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Technology investment decisions
 

Technology investment decisions

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Slide stack for January 24th ACLEA meeting discussing technology investment decisions within the CLE context.

Slide stack for January 24th ACLEA meeting discussing technology investment decisions within the CLE context.

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  • The product has features that fulfill business case requirements. List the high level features to be individually assessed.
  • Organization has existing (positive) relationship with vendor, product or technology or has client references to provide assessment of candidates ability to deliver.
  • When a solution is costed it includes two attributes; the initial cost of software, consulting and required infrastructure, and the ongoing costs of maintaining the software and infrastructure. Solutions can vary greatly within these two cost attributes. Ongoing costs should also include all HR related costs of running the solution from an operational perspective.
  • This is a care and feeding question. Does the solution require a great deal of care or is it self healing. The sustainability also includes the solutions ability to stay current to the organizations business and strategic needs. It is also important to consider internal acceptance of the solution(s).
  • Alignment includes many attributes, does the solution align with our current infrastructure, our current internal skills and knowledge, our current roadmap and our current strategy.
  • It’s about openness!

Technology investment decisions Technology investment decisions Presentation Transcript

    • Technology Investment Decisions
      ACLEA January 2011
    • Begin with the Big Picture
    • Technology’s Role in Your Organization’s Vision and Strategic Direction
      • Product Lines
      • Operations
    • What’s the impact of Big Tech Trends?
      • New formats & delivery modes
      • New communication channels
      • New business operations
    • Narrow Your Attention
    • Define your goals for a specific investment in technology
      • “The Low Cost Webcast Provider for [xxx State Law” or “The Leader in Interactive Online Education”
    • Define the measures of success
      • 1,000 registrations in the first 12 months
      • $150,000 in income
    • Narrow Your Attention-cont.
    • What impact do you expect on your position in the marketplace/ your brand?
    • Who is responsible for achieving success?
      • Seminar director (for registrations/sales)
      • Technology lead (for enabling the tech)
      • Marketing director (impact on brand)
    • Understand Your Current Tech Platforms
    • What tech platforms do you use now?
    • Are any going to change soon?
    • Does the new technology need to interface with existing systems and software?
    • Investigate Tech Options
    • Given our goals for x, what technology would you recommend?
    • Do we have several options?
    • If so, what's the advantage/disadvantage of each?
    • Who's the dominate provider/ or what's the dominant programming language?
    • Is something new on the horizon? If so, when is a transition to the new likely to occur?
    • Investigate Tech Options—cont.
    • What staff (or outside contract worker) skills are needed for this implementation? Are these skills readily available in the market place?
    • How will this technology need to integrate or interface with our existing tech systems?
    • What are the problems and issues in the area of integration?
    • What will it take (staff and software upgrades) to maintain your proposed approach?
  • IT Strategic Planning On your mark… Get set… Go!
  • On your mark (Know your starting point and direction)
    • Technology vision
    • Align guiding principles
    • ID platform changes
    • Buy-in
  • Get set (Put yourself in the position to succeed)
    • Create plan
    • Create budget
    • Set measurements
    • Communicate
  • Go! (Take steps toward your goals)
    • Execute your plan
    • Measure benefits
    • Communicate
  • Results of IT strategic planning
  • 1. Project Portfolio Management 2. An Assessment Framework 3. Questions
  • A brief history of Project Portfolio Management
  • Business Case Innovations, Demand, Ideas Resourcing Delivery Learning Assets Run Optimize Re-invest Retire Projects Executive & Governance Business Intelligence The Executive PPM Bicycle IT PROJECTS IT ASSETS
  • Practices for PPM
    • Should be done as a manual practice before considering tools
    • Can be done by using spreadsheets
    • PMI has BoK on PPM
  • ?
  • An Assessment Framework
  •  
  • The Discussions.
  • Archive!
  • Product Features What does the business case say?
  • Ability to deliver Check references!
  • Cost Be comprehensive!
  • Sustainability (TCO) Is it self healing?
  • Alignment Where are we now and where do we want to go?
  •  
  • RFI vs. RFP
    • Click to edit Master text styles
      • Second level
      • Third level
        • Fourth level
          • Fifth level
    Again, it's the Discussions
  • ?
  • Thank-you Lynn Chard, ICLE Yvette Harms, ICLE Peter Rawsthorne, CLEBC
  • Attribution http://www.flickr.com/photos/kingdesmond/3083279699/ http://www.flickr.com/photos/wygd/2590332858/ http://www.flickr.com/photos/xixidu/514678085 http://www.flickr.com/photos/coyenator/2722929942 http://www.flickr.com/photos/glamhag/1806217422/ http://www.flickr.com/photos/jasoneppink/52555640 http://www.flickr.com/photos/tonyjcase/4466640257 http://www.flickr.com/photos/44468093@N04/4148153082/ http://www.flickr.com/photos/cdell/113811480 http://www.flickr.com/photos/mytudut/5189224326