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Making Informed Choices
– that move us beyond our default future

David Trafford
Our
                                choices
                               define our
                                 future




© Copyright Formicio Limited                2
Past choices define today



                                       The estimated
                                       cost of project
                                     failure across the
                                     European Union is
                                     in excess of € 142
                                           billion
         A recent Gartner survey concluded that most CEO’s felt
                           that their CIOs are
                       “not cut out for the board”
© Copyright Formicio Limited                                      3
Doing things
                                  right

                                    -

                                Doing the
                               right things


© Copyright Formicio Limited                  4
Some
                                choices
                                will be
                               strategic




© Copyright Formicio Limited               5
Ideas drive choice




© Copyright Formicio Limited                        6
Choices are
                               complicated
                                   by our
                                 legacy of
                               past choices
                                   and ...



© Copyright Formicio Limited                  7
… realisation that we live in a non-linear world




© Copyright Formicio Limited                          8
What do we:
                               start
                               stop
                               retire
                               reshape
                               reschedule




© Copyright Formicio Limited                 9
We’re likely
                                 to make
                                  better
                                choices if
                                  we are
                                informed




© Copyright Formicio Limited                  10
Making
                                   informed
                               choices requires:
                                facts
                                analysis
                                context
                                judgement




© Copyright Formicio Limited                   11
... on:
                                assets
                                usage
                                architecture
                                initiatives
                                people
                                risks
                                strategy


© Copyright Formicio Limited                    12
WHAT IF
                                 Analysis of
                                  impact on:
                                architecture
                                change
                                 portfolio
                                compliance
                                customer
                                strategy


© Copyright Formicio Limited                13
Context
                               defines how
                                we see the
                                  world –
                               the lens that
                                creates our
                                criteria for
                                  choice


© Copyright Formicio Limited                   14
Is your context a portfolio of options? ...




© Copyright Formicio Limited                              15
... or a
                               roadmap to
                                      an
                                ‘improved’
                                  future?




© Copyright Formicio Limited                  16
“Good
                                judgement
                               comes from
                               experience,
                                 and often
                                experience
                               comes from
                                   bad
                               judgement”
                                     Will Rogers
                                    1879 – 1935


© Copyright Formicio Limited                       17
If deciding WHAT to do is increasingly important
        we need to develop an organisational capability
         that builds and maintains a dynamic, balanced
                 portfolio of initiatives and assets




                               Let’s call this organisational capability
                                     PORTFOLIO MANAGEMENT

© Copyright Formicio Limited                                               18
Organisational capabilities are:
        Part of the organisation’s DNA
        Embedded into the way things are done
        Not lost when people leave




© Copyright Formicio Limited                     19
An organisational
                               capability has
                               shared:
                                mental models
                                frameworks
                                language
                                processes
                                tools
                                beliefs



© Copyright Formicio Limited                   20
Many have failed to develop portfolio management
    as an organisational capability. Why?
                                                              Too focused
                                        Each initiative is     on process
                                       judged in isolation




                                    Key aspects of
                                   governance not
                                      addressed
                        Lack of clarity on strategic imperatives and
                                   target improved future
© Copyright Formicio Limited                                                21
Capability develops through levels of maturity

                                                                          Optimising Focus on continual
                                                                                         improvement

                                                                 Managed       Focus on quantitative
                                                                                measures
    Maturity/Performance




                                                     Designed      Focus shifts to end-to-end
                                                                    process design



                                    Repeatable      Reduce variability and
                                                     increase effectiveness




                           Ad Hoc   Inconsistent

                                                      Time/Effort
© Copyright Formicio Limited                                                                               22
What are the conditions for successful portfolio
       management?
                                1. Clarity of the targeted
                                   improved future
                                2. A process with an owner
                                3. Objective criteria to evaluate
                                   each initiative and asset
      4. Governance with clear accountabilities and decision
         rights
      5. Maturity to hold crucial conversations
      6. Enterprise as opposed to business unit focus
      7. Architects that take a business perspective
      8. Willingness to change as priorities change
      9. Ability to make informed choices
© Copyright Formicio Limited                                        23
Portfolio management – as a mature organisational
  capability – enables the business and IT to ...


                                        Reduce
                                      complexity
                                Reshape/reschedule        Manage risk
                                 initiatives to reflect
                               changing circumstances

                                   Get everyone on
  Have one version                  the same page
    of the truth
                  ... by making informed choices
© Copyright Formicio Limited                                            24
Who is the
                                best person
                                 to develop
                                     this
                               organisational
                                capability?



