Work Samples
Mark Dattoli
 2       Strategic Planning

     4                             21    Reporting
Marketing                                         Agent
            by Mark

ISSLC Stage 1
The Project Assessment & Review (PAR) Process
                                           v 1.0

A. Demand Management
      1. Discovery                                       2. Portfolio Management
      Business Needs...
= Development       = Install and Roll Out     $$ = Benefits Begin
                                 Change Index:
SOA Program Plan (High-Level), v0.3                                                                      Black lines are c...
Mission                         Process
Disaster Recovery Swim Lane
                          Event                                                      Assessmen...
Context Diagram
          Needs                               SLRF                 Direction...
Solution                           AQM
 Project     Project   Require-            3rd Party                               ...
Request Central
                                                                         Work    Complete
    Non-Routine ...
ISSLC: Gates & Accuracy of Estimates
                                                                 •   Cost of Getting ...
IS Capability Initiative Brief:                             Implementing SOA as an IS Capability
Impacted Area,        ISLT               SOA Program SOA           Service Mgmt / Business     Enterprise   Infrastructure...
Impacted Area,            ISLT              SOA Program      SOA            Service Mgmt / Business              Enterpris...
1.                                       Identify Constraints (2)
 Sourcing           Acquire
Define Current
                10.                                 State (51)
              Sourcing     Organizational   ...
Architectural Principles
Categories                                                  Principles                           ...
Mind Maps

Mind Maps

Strength                         Comments                                 Weakness                            Comments

Improvement of software          Progress in this area is too slow,
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  1. 1. Work Samples Mark Dattoli
  2. 2. Contents 2 Strategic Planning Portfolio 4 21 Reporting Management 45 Sourcing 8 PMO 23 Roadmaps 53 Architecture 15 Budgeting 26 Processes 66 Models 18 Metrics 33 SDLCs 69 Audits 41 SOA Strategy
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  4. 4. Marketing Agent Input Ideas IT Metrics Industry & Function Competitive Metrics IS Project Analysis & Cost Estimation Routine Systems Project IT Industry Develop. Benchmark Exec. Metrics IT R&D Non- Project Spec IT Routine with Ball Project Summary Function IS Steering Project Business Park Estimate Sponsor Committee Technical Opportunities Analysts AVL Exec Mgmt Enterprise- Aligned OSR with Level IS Office of Project Business Value Portfolio Business PMO the CIO Units Business AVL Technical IS Technical Alternatives Project Strategic Plan Alternatives TP&T IS Business Project Aligned: Closure • Business priorities Analysts Document • IT goals (e.g. building Project Controller inhouse OO ability by 1/01) Analysis Data Historical Results IT Metrics IT Value Database Process 3
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  6. 6. Created by Mark Dattoli Strategic 5
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  8. 