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  • 1. 0IVI External Briefing Pack-27Feb08-kc.ppt IVI CONFIDENTIAL – Selected Distribution OnlyIVI CONFIDENTIAL – DO NOT DISTRIBUTE IVI Briefing Package DRAFT October 2007 IVI CONFIDENTIAL DO NOT DISTRIBUTE Managing IT for Business Value Introduction to the Innovation Value Institute February 2008
  • 2. 1IVI External Briefing Pack-27Feb08-kc.ppt IVI CONFIDENTIAL – Selected Distribution Only Introduction Context • This document provides an overview of the Innovation Value Institute, current efforts to develop a new standard for measuring maturity in managing IT for business value (IT- CMF), and next steps / plans for future development Target audience of briefing pack • Potential new members (CIOs, Business leaders) • Organisations who may have an interest in validating / refining initial outputs Permitted distribution • External parties – please provide a list of organisations to the IVI office for membership development planning and follow-up
  • 3. 2IVI External Briefing Pack-27Feb08-kc.ppt IVI CONFIDENTIAL – Selected Distribution Only Introduction Who are we? • The innovation Value Institute – a consortium of leading players interested in improving the business value that IT delivers What are we developing? • Developing an industry standard for managing IT for business value, the IT capability Maturity Framework (IT-CMF) • The framework covers 36 critical processes to run an IT organisations, built on foundational learning in IT transformation at Intel, refined by academic and industry input • Includes maturity curves, assessment tools, practices, outcomes and metrics to increase maturity level, case studies and illustrations of best practices Why should this interest you? • Improve practices within your organisation and deliver more business value • Contribute to industry thought-leadership, share experiences with other leading companies • Develop staff and expertise
  • 4. 3IVI External Briefing Pack-27Feb08-kc.ppt IVI CONFIDENTIAL – Selected Distribution Only IT value management is a key topic for CIOs ... with a tangible opportunity... with a tangible opportunity Budget flexibility coupled with strategic IT alignment leads to 50% greater IT payoffs2 Improving management practices alongside IT investment drives 20% higher IT yields3 Growing evidence of an important gap in the IT industry Important issue for CIOs ...Important issue for CIOs ... 71 62 52 45 40 0 20 40 60 80 100 CEO/CFO demanding better ways to demonstrate value Find it difficult to calculate ROI Executives "skeptical" of ROI from IT Metrics don't adequately capture business value Do not measure business value from IT investments Source: Industry surveys 1. CIO Insight Survey 2. CRTO research 2. LSE, IVI Survey % of respondents1
  • 5. 4IVI External Briefing Pack-27Feb08-kc.ppt IVI CONFIDENTIAL – Selected Distribution Only CIOs lack a framework for describing business contribution Financial value delivered Cash flow ROI ROCE ROE NPV EVA Operational value of IT Customer Employee Partner Supplier Societal Managerial Business valueBusiness valueIT process frameworksIT process frameworks • How to deploy service oriented architecture? • How to implement best in class security? • How to manage a data center? • How to deploy virtualization? • What is the average return from your IT investments? • What is the cumulative return from your IT investments? ?
  • 6. 5IVI External Briefing Pack-27Feb08-kc.ppt IVI CONFIDENTIAL – Selected Distribution Only IVI is focused on realizing more business value from IT "IVI's vision is to transform organizations to consistently realise IT value from IT investment and practices... ... through researching, developing and disseminating an empirically proven and industry validated IT best practice model. IVI's mission is to develop a unifying approach for managing the delivery (or realisation) of Information Technology investments ... ... and to validate that these approaches have a broad applicability across differing industries and contexts." -Innovation Value Institute Provide new perspectives on value-based IT management Develop an end-to-end view of IT processes and capabilities Develop a roadmap to help CIOs select strategies and improve capabilities Collect best practice case studies across industries, understand key value drivers Consortium of leading industry, consulting, not-for-profit and academic organisations
  • 7. 6IVI External Briefing Pack-27Feb08-kc.ppt IVI CONFIDENTIAL – Selected Distribution Only Consortium of leading players designing approaches to managing IT for business value One of the largest, most successful, and active IT R&D organizations $1.6B IT budget managed for cost and innovation; primary sponsor and contributor IT provides innovative products that drive core business revenue Strategy consulting. Cross-functional industry expertise, intellectual capital Best practices, particularly in Enterprise Architecture, systems design IT services viewed as competitive differentia- tor; integral to brand, image Niche provider of IT services and business value analytics Access to academic resources, consortium infrastructure Strong investors in value based mgmt, innovation value Expertise and customer experience in technical asset management and financial management Additional 20+ non-core medium and large sized companies (EU and US) Independent providers of IT advice & assurance to support the business agenda
