Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.
COBIT AS FRAMEWORK FOR LEADING
CHANGE AND TRANSFORMATION
GOH BOON NAM
10 Mar 2016 / PMI Singapore Regional Symposium 2016
...
My Organisation
• Institute of Systems Science www.iss.nus.edu.sg
• Part of National University of Singapore
• Support nat...
About Myself
Chief, IT Service Management
CGEIT, TOGAF 9 Enterprise Architect,
CITPM (Senior), COMIT, CBAP, ITIL Expert
 ...
Why Change and Transformation
Important? (1)
• Is your IT system implementation project a
success if the system is impleme...
Why Change and Transformation
Important? (2)
Deloitte predicts digital
disruption will affect:
• all industries
• globally...
Why Change and Transformation
Important? (3)
“While technical (PM) skills are core to
project and program management, PMI
...
Why Change and Transformation
Important? (4)
The theme of this Symposium
10/03/2016 11:25 am - spmi 2016-03-10 - gohboonna...
Framework for Change &
Transformation?
Does this provide framework for change
and transformation?
This provides such a fra...
What is COBIT?
Umbrella Framework of all
IT governance and management
best practices
- including those for Change
& Transf...
COBIT Governance-Management
“Lifecycle” Domains
10/03/2016 11:25 am - spmi 2016-03-10 - gohboonnam iss.pptx © 2016 Nationa...
COBIT Processes Processes important for
Change & Transformation
10/03/2016 11:25 am - spmi 2016-03-10 - gohboonnam iss.ppt...
COBIT Change & Transformation
Processes
Manage (IT-enabled) Innovation
Manage (IT) Strategy
Manage Enterprise Architecture...
Why IT-enabled Innovation for
Change & Transformation?
• Self-explanatory
• but many organisations just “upgrade” from an ...
Manage Innovation
- Practices i.e. sub-processes (1)
Manage Innovation
Create an environment conducive to innovation
Maint...
Manage Innovation
- Practices (2)
• Environment conducive to innovation
• e.g. 3M 15 percent time off to do own
chosen inn...
Manage (IT-enabled) Innovation
- Practices (3)
Monitor and scan
the (IT) technology
environment
How?
10/03/2016 11:25 am -...
Manage (IT-enabled) Innovation
- Practices (4)
Application of IoT
in
Disney innovation -
MagicBand
10/03/2016 11:25 am - s...
Manage (IT-enabled) Innovation
- Practices i.e. sub-processes
(Summary)
Manage Innovation
Create an environment conducive ...
COBIT Change & Transformation
Processes
Manage (IT-enabled) Innovation
Manage (IT) Strategy
Manage Enterprise Architecture...
Manage (IT) Strategy
- Practices
Manage (IT) Strategy
Understand enterprise direction
Assess the current environment, capa...
Manage (IT) Strategy
- Understand Enterprise Direction & Assess Env
DisneyWorld Vision : Where dreams come true and magic ...
Manage (IT) Strategy
- Assess Env & Define Target
Reduced wasted
time / effort
Increased
Enjoyment
Increased
Returning
Cus...
Manage (IT) Strategy
- Practices
(Summary)
Manage (IT) Strategy
Understand enterprise direction
Assess the current environ...
COBIT Change & Transformation
Processes
Manage (IT-enabled) Innovation
Manage (IT) Strategy
Manage Enterprise Architecture...
Manage Enterprise Architecture
- Practices
Manage Enterprise Architecture
Develop the enterprise architecture vision
Defin...
Why Enterprise Architecture
Strategy
Implementation &
Operation
Enterprise Architecture &
Portfolio Management
Bridge
Stra...
Enterprise Architecture
Technology
Architecture
Hardware, 
software, 
network
Application 
Architecture
Services
Data
Arch...
Business Architecture
Technology
Architecture
Hardware, 
software, 
network
Application 
Architecture
Services
Data
Archit...
Application Architecture
Technology
Architecture
Hardware, 
software, 
network
Application 
Architecture
Services
Data
Arc...