8. ISSLC Stage 1 The Project Assessment & Review (PAR) Process v 1.0 Phase 1 Phase 2 Phase 3 Phase 4 Phase 5 Phase 6 Business Project Release Concept Insight Prioritization Case Selection Planning Objectives Objectives Objectives Objectives Objectives Outputs Objectives  Define needs  Understand  Determine  Build Business  Assess business  Evaluate release plan  Project Sponsor  Socialize concepts requirements business priorities Case case  Gather initial  Develop cost ROM  Define delivery  Define compelling  Align request with  Align request with  Funding Source requirements  Determine benefit needs need business strategy release schedule  Business Case  Estimate schedule  Secure funding  Select best fit  Select best fit  Estimated Timeline Participants Participants Participants Participants Participants Participants  Team Structure  Requester,  BRD, Delivery  Prioritization Team  Sponsor,  BPO, BRD, ESC  PMO, Delivery,  High-level Scope BPO, BRD Owner, BRD Change Mgmt  Tech Impact Inputs Gate 1 Gate 2 Gate 3 Gate 4 Gate 5 Gate 6 Deliverables Deliverables Deliverables Deliverables Deliverables Deliverables Request Types  Manager advances  Rough estimate of  Project Inventory  Business Case:  Formal Decision  Revised Release  New system functionality  BPO advances cost (ROM) Ranking Communication Schedule - Short Form: >$250K  Enhancement to existing  BRD advances  Project Assessment  Estimated Delivery - Long Form: >$1MM  Project Roadmap  Formal Decision system functionality  High level estimate Calculation Schedule (top Update based on Communication of benefits requests)  Enhancement Case: Estimated Delivery  Major system  High level <$250K Schedule performance requirements enhancements Decision Makers Decision Makers Decision Makers Decision Makers Decision Makers Decision Makers Request Mechanism  Requester’s Manager  IS Delivery Teams  Prioritization  Sponsor, Champion  ESC, ISLC  Project Office  IS Request Central  BPO  BPO Committee  IS Delivery Teams  IS Delivery Teams  BRD  BRD  IS Delivery Teams  Change Management Request Submission  Any USC Associate BPO : Business Process Owner ESC : Executive Steering Committee BRD : Business Relationship Director ISLC : IS Leadership Council 7
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  10. 10. A. Demand Management 1. Discovery 2. Portfolio Management Business Needs • User Relationship Mgmt Request Definition Request Screening Program Assessment • User Education • IS Marketing • Requirements • Impact Analysis • Program to project breakdown • Scope • Feasibility • Project dependencies Technological Opportunities • etc. • Estimation • Cost/Benefit Analysis • IT Strategy • Innovation • IT R&D Alignment Initiation Control • Approval • Funding • Change requests Application Needs • Prioritization • Resource allocation • Re-planning • Application Strategy • Scheduling • Re-funding • Re-prioritization B. Supply Management 1. Process Engineering 2. Process Management (Process Definition) (Ongoing control) 3. Program Management 5. People Resource (Active program oversight) Management 4. Project Management 6. Deliverables Management (Project liaison & support) (App. development products) C. Results Management Projects 1. Project Metrics Database Project Planning Products 2. Product Quality Metrics Process Engineering Services 3. Customer Satisfaction 4. Service Level Agreements 6. IT Value Report Business Results 5. ROI & Financial Measures D. Document Management 1. Process 2. Business 3. Project 4. Systems / Application Documentation Documentation Documentation Documentation 9
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  23. 23. = Development = Install and Roll Out $$ = Benefits Begin Change Index: ’98 ’99 ’00 Project Development Q2 Q3 Q4 Q2 Q3 Q4 Q2 Q3 Q4 Change Status Risks Q1 Q1 Q1 / Roll-Out Foundational Projects • AW End Vision 36 / 40 $$ Informed Pessimism Budget; Acceptance • Technical Architecture 37 / 37 Hopeful Realism Budget Completed Projects • WAN 33 / 35 Completion • MTMC 29 / 34 $$ Completion • Layers (Release 1) 31 / 37 $$ Completion • Move Mgmt (Release 1) 29 / 36 $ Completion Active Development Projects • Move Mgmt (Release 1.5) 19 / 21 $ $$$ Uninformed Optimism Conv. conflicts with busy season • Bottom Line 16 / 15 $$ Hopeful Realism Benefits; Budget; Data Acquisition Active Technical Projects • EMS Replacement Uninformed Optimism Training; Change • Technical Infrastructure 36 / 31 Uninformed Optimism Budget Planned Projects • Layers (Release 2) 31 / 37 $$ Uninformed Optimism Budget • Move Mgmt (Release 2) 32 / 39 $$ Uninformed Optimism Budget; R& R Work • Data Capture: Rewrite 36 / 40 $$ Uninformed Optimism Benefits; Scope, Performance • Billing – PeopleSoft 37 / 38 Uninformed Optimism Agent Expectation (Not for them) Fixed Factors 0 42 24 22 0 42 24 22 0 42 24 22 Fixed factors account for busy season, contract renewals & conventions Totals, by quarter 93 166 209 232 277 360 339 299 224 227 132 22 Totals include project indexes and fixed factors Warning   Change Index from “Predicting the Impact of Change”, © O. D. Resources The Change Curve 22