  • 8. 7IVI External Briefing Pack-27Feb08-kc.ppt IVI CONFIDENTIAL – Selected Distribution Only Initial focus is on developing Capability Maturity Framework (IT-CMF) What Develop an integrating framework that enables CIOs and business management to deliver more value from IT investments and practices Why To assess current practices To understand opportunity and value of increasing maturity To bridge structural gaps in other assessment frameworks How Working Groups that input from consortium members, academics and company experience Reviewing material with Technical Committee for Consortium Testing and validating and validating findings over time When and where Initial outputs in early 2008 Output initially for Consortium members, then to wider audience
  • 9. 8IVI External Briefing Pack-27Feb08-kc.ppt IVI CONFIDENTIAL – Selected Distribution Only IT-CMF : Four key macro processes IT Capability Maturity FrameworkIT Capability Maturity Framework Managing IT Like a Business IT management functions Delivering IT Capability Traditional information technology operations, development, and services Managing the IT Budget Realising & Assessing Value Financial investment/value delivered
  • 10. 9IVI External Briefing Pack-27Feb08-kc.ppt IVI CONFIDENTIAL – Selected Distribution Only IT-CMF : 36 critical processes to run an IT organisation IT Leadership & Governance Business Process Mgmt Business Planning Strategic Planning Demand & Supply Mgmt Capacity Forecasting & Planning Risk Management Accounting & Allocation Organisation Planning & Design Sourcing Resource Mgmt Innovation Mgmt Performance & Quality Mgmt Service Analytics & Intelligence Managing IT Like a Business Funding and Financing Budget Management Portfolio Planning & Prioritisation Budget Oversight & Performance analysis Managing the IT Budget Realizing & Assessing Value Delivering IT Capability Enterprise Architecture Infrastructure Mgmt People Asset Mgmt Intellectual Capital Mgmt Relationship Asset Mgmt Research, Development & Engineering Solutions Delivery Service Provisioning User Mgmt & Training User Experience Design Program & Project Mgmt Supplier Mgmt Value Chain Mgmt Capability Assessment & Mgmt Total Cost of Ownership Mgmt Benefits Assessment & Realisation Portfolio Mgmt Service analytics and Intelligence LG BM BP SP DS CP RM AA OP SO RM IM PQ SA FF BM PP BO EA IM PA IC RA RD SD SP UM UA PM SM VC CA TC BR PM IP
  • 11. 10IVI External Briefing Pack-27Feb08-kc.ppt IVI CONFIDENTIAL – Selected Distribution Only Each process has a maturity curve and an assessment tool Innovation Strategy Organization IT Production Core capabilities Assessing value Funding Innovation ... with an assessment tool to assign maturity level ... with an assessment tool to assign maturity level 1 532 4 1 532 4 1 532 4 1 532 4 1 532 4 1 532 4 IM: Innovation Management 1 Ad hoc/unstructured 2 Emerging/sporadic 3 Defined/implemented 4 Managed/some value 5 Optimized value Maturity level defined for each process ... Maturity level defined for each process ... Source: Intel, inspired by SEI CMM
  • 12. 11IVI External Briefing Pack-27Feb08-kc.ppt IVI CONFIDENTIAL – Selected Distribution Only Target: An objective way of assessing maturity of IT management practices ... Managing IT Like a Business Delivering IT Capability Realizing & Assessing Value Managing the IT Budget 1 2 3 4 5 Industry average Current maturity level LG BM BP SP DS CP RM AA OP SO RM IM PQ VA FF BM PP BO EA IMPA IC RA RD SD SPUM UA PM SM VC CA TC BR PM IP Could be applied across all IT functions or in a selected set of areas Gaps reflect opportunities for investment, growth
  • 13. 12IVI External Briefing Pack-27Feb08-kc.ppt IVI CONFIDENTIAL – Selected Distribution Only Total Cost of Ownership Mgmt Benefits Assessment & Realisation Portfolio Mgmt Service Analytics & Intelligence Significant amount of research underway IT Leadership & Governance Business Process Mgmt Business Planning Strategic Planning Demand & Supply Mgmt Capacity Forecasting & Planning Risk Management Accounting & Allocation Organisation Planning & Design Sourcing Resource Mgmt Innovation Mgmt Performance & Quality Mgmt Managing IT Like a Business Funding and Financing Budget Management Portfolio Planning & Prioritisation Budget Oversight & Performance analysis Managing the IT Budget Realizing & Assessing Value Delivering IT Capability LG BM BP SP DS CP RM AA OP SO RM IM PQ FF BM PP BO EA IM PA IC RA RD SD SP UM UA PM SM VC CA TC BR PM SAI Current Working Groups Initial Background Research1 Proposal for new working group Enterprise Architecture Infrastructure Mgmt People Asset Mgmt Intellectual Capital Mgmt Relationship Asset Mgmt Research, Development & Engineering Solutions Delivery Service Provisioning User Mgmt & Training User Experience Design Program & Project Mgmt Supplier Mgmt Value Chain Mgmt Capability Assessment & Mgmt 1. Not reviewed by technical committee