Data Architecture
Technology
Architecture
Hardware, 
software, 
network
Application 
Architecture
Services
Data
Architectu...
Technology Architecture
Technology
Architecture
Hardware, 
software, 
network
Application 
Architecture
Services
Data
Arch...
Manage Enterprise Architecture
- Summary
Strategy
Implementation &
Operation
Enterprise Architecture &
Portfolio Managemen...
COBIT Change & Transformation
Processes
Manage (IT-enabled) Innovation
Manage (IT) Strategy
Manage Enterprise Architecture...
Manage Portfolio
- Practices
Manage Portfolio
Establish the target investment mix
Determine the availability and sources o...
Establish Target Investment Mix
Source: Framework from P.Weill & M. Broadbent, Leveraging the New Infrastructure: How mark...
Evaluate and Select Programmes to
Fund (1)
Which projects would you
do first?
10/03/2016 11:25 am - spmi 2016-03-10 - gohb...
Evaluate and Select Programmes to
Fund (2)
Year 1 Year 2 Year 3
Develop
MagicBand
Develop M.B.
DoorLock
Develop M.B.
TurnS...
COBIT Change & Transformation
Processes
Manage (IT-enabled) Innovation
Manage (IT) Strategy
Manage Enterprise Architecture...
Why Organisational Change
Enablement?
70% of change programmes
fail
Why?
People unwilling to change
or unable to change
10...
Manage Organisational Change
Enablement
- Practices
Manage Organisational Change Enablement
Establish the desire to change...
Preparing to Change
- Willingness
Establish Desire to Change
Form an effective implementation team
Communicate Desired Vis...
Preparing to Change
- Ability
Empower Players and
identify Short Term Wins
10/03/2016 11:25 am - spmi 2016-03-10 - gohboon...
Changing
- Ability and Willingness
Enable Operation & Use
Sustain Changes
Empower Players and
identify Short Term Wins
Emb...
COBIT Change & Transformation
Processes
Manage (IT-enabled) Innovation
Manage (IT) Strategy
Manage Enterprise Architecture...
Manage Programme & Projects
- Practices
Manage Programme & Projects
Maintain a standard approach for programme and project...
Manage Programmes and Projects
Related guidance:
10/03/2016 11:25 am - spmi 2016-03-10 - gohboonnam iss.pptx © 2016 Nation...
Change and Transformation
- Summary
Customer’s
• Intent-to-return
• Intent-to-recommend
Allowed capacity increase to 5000
...
THANK YOU
Q & A
10/03/2016 11:25 am - spmi 2016-03-10 - gohboonnam iss.pptx © 2016 National University of
Singapore. All R...
For Further Information
Please refer to:
http://www.iss.nus.edu.sg/
Or email Goh Boon Nam at:
issgbn@nus.edu.sg
For ISS co...
THANK YOU
10/03/2016 11:25 am - spmi 2016-03-10 - gohboonnam iss.pptx © 2016 National University of
Singapore. All Rights ...
Upcoming SlideShare
Loading in …5
×

COBIT as Framework for Leading IT-enabled Change and Transformation

286 views

Published on

This presentation explains how to lead IT-enabled Change and Transformation using the IT best practice framework known as COBIT.