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  25. 25. SOA Program Plan (High-Level), v0.3 Black lines are complete Grey are not yet started Project Start Date End Date Red dotted line represents 1/22/09 Continues beyond 2009 date of report ..PHASE 1: EXPLORING (Early Learning / Ad Hoc Services).. ..PHASE 2: EXPANDING (Standard Services & Processes).. Oct 2008 Nov Dec Jan 2009 Feb March April May June July Aug Sept Oct Nov Dec Projects ..EII, Phase 1.. .. ..EII, Phase 2.. ? ..Ring-Back Tones.. ? ..Others ?.. SGB (startup) SGB (ongoing) Governance SOA Customized SOA Strategy Roadmap SOA Biz Case Org Assessment EST (startup) EST (ongoing) Capability Plan Biz & Leadership Communications Biz Partner Engagement Technical Training (as needed) Skills Tracking & Mgmt Technical Training (formalized) Customized SOA Service Mgmt Ref Architecture Service Design Standards SOA Security Planning Run-Time Security (in Production) Service Data Model Exploration (SID) Catalog v.1 Service Catalog, v.2 Registry / Repository Implementation (Excel) BPM PAID Diagrams for RBT Scrum Pilot Scrum Enablement Dev/Support Templates for EII Ad Hoc / Agile SDLC for Services Finalize SDLC for Services Testing Lab Requirements Testing Lab Prototype Testing Lab (in Production) Testing Tools Selection & Trials Final Tools Selection Tools Standardization & Training Infra/Ops ESB (in Production & operationally ready) Ops/Monitoring Tools Selection & Trials Final Tools Implementation Oct 2008 Nov Dec Jan 2009 Feb March April May June July Aug Sept Oct Nov Dec S:Information ServicesIS PlanningIS CapabilitiesCapability DevelopmentSOASOA-Program-Plan-vx.vsd 24
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  28. 28. Mission Process Development Philosophies (Standards for Goals & Objectives Standards) Standards, Tools & Templates IT System Manage Monitoring Strategic Acquisition Relationships Plan Technical Make vs. Buy • Educate Users Direction Guidelines • Application Optimization • Vendor Mgmt • Business Risk Assessment • Contract/ Relationship R&D Contractor Mgmt Mgmt IS Budget Provide Service • Service Desk Provide for System Development: Independent Audit IT Process Organizational • 3rd-Party Mgmt • Tools & Templates Development • Standards & Guidelines • Performance Mgmt Areas Measurment & • Capacity Mgmt • Best Practices Reporting • Service Level Mgmt Obtain Independent IS Organization SDLC: Assurance Systems Mgmt • Project Initiation • Configuration Mgmt Manage HR • Architecture Planning • Change Mgmt • Requirements Mgmt • Release Mgmt IS/Business Communication • Build & Test • Incident Mgmt IT Results/Value • Implementation • Problem Mgmt • Security Mgmt Assess Internal Project Mgmt Acquire & Maintain Infrastructure Control Adequacy Portfolio Mgmt Manage Changes Equipment Mgmt • Asset Mgmt Quality Mgmt Manage Documents • Procure Equipment • Maintain Equipment IT Governance Manage Knowledgebases • Facilities Mgmt • Operations Mgmt Continuous Process Improvement Manage Aging Applications • Desktop Mgmt & Support Monitor Processes Process A. Planning & Organization B. Acquisition & Implementation C. Delivery & Support D. Monitoring Category Process Process Governance (Communications, Measurement & Reporting, Governing Council, Operating Procedures, Change Control, etc.) Support January 12, 2005 *** US Cellular - Confidential Information *** 9 27