  • 14. 13IVI External Briefing Pack-27Feb08-kc.ppt IVI CONFIDENTIAL – Selected Distribution Only Content developed using robust process Broad Input, validation, and QA Initial background research Working Group Adjust content, develop key insights Final approval Validate & Test Develop prose 1 2 3 4 5 6 Technical review / QA
  • 15. 14IVI External Briefing Pack-27Feb08-kc.ppt IVI CONFIDENTIAL – Selected Distribution Only Very positive reactions to the work so far From contributing organisations IVI is working on topics of great importance to our business, where innovation in IT is a way of life, and managing value is critical to our success. ... I see materials here that I can bring back to my organisation immediately, today. The industry is looking to the IVI industry consortium to lead the way in researching the challenges facing IT today. I have great faith in the value of this approach to the field of IS management. This consortium is a great way to see how other industries have solved the problems we’re tackling. I think there is tremendous value in participating, and contributing to IVI. I have no doubt of the value of IVI... when I look at the output we have produced. The return has been incredible compared to the investment I have made. Valuable content Industry thought leadership Learning & development Return on investment
  • 16. 15IVI External Briefing Pack-27Feb08-kc.ppt IVI CONFIDENTIAL – Selected Distribution Only Assess your current practices (initial area of focus) • Innovation Management • Enterprise Architecture • Benefits Assessment & Realisation Understand improvement opportunities • Key practices • Metrics • Transitions to increase maturity Develop network of subject matter experts Two ways you could be involved Test early versions of contentTest early versions of content Become a memberBecome a member Contribute to development of leading industry framework Gain exposure to leading practices, industry trends Create development opportunities for staff Access a cross-industry network of IT leaders
  • 17. 16IVI External Briefing Pack-27Feb08-kc.ppt IVI CONFIDENTIAL – Selected Distribution Only Opportunities to pilot initial content in three areas Innovation ManagementInnovation Management Create, identify, fund and measure information technology based innovations to create business value. • IT innovation • New IT solutions to business needs • New products / services Enterprise ArchitectureEnterprise Architecture Provide models and practices to define, plan and manage the business and IT capabilities. • Architecture framework, processes, governance and value • Architecture Planning • Organisation structure and skills management, communication and stakeholder management Benefits Assessment & Realisation Benefits Assessment & Realisation Measure the actual return and forecast the expected value from project level investments. • Identification, documentation and measurement of benefits of IT investments • Benefits tracking and reporting • Realisation planning of benefits of IT investments Impact Accelerate time to market Improve quality of ideas and opportunities pursued Achieve bigger / broader business value and impact Improve architecture management practices Simplify architectural design Reduce development time Improve governance and regulatory compliance Increase IT’s ability to forecast and deliver value from IT investments Demonstrate IT’s contribution to achieving business goals and delivering business value
  • 18. 17IVI External Briefing Pack-27Feb08-kc.ppt IVI CONFIDENTIAL – Selected Distribution Only Benefits of IVI membership Content • Framework for assessing IT maturity • Leading practices, industry trends, "hot topics" • Assessment tools, "health check" • Better understanding of value/return from increasing maturity Relationships • Extended network of leading organisations, with broad and deep experience in IT • Network of key opinion leaders, academics Marketing • Potential – be seen as contributing to leading industry thought Staff development • Platform to develop expertise, networks, lead content development • Approaches/tools for collaborative development
  • 19. 18IVI External Briefing Pack-27Feb08-kc.ppt IVI CONFIDENTIAL – Selected Distribution Only For further information, please contact http://ivi.nuim.ie/ IVI@nuim.ie +353 1 708 6931
  • 20. 19IVI External Briefing Pack-27Feb08-kc.ppt IVI CONFIDENTIAL – Selected Distribution Only Backup slides
  • 21. 20IVI External Briefing Pack-27Feb08-kc.ppt IVI CONFIDENTIAL – Selected Distribution Only Glossary of acronyms ABR = Accelerated Background Research CIO = Chief Information Officer CMM = (SEI) Capability Maturity Model IT-CMF = Information Technology-Capability Maturity Framework IVI = Innovation Value Institute IVIC = Innovation Value Institute Consortiums NUI = National University of Ireland ROI = Return On Investment SEI = Software Engineering Institute WG = Working Group