It covers processes such as:
- Manage (IT-enabled) Innovation
- Manage (IT) Strategy
- Manage Enterprise Architecture
- Manage Portfolio
- Manage Organisational Change Enablement
- Manage Programmes and Projects

Published in: Technology
  • Be the first to comment

  • Be the first to like this

COBIT as Framework for Leading IT-enabled Change and Transformation

  1. 1. COBIT AS FRAMEWORK FOR LEADING CHANGE AND TRANSFORMATION GOH BOON NAM 10 Mar 2016 / PMI Singapore Regional Symposium 2016 (Total Slides=50) 10/03/2016 11:25 am - h:spmi 2016-03spmi 2016-03-10 - gohboonnam iss.pptx © 2016 National University of Singapore. All Rights Reserved. 1
  2. 2. My Organisation • Institute of Systems Science www.iss.nus.edu.sg • Part of National University of Singapore • Support national IT competency development needs • Faculty of practitioners from industry with average of more that 15 years experience each • Caters to working IT professionals • Post-Graduate Programmes • Executive Programmes • Industry Research • Consulting (Digital Innovation, Enterprise Architecture, IT Portfolio Management, Change Enablement etc) 10/03/2016 11:25 am - spmi 2016-03-10 - gohboonnam iss.pptx © 2016 National University of Singapore. All Rights Reserved. 2
  3. 3. About Myself Chief, IT Service Management CGEIT, TOGAF 9 Enterprise Architect, CITPM (Senior), COMIT, CBAP, ITIL Expert  20 years of IT management experience  Process Improvement  Enterprise Architecture and Planning  Application Development  IT Operations  Consultancy for private and public sector  Enterprise Architecture  CMMI Goh Boon Nam Chief, IT Service Management Institute of Systems Science 10/03/2016 11:25 am - spmi 2016-03-10 - gohboonnam iss.pptx © 2016 National University of Singapore. All Rights Reserved. 3
  4. 4. Why Change and Transformation Important? (1) • Is your IT system implementation project a success if the system is implemented as below? • On time • Within budget • Meets the documented requirements • What if the business feels that: • Competitors’ systems more innovative • Competitors’ systems fit better into their overall long term plans • Staff not willing to use the system due to change to their ways of working • Our new system will not be able to work well with other systems being planned for the company (e.g. different standards used) • Overall, new system provides little beneficial transformative outcome to the business Product recommendation cum cashier system 10/03/2016 11:25 am - spmi 2016-03-10 - gohboonnam iss.pptx © 2016 National University of Singapore. All Rights Reserved. 4
  5. 5. Why Change and Transformation Important? (2) Deloitte predicts digital disruption will affect: • all industries • globally • with big impact (“big bang” for almost all industries) Successfully doing “more-of-the-same” projects may not help 2000 idle taxis arising from Uber / GrabCar in Singapore 10/03/2016 11:25 am - spmi 2016-03-10 - gohboonnam iss.pptx © 2016 National University of Singapore. All Rights Reserved. 5
  6. 6. Why Change and Transformation Important? (3) “While technical (PM) skills are core to project and program management, PMI research tells us they’re not enough in today’s increasingly complex and competitive global marketplace. ... developing the additional skills you need to meet the evolving demands on your profession. ... new opportunities to elevate your value as a strategic partner in business success.” - PMI Skills to lead and manage Change & Transformation PMI’s new Talent Triangle 10/03/2016 11:25 am - spmi 2016-03-10 - gohboonnam iss.pptx © 2016 National University of Singapore. All Rights Reserved. 6
  7. 7. Why Change and Transformation Important? (4) The theme of this Symposium 10/03/2016 11:25 am - spmi 2016-03-10 - gohboonnam iss.pptx © 2016 National University of Singapore. All Rights Reserved. 7
  8. 8. Framework for Change & Transformation? Does this provide framework for change and transformation? This provides such a framework. 10/03/2016 11:25 am - spmi 2016-03-10 - gohboonnam iss.pptx © 2016 National University of Singapore. All Rights Reserved. 8