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  31. 31. Disaster Recovery Swim Lane Event Assessment Notification Decision/Declaration Communication Mobilization Communication Recovery Status Updates Business Ops Authorities, etc. Stores, Police, Fire, Civil Provide Receive Receive Restart Onsite Commun- Commun- Business Update ication ication Functionality Building Is Normal Assess Safe to Y Inspect Computer Y Incident Incident Building Room Incident Mgmt Team Enter? mgmt Usable? Commun- icate N Decision Timing Threshold Exceeded? Notify CM Recommend N N Team & D/R Wait 4 Hours Leadership Go/No-Go & Request Update from Site Crisis Mgmt Commun- Commun- Activate Confirm icate Team Stand Receive Recovery Meet at icate Go on D/R Location Command Status Recovery Unplanned Event Standby Down Command of Hot to Biz Decision Center Center Status Site Liaison Recovery Team Confirm Assemble Disaster Review Receive Confirm Perform Go on Stand D/R Location at RPO & Recovery Standby Current of Hot Recovery DR Plan Down Decision RTO & Validate Site Site • UNIX/Oracle • Tuxedo Stand • Cares • Cares Apps Down Leadership • Batch Jobs Review Recovery • 3rd-Parties Receive Receive Meet at Senior Team No • Stores Go on Options, Implement teams D/R Command • Agents Commun- Standby Risks & D/R? Decision Center • Call Ctrs ication Costs Yes Declare Disaster Liaison Team Business Go on Stand Receive Forward Forward Standby Down D/R Status Status Decision to Biz to Biz Third Parties Go on Stand Receive Work with Standby Down D/R Recovery Decision Teams 30
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  35. 35. Context Diagram Strategic Needs SLRF Directions Planning Architecture Annual Planning Budgeting Project Project Project Delivered Portfolio Mgmt Initiation Execution Solutions Overview Diagram
  36. 36. Solution AQM Project Project Require- 3rd Party Develop Delivery Project Architecture Test Initiation Launch ments Planning (Code/Test) (Deployment) Close (Design) 3rd Party Party Solicitation, 3rd Solicitation, Evaluation, Selection Evaluation, Selection 3rd Party Communication Process SOW 3rd Party Issue Resolution Process 3rd Party Change Management Process RFP (or RFI / RFQ) 3rd Party Deliverables 3rd Party 3rd Party Inspections/Review Acceptance Turnover Vendor Proposal Vendor Selection Contract Negotiation Joint SDLC Approach Plan 3rd Party/USC Source Code Control On / Off Site & Configuration Management Considerations Environments Management 2-Way (USC Look-Alike) SLA’s 3rd Party Contract Management (VM) Contract (VM) 3rd Party Accounting and Payment Process (VM) Detailed 3rd Party 3rd Party Performance Management Process (VM) Work Plan Feedback Project Planning and Project Control Project Performance Metrics and Earned Value Resource Capacity Planning 36
  37. 37. Request Central Work Complete Non-Routine Requests Routine Requests Queues EXAMPLES: EXAMPLES: • New Functionality Requests • Service Requests • Strategic Initiatives • Break/Fix Repair • Enhancements • Maintenance • Quick Hits Project Assess- ment & Review Sunset Approved & Replace- Requests Retire / ment Plans Renew Initiation Aging Scoped & Solutions IS Resourced Project Support & Solutions Analysis/ Business Operations Life Cycle Req’ts Approved, Solution in Detailed Production Requirements Implement Design Certified Approved, System or Feasible Upgrade Design Build & Test 37
  38. 38. ISSLC: Gates & Accuracy of Estimates • Cost of Getting There (Stages 2-6): +/- 50% STAGE 1 Gate • Cost of Living There (Stage 7): +/- 50% PAR • Cost of Stage 2: +/- 10% • Management Decision: Go/No-Go STAGE 8 STAGE 2 Retire Initiation Gate • Cost of Getting There: +/- 30% • Cost of Living There: +/- 30% • Cost of Stage 3: +/- 10% • Management Decision: Go/No-Go STAGE 7 Cost of STAGE 3 Support Living Require- & Ops There ments Cost of Getting There Gate • Operations • Cost of Getting There: +/- 20% Decision: • Cost of Living There: +/- 20% Ready for Gate • Cost of Stage 4: +/- 10% Acceptance • Business Unit Decision: Go/No-Go or Not STAGE 6 STAGE 4 Implement Design Gate Gate STAGE 5 • Cost of Getting There: +/- 10% Build • Cost of Living There: +/- 10% • Cost of Stage 5: +/- 10% • Business Unit Decision: Go/No-Go • Business Unit Decision: Go/No-Go 38
