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Cloud Capability Assessment using IT-CMF


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Cloud Capability Assessment using IT-CMF

Cloud Capability Assessment using IT-CMF

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  • 1. IVI Autumn Summit 25th Sep 2013 Gerry Conway Cloud Assessment © Innovation Value Institute 2013
  • 2. Contents Introduction On-line Assessment Reporting process – Sample report © Innovation Value Institute 2013
  • 3. IVI Cloud Strategy – A Layered Approach Is cloud computing appropriate for my business? • Is public, private, community or hybrid the most appropriate to use • Should I be using NaaS, IaaS, PaaS, SaaS, BPaaS or XaaS How is my business positioned to use cloud? • Cloud Assessment – Assess your ability to adopt and manage a cloud computing environment – The assessment can be tailored, based on what stage you are in your migration How do I objectively rate the Cloud Service Providers (CSP)? • Assessment to quickly rate how vendors compare • It can be customised to suit different business requirements and sectors © Innovation Value Institute 2013
  • 4. IT Critical Capability landscape Managing IT Like a Business Managing the IT Budget AA Accounting & Allocation BGM Budget Management BP Business Planning BOP Budget Oversight & Performance Analysis FF Funding & Financing PPP Portfolio Planning & Prioritisation Business Process Management Capacity Forecasting & CFP Planning Demand & Supply DSM Management Enterprise Information EIM Management* BPM IM ITG ODP RM SAI SICT Innovation Management• IT Leadership & Governance Organisation Design & Planning Risk Management Service Analytics & Intelligence Sustainable Information and Communications Technology Managing the IT Capability Capability Assessment & CAM Management Enterprise Architecture EAM Management Information Security ISM Management * Knowledge Asset KAM Management BAR Managing IT for Business Value Benefits Assessment & Realisation PM Portfolio Management TCO Total Cost of Ownership PAM People Asset Management Program & Project Management Relationship Asset RAM Management Research, Development, & RDE Engineering PPM SD Solutions Delivery SRP Service Provisioning SUM Supplier Management TIM Technical Infrastructure Management User Experience Design SP Strategic Planning UED SRC Sourcing UTM User Training Management * Under development © Innovation Value Institute 2013
  • 5. The Cloud Assessment is based on the Cloud Life Cycle Adopted from: Cullen, S., Seddon, P., and Wilcox, L. Managing Outsourcing, The Life Cycle Imperative. MIS Quarterly Executive, Mach 2005, pp.229-256 © Innovation Value Institute 2013
  • 6. Cloud and the IT-CMF The IT-CMF Cloud Life Cycle delivers • Maturity Assessment • An improvement roadmap • Good practice © Innovation Value Institute 2013
  • 7. Contents Introduction On-line Assessment Reporting process – Sample Report © Innovation Value Institute 2013
  • 8. Cloud Assessment - Start © Innovation Value Institute 2013
  • 9. Cloud Assessment - Finish © Innovation Value Institute 2013
  • 10. Contents Introduction On-line Assessment Reporting process – Sample report © Innovation Value Institute 2013
  • 11. Current Maturity Maturity © Innovation Value Institute 2013
  • 12. Current vs. Desired Maturity Current Maturity © Innovation Value Institute 2013 Target Maturity Average Maturity
  • 13. Current Maturity vs. Importance © Innovation Value Institute 2013
  • 14. Current vs. Benchmark Maturity © Innovation Value Institute 2013
  • 15. Current & Future Maturity - Ranked by Importance © Innovation Value Institute 2013
  • 16. Importance vs. Maturity Gap © Innovation Value Institute 2013
  • 17. Current Maturity vs. Importance © Innovation Value Institute 2013
  • 18. Areas of Strength “what is done well and where” “One of the key strengths of the company is its business planning and the alignment of IT and business plans” “Due to problems in the past we have a dedicated risk management team, and since its introduction all key areas of the business are regularly assessed using both internal and external testing” “We work well with our business partners to ensure that what is delivered satisfies business requirements and is done at an affordable cost. This requires working with our internal users and our external suppliers so that we continually look at what the business needs and what we can deliver” © Innovation Value Institute 2013
  • 19. Opportunities and areas for discussion “what are the areas that need improvement particularly in a cloud context” “The complexity of the organisation and the large number and variety of users makes it very difficult to provide accurate forecasting particularly of peaks and troughs” “The process of looking for and selecting suppliers can be quite challenging, however once selected we manage them very well” “The introduction of new systems and their integration with our existing infrastructure leaves a lot to be desired” “The business is not fully aware of the cost savings achieved by using Cloud and how these savings are achieved” “There is an opportunity for IT to be more fully integrated and better utilised by the business” © Innovation Value Institute 2013
  • 20. Assessment findings Strengths: - Very clear business and IT strategy - High ITG, BP - Good understanding and management of risk – High RM Opportunities and areas for discussion: - Poor capacity planning and forecasting – Low CFP (Manage) - Difficulty with the integration of the existing and the cloud infrastructure – Low EAM (Design) and TIM (Manage) - Poor understanding of costs and the impact of cloud – Low (TCO) - The identification and selection of new suppliers maybe a problem – Low SRC (Identification and Select) - The organisation maybe struggling with the roll out of cloud services – Low SD (Roll-out) and SD (Manage) © Innovation Value Institute 2013
  • 21. Assessment comments For the assessment there were two key points that needed to be addressed: - Although the day to day management of the business is doing well, they are struggling to implement new services, so need to determine if this is for all new services or just for cloud based services - Sourcing (SRC) had low scores across the life cycle. Need to understand if the organisation is struggling to identify and introduce new service providers, and/or do they have a problem managing service providers once they come on-board. © Innovation Value Institute 2013
  • 22. Recommendations Based on the assessment results and follow up interviews the following are the recommendations: - Allocate formal responsibility for Enterprise Architecture by training an existing IT resource or by using external expertise - Once the EA is in place they need to work with a designated Business Manager and regularly report to the CIO and CEO - Capacity planning and forecasting needs to be developed within the organisation, the CFO has agreed to take this on and develop the capability - The existing Sourcing team, needs to extend its remit to the identification and selection of new suppliers. Once in place they need to be continually assess both existing and new providers in line with business requirements - Senior management sign-off on the completion of the Implementation Strategy step, so that the requested resources are formally committed and made available when required © Innovation Value Institute 2013
  • 23. Limitation of Liability ©2013 Innovation Value Institute™. All rights reserved. The material contained herein may not be copied, photocopied, reproduced, translated, or reduced to any electronic medium or machine-readable form, in whole or in part, without prior written consent of the Innovation Value Institute, except in the manner described in the documentation. All other brand names, product names, and trademarks are copyright of their respective owners. While every reasonable precaution has been taken in the preparation of this document, the author and publishers assume no responsibility for errors or omissions, nor for uses made of the material contained herein and the decisions based upon such use. No warranties are made, express or implied, with regards to either the contents of this work, its merchantability, or fitness for a particular purpose. Neither the author nor the publishers shall be liable for direct, indirect, special, incidental, or consequential damages arising out of the use or the inability to use the contents of this text. © Innovation Value Institute 2013
  • 24. For more information visit © Innovation Value Institute 2013