  9. 9. What is COBIT? Umbrella Framework of all IT governance and management best practices - including those for Change & Transformation etc... 10/03/2016 11:25 am - spmi 2016-03-10 - gohboonnam iss.pptx © 2016 National University of Singapore. All Rights Reserved. 9
  10. 10. COBIT Governance-Management “Lifecycle” Domains 10/03/2016 11:25 am - spmi 2016-03-10 - gohboonnam iss.pptx © 2016 National University of Singapore. All Rights Reserved. 10
  11. 11. COBIT Processes Processes important for Change & Transformation 10/03/2016 11:25 am - spmi 2016-03-10 - gohboonnam iss.pptx © 2016 National University of Singapore. All Rights Reserved. 11
  12. 12. COBIT Change & Transformation Processes Manage (IT-enabled) Innovation Manage (IT) Strategy Manage Enterprise Architecture Manage Portfolio Manage Organisational Change Enablement Manage Programmes and Projects 10/03/2016 11:25 am - spmi 2016-03-10 - gohboonnam iss.pptx © 2016 National University of Singapore. All Rights Reserved. 12
  13. 13. Why IT-enabled Innovation for Change & Transformation? • Self-explanatory • but many organisations just “upgrade” from an end-of- life IT system to a new system with no transformative improvement to business capability • hence, innovation NOT so commonly done • For IT, innovation is especially important due to the fast pace of change • e.g. what are up and coming technologies that you have heard about? • Internet of Things / Sensors • Big Data • Cloud • Machine Learning / Artificial Intelligence • Augmented Reality 10/03/2016 11:25 am - spmi 2016-03-10 - gohboonnam iss.pptx © 2016 National University of Singapore. All Rights Reserved. 13
  14. 14. Manage Innovation - Practices i.e. sub-processes (1) Manage Innovation Create an environment conducive to innovation Maintain an understanding of the enterprise environment Monitor and scan the technology environment Assess the potential of emerging technologies and innovation ideas Recommend appropriate further initiatives Monitor the implementation and use of innovation 10/03/2016 11:25 am - spmi 2016-03-10 - gohboonnam iss.pptx © 2016 National University of Singapore. All Rights Reserved. 14
  15. 15. Manage Innovation - Practices (2) • Environment conducive to innovation • e.g. 3M 15 percent time off to do own chosen innovation • Understanding of the enterprise environment • Customer need - bookmark that stays put (initial understanding) • Monitor and scan technology • new 3M glue materials • Assess potential • Other uses besides bookmark • “New way to communicate and organise information” • Recommend • Monitor implementation Is this relevant to me or my company? Yes, innovation not just for new products. For productivity, customer satisfaction / demand etc. 10/03/2016 11:25 am - spmi 2016-03-10 - gohboonnam iss.pptx © 2016 National University of Singapore. All Rights Reserved. 15
  16. 16. Manage (IT-enabled) Innovation - Practices (3) Monitor and scan the (IT) technology environment How? 10/03/2016 11:25 am - spmi 2016-03-10 - gohboonnam iss.pptx © 2016 National University of Singapore. All Rights Reserved. 16
  17. 17. Manage (IT-enabled) Innovation - Practices (4) Application of IoT in Disney innovation - MagicBand 10/03/2016 11:25 am - spmi 2016-03-10 - gohboonnam iss.pptx © 2016 National University of Singapore. All Rights Reserved. 17
  18. 18. Manage (IT-enabled) Innovation - Practices i.e. sub-processes (Summary) Manage Innovation Create an environment conducive to innovation Maintain an understanding of the enterprise environment Monitor and scan the technology environment Assess the potential of emerging technologies and innovation ideas Recommend appropriate further initiatives Monitor the implementation and use of innovation 10/03/2016 11:25 am - spmi 2016-03-10 - gohboonnam iss.pptx © 2016 National University of Singapore. All Rights Reserved. 18
