT! ! Develop the Program Plan !   Develop Program Plan: Prepare the implementation plan ! ! Resource requirements for each work stream and project along with delivery milestones are reviewed to prepare an implementation plan. It is possible that the Business case change as a result of Stakeholder priorities. Suitable sponsors are identified and scope, timing, cost, risk and benefit cases validated. Contingency plans are developed and incorporated in the implementation plan. A preferred option for delivery is identified and documented.! ! ! 175  
  89. 89. . Copyright 2012 COMMUNICATE! ! Leverage strategy execution with IT! ! Develop the Program Plan !   Develop Program Plan: Set up program organisation ! ! A well funded and politically endorsed program is essential for the successful delivery of a major program with dedicated resources and an independent reporting structure. This includes to define roles and responsibilities, reporting relationships of the Program Manager, Project Managers and independent Work stream Leaders. Resources committed to the Program are also clearly identified and authority structures defined.! ! ! 177  
  90. 90. . Copyright 2012 COMMUNICATE! IT Vision! ! !! •  “Canvas” the IT Vision () ! ! - The Business (IT) Strategy link to operations ()! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! - Business (IT) Tactics ()! - Business (IT) Context ()! - Captured in a Strategy Map ()! - & Canvas, articulated in a ()! - Collaboration Theme Scorecard ()! - Conceived in to a solid story ()! - Deliver IT Services to Business needs ()! - IT contributes to business objectives ()! - and provides competitive advantage ()! - Deliver effective business strategy execution ()! 179  
  91. 91. . Copyright 2012 COMMUNICATE! Link Strategy and Operations! 1.  2.  3.  4.  Develop the Strategy! Translate the Strategy! Plan Operations! Monitor and Learn! 5.  Test and Adapt the Strategy! Execute Procedures and Initiatives! ! ! !! !! ! ! ! ! The Business (IT) Strategy link to operations! 181  
  92. 92. . Copyright 2012 COMMUNICATE! Define Market Position! 1.  2.  3.  4.  New entrants! Suppliers! Substitute products or Services! Buyers! 5.  Existing Competitors! ! ! !! !! ! ! ! ! Business (IT) Context! 183  
  93. 93. . Copyright 2012 COMMUNICATE! ! ! The Stakeholder Strategy Map: Formalises stakeholder outcomes to deliver value for all parties.! ! ! ! The strategy canvas allow the teams to articulate and formulate objectives on a project / program basis for improved execution with an extended GAP, risk and added value analysis captured in a DARCI (Decision taker, Accountable, Responsible, Consulted & Informed).! & Canvas, articulated in a! 185  
  94. 94. . Copyright 2012 COMMUNICATE! In order to do so we need to:! Objectives: ! -! Levers: ! ! !! -! ! ! ! Conceived in to a solid story! 187  
  95. 95. . Copyright 2012 COMMUNICATE! The IT service proposition is aligned to the business strategy as:! •  ! •  •  •  •  Stakeholder expectations are understood and IT propose a ! ! service portfolio that correspond to Demand and Cost drivers ! Business Contribution, Cost, Consumption & Chargeback is identified! Focus is on perfect order business transactions! Services are effective (demand and cost drivers identified)! Services are competitive (Benchmark Industry Market Forces)! •  New technological solutions that could change how current business is performed are explored, proposed and implemented.! ! ! IT contributes to business objectives! 189  
  96. 96. Service strategy ! Delivery capability! Architecture! Security! Strategy Execution! “This is how we support business objectives with services in a time to market perspective” ! “This is how we deliver IT services to the business” ! Business (IT) Value Proposition! . Copyright 2012 COMMUNICATE! (IT) Business Model! ! Develop vision and strategy
 ! Develop and manage products and services
 ! Market and sell products and services
 ! Deliver products and services
 ! Manage customer services
 ! Develop and manage Human Capital
 ! Manage information technology
 ! Manage financial resources
 ! Acquire, construct and manage property
 ! ! Manage environmental health and safety ! ! Manage external relationships
 ! Manage knowledge, improvement and change
 ! Time to Market (Governance: Performance & Conformity)! Business (IT) Strategy Road Map (How)! Deliver effective business strategy execution! 191  
  97. 97. . Copyright 2012 COMMUNICATE! CEO, CFO, CIO, CTO, SVP, Architects, Strategy, Business Executives and the IT function in general. ! Target Audience! 193  
  98. 98. . Copyright 2012 COMMUNICATE! BrightTalk Thought Leadership: http://www.brighttalk.com/community/it-service-management/webcasts?q=martin+palmgren ! Get your cloud strategy right: http://www.brighttalk.com/community/it-service-management/webcast/534/29211 ! Get your IT Service Strategy right: http://www.brighttalk.com/community/it-service-management/webcast/534/23630! Leverage Strategy with IT: http://www.brighttalk.com/community/it-service-management/webcast/534/22934 ! Cloud Computing: Fluff or Lightening? http://www.brighttalk.com/community/it-service-management/webcast/534/21892 ! Run IT as a Service Business! http://www.brighttalk.com/community/it-service-management/webcast/534/21389 ! In French: ! Cloud Computing : La tête dans les nuages?: http://www.brighttalk.com/community/it-service-management/webcast/534/21919 ! Baseline: Coût, Consommation, chargeback et contribution IT aux objectifs de l'entreprise : ! http://www.brighttalk.com/community/it-service-management/webcast/534/21388! Deliver Business Value with IT (the book) https://www.smashwords.com/books/view/290604  (the blog) http:// deliverbusinessvaluewithit.wordpress.com /! I also share perspective @ some of the top French Business Schools, notably EDHEC! International Thought Leadership! 195  

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