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  41. 41. IS Capability Initiative Brief: Implementing SOA as an IS Capability   Statement of Opportunity  One of the key leading practices in the IT industry is the concept of Service-Oriented Architecture (SOA). • The primary value proposition of SOA lies in business agility – “increasing the reuse of services and business rules, by allowing internal processes to be driven from established and trusted business data, resulting in nimble response to changing conditions” (Corp Exec Board). • IS has embarked upon the SOA journey with a number of initiatives by various IS groups. We can benefit by ensuring that all these efforts are aligned and building in concert toward a mature IS SOA capability. People Process Technology IS  The links and interfaces among SOA, eTom, BPM,  After analysis of SOA approaches and alternatives ITIL and other disciplines are defined * (such as WOA) our near-term architectural  is leading the business in the governance of SOA approach is adjusted to enhance results and  Leading practices for service development are  is promptly developing robust services implemented throughout IS minimize risk  is effectively deploying services  A long-range Roadmap for SOA implementation,  Service Repository processes are in place integration, and adoption is created and placed  is efficiently monitoring services & resolving issues  Technical training resources are finalized for IS under change control Business partners associates, and made available as needed  Existing templates used in the IS SDLC are tweaked  are trained on the concept and impact of SOA  Training processes and materials are identified for to support service development business partner training  are providing leadership and governance  Appropriate tools will be selected and rolled out  All related process documentation is updated and  are acting as SMEs for new service definitions  The Services Catalog is updated and rolled out communicated appropriately  are thinking with a service mindset and envisioning  The Services Repository is updated and rolled out new solutions that capitalize on SOA opportunities * Abbreviations eTom: Enhanced Telecom Operations Map (TMForum)  Appropriate metrics are defined, collected, BPM: Business Process Mgmt/Modeling reported and operated on ITIL: IT Infrastructure Library Dream Statement  Imagine the business agility that could result if IS could deliver robust business services in a matter of days or weeks instead of months. Imagine further, if some business solutions could be built and implemented by our business partners without any IS involvement. And imagine business interruptions no longer occurring, as self-healing networks and systems resolve incidents transparently to our customers and business partners through automated monitoring and recovery processes. Finally, imagine the cost of IT decreasing 20% (per Gartner Group). SOA promises faster, cheaper, better, more business-aligned, and more customer-focused IT.  These capabilities would give a significant competitive advantage in the wireless telecom space. 42
  42. 42. Impacted Area, ISLT SOA Program SOA Service Mgmt / Business Enterprise Infrastructure / Worker Process, or Manager Governance Architecture Process Mgmt Services Operations Bees Capability Board ("SGB") Team ("EST") Analysis What is the source Overseeing of Developing, Governing the Maintaining the Thinking in Coordinating New New tools & of the change? the SOA maintaining & major SOA SOA terms of the responsibilities processes initiative communicating decisions Reference services, ser- development & tools the SOA Architecture vice of services; Roadmap (RA) ownership, & New SDLC & shared Tools services Is the impact large or Big Huge Huge Big Huge Huge Huge Big small in size? Is the impact positive Positive Positive Positive Positive Positive Positive Positive Positive or negative? How does the ISLT will need Champion the Set SOA Maintain the Standardize Provide first A new Move from source of the to periodically SOA initiative, direction for RA; ensure biz line analysis