  19. 19. COBIT Change & Transformation Processes Manage (IT-enabled) Innovation Manage (IT) Strategy Manage Enterprise Architecture Manage Portfolio Manage Organisational Change Enablement Manage Programmes and Projects 10/03/2016 11:25 am - spmi 2016-03-10 - gohboonnam iss.pptx © 2016 National University of Singapore. All Rights Reserved. 19
  20. 20. Manage (IT) Strategy - Practices Manage (IT) Strategy Understand enterprise direction Assess the current environment, capabilities and performance Define the target IT capabilities Conduct a gap analysis Define the strategic plan and road map Communicate the IT strategy and direction 10/03/2016 11:25 am - spmi 2016-03-10 - gohboonnam iss.pptx © 2016 National University of Singapore. All Rights Reserved. 20
  21. 21. Manage (IT) Strategy - Understand Enterprise Direction & Assess Env DisneyWorld Vision : Where dreams come true and magic comes to life but 10/03/2016 11:25 am - spmi 2016-03-10 - gohboonnam iss.pptx © 2016 National University of Singapore. All Rights Reserved. 21
  22. 22. Manage (IT) Strategy - Assess Env & Define Target Reduced wasted time / effort Increased Enjoyment Increased Returning Customers Rev Reduced wait / travel times Increased Asset Utilization Customisable Rides / Services Better Info on Customers & Their Needs Better info on asset utilisation Perspectives Customer Self- Planning / Booking Systems Personalisation Systems Asset Usage Tracking Systems Financial Customer Process Learning IT Vision : Where dreams come true and magic comes to life Auto Customer Identification (Fictitious Example Adapted from Disney World) BusinessStrategyMap Increased New Customer Rev from Recommendations Personalised Experience Balanced usage of facilities 10/03/2016 11:25 am - spmi 2016-03-10 - gohboonnam iss.pptx © 2016 National University of Singapore. All Rights Reserved. 22
  23. 23. Manage (IT) Strategy - Practices (Summary) Manage (IT) Strategy Understand enterprise direction Assess the current environment, capabilities and performance Define the target IT capabilities Conduct a gap analysis Define the strategic plan and road map Communicate the IT strategy and direction See Manage Enterprise Architecture 10/03/2016 11:25 am - spmi 2016-03-10 - gohboonnam iss.pptx © 2016 National University of Singapore. All Rights Reserved. 23
  24. 24. COBIT Change & Transformation Processes Manage (IT-enabled) Innovation Manage (IT) Strategy Manage Enterprise Architecture Manage Portfolio Manage Organisational Change Enablement Manage Programmes and Projects 10/03/2016 11:25 am - spmi 2016-03-10 - gohboonnam iss.pptx © 2016 National University of Singapore. All Rights Reserved. 24
  25. 25. Manage Enterprise Architecture - Practices Manage Enterprise Architecture Develop the enterprise architecture vision Define reference architecture Select opportunities and solutions Define architecture implementation Provide enterprise architecture services 10/03/2016 11:25 am - spmi 2016-03-10 - gohboonnam iss.pptx © 2016 National University of Singapore. All Rights Reserved. 25
  26. 26. Why Enterprise Architecture Strategy Implementation & Operation Enterprise Architecture & Portfolio Management Bridge Strategy to Execution 10/03/2016 11:25 am - spmi 2016-03-10 - gohboonnam iss.pptx © 2016 National University of Singapore. All Rights Reserved. 26
  27. 27. Enterprise Architecture Technology Architecture Hardware,  software,  network Application  Architecture Services Data Architecture Data, information Business  Architecture Business  processes,  organization,  people Technology Architecture Hardware,  software,  network Application  Architecture Services Data Architecture Data, information Business  Architecture Business  processes,  organization,  people Current (now) Target (3 to 5 yrs’ time) Plan Target (Reference) Architecture 10/03/2016 11:25 am - spmi 2016-03-10 - gohboonnam iss.pptx © 2016 National University of Singapore. All Rights Reserved. 27
