IT value streams: Delivering real results
 

IT value streams: Delivering real results

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HP worked with Fortune 500 IT leaders to strip away the jargon and buzzwords to isolate the real value IT delivers to the business and customers. Our Discover Performance online magazine has distilled ...

HP worked with Fortune 500 IT leaders to strip away the jargon and buzzwords to isolate the real value IT delivers to the business and customers. Our Discover Performance online magazine has distilled the results into a free ebook (reg. req’d).

LINK: http://h30458.www3.hp.com/ezine/us/us/exec.html#openEbookPopup

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IT value streams: Delivering real results IT value streams: Delivering real results Presentation Transcript

  • © Copyright 2013 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.IT value streamsStrip away jargon and buzzwordsto create real value based on user needs
  • © Copyright 2013 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.2IT’s new operating model• IT has moved from a system-centric model into auser-driven era, with many IT leaders struggling toadapt.• Working for more than a year with Fortune 500businesses, we‟ve defined a new business-centric,user-centric operating model for IT.• We stripped away jargon, trends, and technologies toask: “What are the key things IT must do—and dowell?”
  • © Copyright 2013 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.3Focus on creating resultsValue chains:Activities that a firm operating in a specific industry performs to deliversomething of value (a product or service)1• The term “value chains” was adapted by lean manufacturing into“value stream” — analyzing and optimizing the flow of materialsand information to realize a value chain.“A „value stream‟ is an end-to-end collection of activities that create a result for acustomer.” — James Martin, The Great Transition1 from Michael Porter‟s Competitive Advantage: Creating and Sustaining Superior Performance
  • © Copyright 2013 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.4Enterprise IT is no longer in total control• IT was once the single provider ofapplications, services, and resources forall enterprise users.• Today, specialized vendors, “composite”apps, multiple sourcing options, mobiletechnology, and the consumerization of ITlet business users choose from multiplealternatives.
  • © Copyright 2013 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.5Ending the IT struggleIT must continue to add value to the business, rather than become an inhibitor.“Failing to understand business outcomes is one reason IT is struggling. CIOs arebecoming outcasts because the business comes with a set of imperatives that ITwon‟t meet. Then the business calls an outside vendor.”— Keith Macbeath, senior principal consultant with HP Professional Services
  • © Copyright 2013 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.6It’s about strategy, not tacticsThe goal is to serve the end user and bringpositive business results—not to serve aparticular process.• Unhappy users easily find better products or adhoc workarounds.• Process guidelines (ITIL, COBIT, ISO, etc.) failto answer the question: “How do I define thedata underneath and use it the right way?”
  • © Copyright 2013 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.7The value propositionBefore you focus on the tactics that get youthere, start with a strategy defining where youwant to go.The goal:To create measurable value for all IT users whilegaining a better understanding of underlying dataThe benefits:• IT can better monitor total spending.• IT can ensure the quality of deliverables.• IT can apply metrics that truly matter.
  • © Copyright 2013 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.8Applying the “value stream” construct to IT provides a framework to bettermanage the changing IT landscape.IT value streams: A more effective frameworkStrategy to PortfolioRequirement to DeployRequest to FulfillDetect to CorrectPlanRunBuildPlanRun
  • © Copyright 2013 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.9The four essential IT value streamsEach value stream spans a key set of activitiesthat create real value for your IT users:• From strategy to portfolio:Drive IT portfolio to business innovation• From requirement to deploy:Build what the business wants, when it wants it• From request to fulfill:Catalog, fulfill, and monitor service usage• From detect to correct:Anticipate and resolve production issues
  • © Copyright 2013 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.10Each stream can be broken down into the steps that lead to valueFour streams that feed one result
  • © Copyright 2013 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.11The supporting foundationAt the four value streams‟ core aresupport activities that include:• financial management• governance, risk, and compliance• analytics/insight
  • © Copyright 2013 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.12Your next steps toward value•To learn more, download the freeebook, “Value streams: A user-centricmodel forthe enterprise CIO.”•Read more on the value streamsconcept in the May 2013 DiscoverPerformance.
  • © Copyright 2013 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.13hp.com/go/discoverperformance
  • © Copyright 2013 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.Thank you