of dimension of waterfall to change impact the review driving the governance standards terminology; shared service managing run- agile end product of the progress; strategy with and adherance, Document, needs. time activities methods, to process or provide the SGB & technology. and provide analyze, & Manage the document capability? strategic informing the Prioritize service design improve biz service and develop direction to the ISLT of service patterns. processes; catalog. services, SGB; direction. requests and Educate the Provide SMEs and align to authorize Ensuring IS their resource biz; to SOA the RA; resources for readiness and allocation. Arbitrate projects as A new range SOA; and training. tradeoffs needed. of testing resolve concepts & escalated activities. issues. What benefits and Enhanced Identification Identification Better chance Identification Identification Chance to be Enhanced rewards might we project of of better to blend EA of of more involved skills expect with the throughput & opportunities project direction into opportunities opportunities in business implementation of business for org alignment & IS Roadmap for biz process for reuse operations this change? alignment improvement sequencing improvement 43
  43. 43. Impacted Area, ISLT SOA Program SOA Service Mgmt / Business Enterprise Infrastructure / Worker Process, or Manager Governance Architecture Process Mgmt Services Operations Bees Capability Board ("SGB") Team ("EST") What challenges and Complex Coordinating Normal start- Biz resistance Developing Operational Learning difficulties might we technical and aligning all up issues with to costs/delays resources just complexity curve for expect with the issues may the various any new board needed by in time for leads to more new implementation of not be fully active threads shared project needs potential technologies this change? appreciated services failures Are the process or Yes Yes Yes Yes IS-Yes; Some ? Some capability owners Biz-No aware of the planned changes? What are the Continued (N/A) (N/A) Diminished Continued high (N/A) (N/A) Diminished consequences of not delivery issues skill integration skill making the change? and resource competencies costs & time to competencie contention market s What expectations Commit to Coordinate the Make timely Maintain & Biz take time Proactively Build & Build & do we have of the SOA and overall decisions and explain the Ref to learn SOA plan and maintain skills; maintain process or capability demand the program and communicate Arch as concepts, and communicate Follow any skills; Follow owners in helping same from monitor them needed see bigger what needs to documented any drive the changes so their teams progress picture be done tasks established that they are standards successful and sustainable? Will there be impacts (N/A) (N/A) (N/A) (N/A) Reusable (N/A) (N/A) (N/A) to costs for this services take change? longer to develop /1/.What, if any, risks (N/A) 1/. IS Groups (N/A) ? 1/. Biz 1/. ? 1/. Mistakes are associated with may mature at resistance Vendor/Produc while the impact to this different rates 2/. User ed t changes (e.g. learning area, process, or 2/. Close 3/. Yes, Oracle-BEA 2/. Build time capability? follow up including high- ESB) in plans /2/.How will the risk 3/. Yes level "arm- 2/. Close 3/. No be mitigated? twisting" when monitoring /3/.Will the risk necessary 3/. Yes require the attention of your Leadership & Sponsorship? How will the (N/A) Relation Relation (N/A) Time to Relation (N/A) (N/A) proposed change between SOA between SOA document between SOA affect the sequence, and ITIL is to and EII/RBBT processes & and BSS/OSS dependencies, be determined will be services is to be effort, or duration of managed carefully (e.g. determined any other PAIDs) implementation tasks to be executed? List the tasks, 1.) Review (Numerous) 1.) Define role 1.) Review 1.) Focus 1.) Define role 1.) Review 1.) Review reviews, and or plans & docs & charter plans & group & charter readiness readiness action items that are periodically 2.) Clarify suggest education & 2.) Clarify assessment assessment required to be 2.) Set members improvements brainstorming members 2.) Identify 2.) Identify carried out in order priorities 3.) Begin with selected 3.) Begin tasks tasks to fully assess and 3.) Fund & meeting biz partners meeting 3.) Plan for 3.) Plan for confirm the identified staff as readiness readiness impact. necessary 4.) Get ready 4.) Get ready 44