  28. 28. Business Architecture Technology Architecture Hardware,  software,  network Application  Architecture Services Data Architecture Data, information Business  Architecture Business  processes,  organization,  people Target (3 to 5 yrs’ time) 10/03/2016 11:25 am - spmi 2016-03-10 - gohboonnam iss.pptx © 2016 National University of Singapore. All Rights Reserved. 28
  29. 29. Application Architecture Technology Architecture Hardware,  software,  network Application  Architecture Services Data Architecture Data, information Business  Architecture Business  processes,  organization,  people Target (3 to 5 yrs’ time) Front End: Back End: Turnstile Systems Hotel Check- In Systems Kitchen Ops Systems Etc.. and how they work together 10/03/2016 11:25 am - spmi 2016-03-10 - gohboonnam iss.pptx © 2016 National University of Singapore. All Rights Reserved. 29
  30. 30. Data Architecture Technology Architecture Hardware,  software,  network Application  Architecture Services Data Architecture Data, information Business  Architecture Business  processes,  organization,  people Target (3 to 5 yrs’ time) Customer Magic Band ID Customer Info Customer FastPass Booking Facilities Waiting Times Queue Sensor Data Customer Restaurant Advance Orders Customer Hotel Room No. etc... Customer Purchases 10/03/2016 11:25 am - spmi 2016-03-10 - gohboonnam iss.pptx © 2016 National University of Singapore. All Rights Reserved. 30
  31. 31. Technology Architecture Technology Architecture Hardware,  software,  network Application  Architecture Services Data Architecture Data, information Business  Architecture Business  processes,  organization,  people Target (3 to 5 yrs’ time) etc... 10/03/2016 11:25 am - spmi 2016-03-10 - gohboonnam iss.pptx © 2016 National University of Singapore. All Rights Reserved. 31
  32. 32. Manage Enterprise Architecture - Summary Strategy Implementation & Operation Enterprise Architecture & Portfolio Management Bridge Strategy to Execution 10/03/2016 11:25 am - spmi 2016-03-10 - gohboonnam iss.pptx © 2016 National University of Singapore. All Rights Reserved. 32
  33. 33. COBIT Change & Transformation Processes Manage (IT-enabled) Innovation Manage (IT) Strategy Manage Enterprise Architecture Manage Portfolio Manage Organisational Change Enablement Manage Programmes and Projects 10/03/2016 11:25 am - spmi 2016-03-10 - gohboonnam iss.pptx © 2016 National University of Singapore. All Rights Reserved. 33
  34. 34. Manage Portfolio - Practices Manage Portfolio Establish the target investment mix Determine the availability and sources of funds Evaluate and select programmes to fund Monitor, optimise and report on investment portfolio performance Maintain portfolios Manage benefits achievement 10/03/2016 11:25 am - spmi 2016-03-10 - gohboonnam iss.pptx © 2016 National University of Singapore. All Rights Reserved. 34
  35. 35. Establish Target Investment Mix Source: Framework from P.Weill & M. Broadbent, Leveraging the New Infrastructure: How market leaders capitalize on IT, Harvard Business School Press, 1998. Data: Percentages are 2009 total $IT spending (operations + depreciation) from 1091 firms in 77 countries from Gartner CIO Survey http://cisr.mit.edu/research/research-overview/classic-topics/it-portfolio-management/ 10/03/2016 11:25 am - spmi 2016-03-10 - gohboonnam iss.pptx © 2016 National University of Singapore. All Rights Reserved. 35
  36. 36. Evaluate and Select Programmes to Fund (1) Which projects would you do first? 10/03/2016 11:25 am - spmi 2016-03-10 - gohboonnam iss.pptx © 2016 National University of Singapore. All Rights Reserved. 36
  37. 37. Evaluate and Select Programmes to Fund (2) Year 1 Year 2 Year 3 Develop MagicBand Develop M.B. DoorLock Develop M.B. TurnStile Install WiFi Resort Wide Develop MyDisney Experience Install M.B. DoorLock Install M.B. Turnstile Develop Hotel Check- In System Develop Turnstile System etc... 10/03/2016 11:25 am - spmi 2016-03-10 - gohboonnam iss.pptx © 2016 National University of Singapore. All Rights Reserved. 37 etc... etc...
