The CIO Agenda:  How to be Relevant in 2010
Upcoming SlideShare
Loading in...5
×
 

Like this? Share it with your network

Share

The CIO Agenda: How to be Relevant in 2010

on

  • 1,131 views

This presentation is from the CampIT Conference on 11-5-2009. It covers strategies and tactics IT leaders can use to be more relevant to the business in the year ahead.

This presentation is from the CampIT Conference on 11-5-2009. It covers strategies and tactics IT leaders can use to be more relevant to the business in the year ahead.

Statistics

Views

Total Views
1,131
Views on SlideShare
1,126
Embed Views
5

Actions

Likes
2
Downloads
99
Comments
1

2 Embeds 5

http://www.slideshare.net 3
http://www.plaxo.com 2

Accessibility

Categories

Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

The CIO Agenda: How to be Relevant in 2010 Presentation Transcript

  • 1. © 2009 PSC Group, LLC
  • 2. The Successful CIO SLA & ITIL PMO & PMI IT Gov. BPM © 2009 PSC Group, LLC
  • 3. a Guide or Trailblazer © 2009 PSC Group, LLC
  • 4. a good Guide? © 2009 PSC Group, LLC
  • 5. © 2009 PSC Group, LLC
  • 6. What Makes Brett Favre Relevant? © 2009 PSC Group, LLC
  • 7. Keys to Relevance © 2009 PSC Group, LLC
  • 8. Accuracy © 2009 PSC Group, LLC
  • 9. Accuracy vs. Precision © 2009 PSC Group, LLC
  • 10. Perfection comes at a price Accuracy vs. Precision that is higher than accuracy © 2009 PSC Group, LLC
  • 11. In the context of your business… © 2009 PSC Group, LLC
  • 12. Process Based Projects © 2009 PSC Group, LLC
  • 13. Process Based Projects If you meet these criteria you have an INVESTMENT GRADE PROJECT © 2009 PSC Group, LLC
  • 14. Process Work Pays Big! © 2009 PSC Group, LLC
  • 15.   My first job   In a recession   Layoffs   Implementing large capital projects   Capital spending freeze   What I learned from Frank Mesner… © 2009 PSC Group, LLC
  • 16. © 2009 PSC Group, LLC
  • 17. © 2009 PSC Group, LLC
  • 18. Separate Business Analysis from Project Execution and Focus on Investment Grade Projects © 2009 PSC Group, LLC
  • 19. © 2009 PSC Group, LLC
  • 20. © 2009 PSC Group, LLC
  • 21. © 2009 PSC Group, LLC
  • 22. People rarely take notice of consistency But they do notice the LACK of consistency © 2009 PSC Group, LLC
  • 23. ‘Practical Agile’   Iterative, rapid application development   Business involvement   Useful, working output (code) at each iteration   Realistic incorporation of late changes   Old-school teamwork & collaboration   An investment mentality/dialogue   Simplicity © 2009 PSC Group, LLC
  • 24. A Burndown Chart A B © 2009 PSC Group, LLC
  • 25. Business Productivity © 2009 PSC Group, LLC
  • 26. Technical Debt E B A C F D © 2009 PSC Group, LLC
  • 27. Why is this Important? It requires less shameless promotion © 2009 PSC Group, LLC
  • 28. Why is this Important? It requires less shameless promotion © 2009 PSC Group, LLC
  • 29. © 2009 PSC Group, LLC
  • 30. © 2009 PSC Group, LLC
  • 31. © 2009 PSC Group, LLC
  • 32. © 2009 PSC Group, LLC
  • 33. in the REAL world   Credit Card Fraud is a HUGE problem   EVERYONE tracks how much it costs them   You can NOT stop it after the fact   You need to prevent it WHILE it is happening   Reports don’t help – An active inline fraud system was developed © 2009 PSC Group, LLC
  • 34. How to be Relevant © 2009 PSC Group, LLC
  • 35. © 2009 PSC Group, LLC
  • 36. © 2009 PSC Group, LLC
  • 37. 6)  Social Computing 1)  Cloud Computing 7)  Security – Activity 2)  Advanced Analytics Monitoring 3)  Client Computing 8)  Flash Memory 4)  IT for Green 9)  Virtualization for 5)  Reshaping the Data Availability Center 10)  Mobile Applications © 2009 PSC Group, LLC