© Copyright Formicio Limited                    25
© Copyright Formicio Limited   26
"We are what we repeatedly do.
                      Excellence, therefore, is not an act
                                 but a habit."
                                            Aristotle, 384 BC – 322 BC




© Copyright Formicio Limited                                             27
David Trafford
                               david.trafford@formicio.com
                                   +44 (0)20 7917 2993
                                    www.Formicio.com




© Copyright Formicio Limited                                 28

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Making Informed Choices That Move Us Beyond Our Default Future

  • 1. Making Informed Choices – that move us beyond our default future David Trafford
  • 2. Our choices define our future © Copyright Formicio Limited 2
  • 3. Past choices define today The estimated cost of project failure across the European Union is in excess of € 142 billion A recent Gartner survey concluded that most CEO’s felt that their CIOs are “not cut out for the board” © Copyright Formicio Limited 3
  • 4. Doing things right - Doing the right things © Copyright Formicio Limited 4
  • 5. Some choices will be strategic © Copyright Formicio Limited 5
  • 6. Ideas drive choice © Copyright Formicio Limited 6
  • 7. Choices are complicated by our legacy of past choices and ... © Copyright Formicio Limited 7
  • 8. … realisation that we live in a non-linear world © Copyright Formicio Limited 8
  • 9. What do we: start stop retire reshape reschedule © Copyright Formicio Limited 9
  • 10. We’re likely to make better choices if we are informed © Copyright Formicio Limited 10
  • 11. Making informed choices requires: facts analysis context judgement © Copyright Formicio Limited 11
  • 12. ... on:  assets  usage  architecture  initiatives  people  risks  strategy © Copyright Formicio Limited 12
  • 13. WHAT IF Analysis of impact on:  architecture  change portfolio  compliance  customer  strategy © Copyright Formicio Limited 13
  • 14. Context defines how we see the world – the lens that creates our criteria for choice © Copyright Formicio Limited 14
  • 15. Is your context a portfolio of options? ... © Copyright Formicio Limited 15
  • 16. ... or a roadmap to an ‘improved’ future? © Copyright Formicio Limited 16
  • 17. “Good judgement comes from experience, and often experience comes from bad judgement” Will Rogers 1879 – 1935 © Copyright Formicio Limited 17
  • 18. If deciding WHAT to do is increasingly important we need to develop an organisational capability that builds and maintains a dynamic, balanced portfolio of initiatives and assets Let’s call this organisational capability PORTFOLIO MANAGEMENT © Copyright Formicio Limited 18
  • 19. Organisational capabilities are:  Part of the organisation’s DNA  Embedded into the way things are done  Not lost when people leave © Copyright Formicio Limited 19
  • 20. An organisational capability has shared:  mental models  frameworks  language  processes  tools  beliefs © Copyright Formicio Limited 20
  • 21. Many have failed to develop portfolio management as an organisational capability. Why? Too focused Each initiative is on process judged in isolation Key aspects of governance not addressed Lack of clarity on strategic imperatives and target improved future © Copyright Formicio Limited 21
  • 22. Capability develops through levels of maturity Optimising Focus on continual improvement Managed Focus on quantitative measures Maturity/Performance Designed Focus shifts to end-to-end process design Repeatable Reduce variability and increase effectiveness Ad Hoc Inconsistent Time/Effort © Copyright Formicio Limited 22
  • 23. What are the conditions for successful portfolio management? 1. Clarity of the targeted improved future 2. A process with an owner 3. Objective criteria to evaluate each initiative and asset 4. Governance with clear accountabilities and decision rights 5. Maturity to hold crucial conversations 6. Enterprise as opposed to business unit focus 7. Architects that take a business perspective 8. Willingness to change as priorities change 9. Ability to make informed choices © Copyright Formicio Limited 23
  • 24. Portfolio management – as a mature organisational capability – enables the business and IT to ... Reduce complexity Reshape/reschedule Manage risk initiatives to reflect changing circumstances Get everyone on Have one version the same page of the truth ... by making informed choices © Copyright Formicio Limited 24
  • 25. Who is the best person to develop this organisational capability? © Copyright Formicio Limited 25
  • 26. © Copyright Formicio Limited 26
  • 27. "We are what we repeatedly do. Excellence, therefore, is not an act but a habit." Aristotle, 384 BC – 322 BC © Copyright Formicio Limited 27
  • 28. David Trafford david.trafford@formicio.com +44 (0)20 7917 2993 www.Formicio.com © Copyright Formicio Limited 28