  38. 38. COBIT Change & Transformation Processes Manage (IT-enabled) Innovation Manage (IT) Strategy Manage Enterprise Architecture Manage Portfolio Manage Organisational Change Enablement Manage Programmes and Projects 10/03/2016 11:25 am - spmi 2016-03-10 - gohboonnam iss.pptx © 2016 National University of Singapore. All Rights Reserved. 38
  39. 39. Why Organisational Change Enablement? 70% of change programmes fail Why? People unwilling to change or unable to change 10/03/2016 11:25 am - spmi 2016-03-10 - gohboonnam iss.pptx © 2016 National University of Singapore. All Rights Reserved. 39
  40. 40. Manage Organisational Change Enablement - Practices Manage Organisational Change Enablement Establish the desire to change Form an effective implementation team Communicate desired vision Empower role players and identify short-term wins Enable operation and use Embed new approaches Sustain Changes 10/03/2016 11:25 am - spmi 2016-03-10 - gohboonnam iss.pptx © 2016 National University of Singapore. All Rights Reserved. 40
  41. 41. Preparing to Change - Willingness Establish Desire to Change Form an effective implementation team Communicate Desired Vision 10/03/2016 11:25 am - spmi 2016-03-10 - gohboonnam iss.pptx © 2016 National University of Singapore. All Rights Reserved. 41
  42. 42. Preparing to Change - Ability Empower Players and identify Short Term Wins 10/03/2016 11:25 am - spmi 2016-03-10 - gohboonnam iss.pptx © 2016 National University of Singapore. All Rights Reserved. 42
  43. 43. Changing - Ability and Willingness Enable Operation & Use Sustain Changes Empower Players and identify Short Term Wins Embed New Approaches Initial Medium Term Long Term SOP 10/03/2016 11:25 am - spmi 2016-03-10 - gohboonnam iss.pptx © 2016 National University of Singapore. All Rights Reserved. 43 KPIs & Pay
  44. 44. COBIT Change & Transformation Processes Manage (IT-enabled) Innovation Manage (IT) Strategy Manage Enterprise Architecture Manage Portfolio Manage Organisational Change Enablement Manage Programmes and Projects 10/03/2016 11:25 am - spmi 2016-03-10 - gohboonnam iss.pptx © 2016 National University of Singapore. All Rights Reserved. 44
  45. 45. Manage Programme & Projects - Practices Manage Programme & Projects Maintain a standard approach for programme and project management Initiate a programme Manage stakeholder engagement Develop and maintain the programme plan Launch and execute the programme Monitor, control and report on the programme outcomes Start up and initiate projects within the programme Plan projects Manage programme and project quality Manage programme and project risk Monitor and control projects Manage project resources and work packages Close a project or iteration Close a programme 10/03/2016 11:25 am - spmi 2016-03-10 - gohboonnam iss.pptx © 2016 National University of Singapore. All Rights Reserved. 45
  46. 46. Manage Programmes and Projects Related guidance: 10/03/2016 11:25 am - spmi 2016-03-10 - gohboonnam iss.pptx © 2016 National University of Singapore. All Rights Reserved. 46
  47. 47. Change and Transformation - Summary Customer’s • Intent-to-return • Intent-to-recommend Allowed capacity increase to 5000 more concurrent customers Won many awards – e.g. Fast Company “Innovation by Design” 10/03/2016 11:25 am - spmi 2016-03-10 - gohboonnam iss.pptx © 2016 National University of Singapore. All Rights Reserved. 47
  48. 48. THANK YOU Q & A 10/03/2016 11:25 am - spmi 2016-03-10 - gohboonnam iss.pptx © 2016 National University of Singapore. All Rights Reserved. 48
  49. 49. For Further Information Please refer to: http://www.iss.nus.edu.sg/ Or email Goh Boon Nam at: issgbn@nus.edu.sg For ISS courses relevant to this presentation: • http://www.iss.nus.edu.sg/ProfessionalCourses/SearchCourse/CourseDetail/tabid /267/cid/307/cname/transformational-leadership/Default.aspx • http://www.iss.nus.edu.sg/ExecutiveEducation/DigitalInnovationDesign.aspx • http://www.iss.nus.edu.sg/ExecutiveEducation/ITPlanningGovernanceEnterpriseA rchitecture.aspx • http://www.iss.nus.edu.sg/ExecutiveEducation/ProjectManagement.aspx 10/03/2016 11:25 am - spmi 2016-03-10 - gohboonnam iss.pptx © 2016 National University of Singapore. All Rights Reserved. 49
  50. 50. THANK YOU 10/03/2016 11:25 am - spmi 2016-03-10 - gohboonnam iss.pptx © 2016 National University of Singapore. All Rights Reserved. 50

×