  • 38. OVERVIEW CIO Project Evaluator If you wish to learn more about This simple tool can help you quantify the risk profile of a given project. It is not intended to be used as an innovative & practical ways to absolute scoring mechanism – if it is it will not work for you. What this tool can be used for - very effectively - is the leverage technology - contact us: WHITEPAPER evaluation of incremental or comparative risk between your project alternatives. In time, this tool can also be used PSC Group, LLC to see if your average risk profile is migrating lower or higher. This can be indicative of changing business Jim Vaselopulos conditions that are favorable or require attention from a political perspective. Perhaps the most useful application jimv@psclistens.com of this tool is how it can be used to verify that you are entering each project having considered the fundamentals. 847.517.7200 In this way, you can ensure that you are having the proper business dialogue at the onset of each investment. www.psclistens.com 2009 WORKSHEET CIOprojeval.revA CIO Project Evaluator What is this Project’s PROJECT NAME Risk Profile? effective executives focus only on tasks that move their company forward; Information Command & Control™ everything else can wait! a different approach to managing information by Jim Vaselopulos - Partner, PSC Group! March 2006 10 The project has a significant ROI 10 No defined objectives for a win Positives (+) Negatives (-) 10 It helps grow the business 10 No supportive business sponsor 10x 10x The most pronounced differentiator in Traditionally, a report is generated from 10 Is budgeted for success 10 Addresses a symptom not a cause business today is information. The ability to your back-office system that lists customer past 5 It helps the company scale profitably 5 Limited impact to line of business 5x 5x quickly access, absorb, and process information due status with past due amounts in several ag- into tangible market value is paramount in al- !"#$"%#&' ing buckets. This report is generated weekly or (%!'#)*+*,-)'(.)/0'1-)2*3-4/' A?% 3.0% :#$"% -.% *)&/'% 2./)% &;.0-% 5 It lowers business risk (interruption) 5 Requires cultural change for adoption most every industry. In many ways, informa- monthly. Typically, folks in accounting and ac- #''.<&D<)% S% ,/&(D(&*% :&3$% -.% !"#$%#$%&%'#()%*#+*)%,#(-./#&*%-"&-%,*.-$%.0-%-")%$-&'1&/1%)(.'.2#(%(3(*)%450**%6&/7)-85)&/%6&/7)-9%#'%&%:&3%-"&-%"&$%;))'%/)()#<)1%:)**=%%%!")%#1)&%")/)%#$%-.%0$)%-"#$%1#&>/&2%-.%,*.-%.0-%/)&1#*3% 2x 2x *)<)/&>)%-)("'.*.>3%T%(.'-&(-%0$U% 5 Does not require rollout or re-training 5 Duration > stability of business process tion is&((),-)1%,&+)/'$%#'%-")%-3,#(&*%;0$#')$$%(3(*)%#'%./1)/%-.%#**0$-/&-)%:")'%#-%#$%;)$-%-.%#'<)$-%#'%()/-&#'%-3,)$%.?%,/.@)(-$=%look at these reports shortly no longer there to just support the busi- counts receivable % %A-%$".0*1%;)%'.-)1%-"&-%-")%1#&>/&2%A$%'.-%-.%$(&*)%#'%-"&-%-")%50**% 2&/7)-%&,,)&/$%-.%;)%&$%*.'>%&$%-")%5)&/%2&/7)-%B%:"#("%#$%'.-%-3,#(&*=% %C"&-%#$%-.%;)%*)&/')1%?/.2%-"#$%,#(-0/)%#$%-"&-%-")%D2)%$,)'-%:"#*)%-")%;0$#')$$%#$%'.-%;)"&<#'>%#'%&%E#$7%F<)/$)% 15('63*789'::(' V#2%W&$)*.,0*.$% ness, it has become the business. This is true after they are run. As the information flows 2)'-&*#-3%#$%FGCFHI%$,)'-%10/#'>%&%D2)%.?%"#>"%4./%JFI!9%;0$#')$$%&(D<#-3=%%A-%#$%&*$.%#2,./-&'-%-.%'.-)%-"&-%-")%A!%,/.@)(-$%-"&-%&/)%*#$-)1%/)K)(-%LM6FNL%,&+)/'$%B%NO!%:")'%-")3%$".0*1%;)% @#2<X,$(*#$-)'$=(.2% 0'1)/-&7)'=%%P'?./-0'&-)*3Q%D2#'>%#$%>)')/&**3%,../%;)(&0$)%2&'3%.?%-")%,/.@)(-$%/)R0)$-)1%10/#'>%-")%JFI!%,)/#.1%/)R0#/)%;0$#')$$%#'<.*<)2)'-%&-%&%D2)%:")'%-")3%"&<)%-")%*)&$-%&2.0'-% 2 It helps retain key employees/assets 2 Can not quantify success 1x 1x for both service and product-based businesses. further away from the accounting department .?%&<&#*&;*)%/)$.0/()$=%%A-%#$%".,)1%-"&-%-"#$%1#&>/&2%:#**%")*,%?.$-)/%;)+)/%1#$(0$$#.'$%:#-"%-")%;0$#')$$%/)>&/1#'>%#'<)$-2)'-%(.'$#1)/&D.'$%&-%&%D2)%:")'%-")3%:#**%3#)*1%2)&'#'>?0*%("&'>)=% YZ[=][=[^__% :::=,$(*#$-)'$=(.2% the chances that these reports are utilized in a 2 Business process is well understood 2 Unrealistic expectations anywhere To determine how well your business is 2 Is using proven technology 2 No time/budget for POC or discovery - managing its information, you need to answer timely fashion is remote. this question. Are you getting the right infor- How often will the customer service or sales RISK PROFILE mation to the right people, at the right time, representative actually see this information be- 1 Lowers IT costs 1 It’s work outside your comfort zone and in the right place? The art of achieving fore they field a question, generate a quote or 1 Is mandated or for compliance 1 Using newer technology © 2008 Copyright PSC Group, LLC this goal is something we call Information negotiate a concession based on late delivery? http://www.psclistens.com Based on the designs of David Seah Command & Control™. 1 Good for morale 1 Getting there will be unpleasant http://www.davidseah.com That is why Information Command and When you consider command and control Control™ is not about data warehouses and it is easy to think about huge data warehouses, reports, it is about providing information in 2009 WORKSHEET CIOprojeval.revA CIO Project Evaluator business reporting engines and the traditional context. Making sure that business rules flag What is this Project’s PROJECT NAME tools that have powered corporate IT depart- past due accounts and visibly alert an estimator Risk Profile? effective executives focus only on tasks that move their company forward; everything else can wait! ments for decades. What we are talking about is something different. during the quoting process makes for more profitable decisions. It’s all about Context Likewise, providing key real-time customer 10 The project has a significant ROI 10 No defined objectives for a win Positives (+) Negatives (-) metrics such as past due status, on-time delivery Information Command & Control™ is 10 It helps grow the business 10 No supportive business sponsor and order tracking via Blackberry to a sales 10x 10x about CONTEXT. If you can provide the person sitting in the parking lot of their next 10 Is budgeted for success 10 Addresses a symptom not a cause right information at the right time, in the right appointment enables them to negotiate the best place, to the right person and in the correct 5 It helps the company scale profitably 5 Limited impact to line of business 5x 5x outcome for their firm. format – you have provided that information in 5 It lowers business risk (interruption) 5 Requires cultural change for adoption context. Hence, the delivery mechanisms are Time Travel 2x 2x as important as the information itself. 5 Does not require rollout or re-training 5 Duration > stability of business process So we know that getting information to As an example, let’s take a look at a simple people where they are and when they need it is 2 It helps retain key employees/assets 2 Can not quantify success 1x 1x piece of information that is stored in almost important. But the biggest opportunity enabled every legacy business system – customer past by contextual communications is related to the 2 Business process is well understood 2 Unrealistic expectations anywhere 2 Is using proven technology 2 No time/budget for POC or discovery - due aging. RISK PROFILE 1" www.psclistens.com! © Copyright 2005-2009, PSC Group, LLC `%^__a%bIc%d/.0,Q%GGc% 1 Lowers IT costs 1 It’s work outside your comfort zone 1 Is mandated or for compliance 1 Using newer technology © 2008 Copyright PSC Group, LLC http://www.psclistens.com Based on the designs of David Seah 1 Good for morale 1 Getting there will be unpleasant http://www.davidseah.com © 2009 PSC Group, LLC
  • 39. © 2009 PSC Group, LLC