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  46. 46. 1. Identify Constraints (2) Sourcing Acquire Sponsorship (1) Define Objectives (4) Define Strategy (5) Strategy Identify Potential Mgmt Applications (3) Define Vendor Mgmt 2. Procedures (7) Define Policy (6) Define SVM & Organizational Link SVM into Embed SVM into the Project Governance Processes (9) Biz & EA Strategies (10-11) Lifecycle & SDLC (11.1) Mgmt Define Internal Stakeholder Procedures (8) 3. Define Vendor Interaction Define Issue Mgmt Relation- Procedures (13) Procedures (16) ship Mgmt Plan Measurement of Sourcing 4. Performance (20) Value Mgmt 5. Organiza- tional Define Stakeholder Plan Organizational Change Involvement (28) (29) Control Mgmt Build Personnel Competencies 6. Assign Sourcing (34) People Define Roles (36) Responsibilities (33) Build Organizational Mgmt Competency & Structures (35) 7. Design, Build & Populate Provide Required Information Knowledge Required Repositories (37a) (37) Mgmt Define Asset Mgmt 8. Procedures (42) Plan & Implement Technology Technology Integration (44) Define License Mgmt Mgmt Procedures (43) Define Sourcing Define Security & Privacy 9. Requirements/Procedures (48) Risk Mgmt (45) Plan for Threat Define Organizational Define Compliance Business Continuity (50) Mgmt Requirements/Procedures (49) Risk Mgmt (46) 47
  47. 47. Define Current 10. State (51) Sourcing Organizational Analyze & Opportunity Needs Prioritize Needs (52) Analysis Vendor Analyze & Identify High-Priority ANALYSIS Marketplace Identify Options (53) Sourcing Needs (54) TI 11. Analyze & Select Write Biz Case for Document the Project Impact & Risk Make Decision to Sourcing Sourcing Approach (55) High-Priority Project (56) Governance Charter (57) Assessment (58) Initiate Sourcing (59) Approach BF B BF BFTI Establish Project Teams 12. (60) Plan Vendor Selection Define Evaluation Write RFx’s (64) Sourcing Procedures (62) Criteria (63) Define Services & Planning Conditions (61) BF BF 13. Service Solicit Vendors (65) Evaluate Vendors (66) Select Vendor (67) Provider BFTI Evaluation INITIATION EPM Guidelines Customize Project Plan & Track Negotiations 14. Negotiating Guidelines (68) (70) Define SLAs and Measures Amend Agreements BFL (72) Create Agreements (73) as Necessary (74) Sourcing Confirm Conditions (69) Define all Roles and BFL BFL Agreements Responsibilities (71) BFTI 15. Transfer Resources (77) Plan for Transition of Verify Sourced Service Service to Vendor (75) Service Design (76) Transfer Personnel (78) Transfer BFT Transfer Knowledge (79) Monitor: Periodically Review Analyze Value (89) 16. DELIVERY Service Performance (87) Sourced Plan for Managing of Performance (81) Problems/Incidents (84) Service Vendor (80) Financial Details (82) Delivery Chg Mgmt (85) Collect Stakeholder Decide on Continued Mgmt BFT Feedback (88) Service (90) Contracts (83) Service Chg Mgmt (86) BFTI COMPLETION Plan for Transition Back Transfer Resources (93) from Vendor (91) 17. BFT Transfer Personnel (94) Sourcing Ensure Service Continuity Transfer Knowledge (95) Completion during Completion (92) 48
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  55. 55. Architectural Principles Categories Principles Results A1. Primacy of Principle General A3. Maximized Principles Enterprise Contribution A2. IT Responsibility B1. Technology Independence B2. Ease of Use B3. Integration Friendly B4. Design for Performance Applications B8. Common Use B5. Minimal B6. Diversity of Vendors Package Customization B7. Single Business Owner C2. Common C3. Single Point C1. Information Vocabulary of Data Entry C7. Secured Data Data Mgmt – C4. Shared C5. Accessible Everyone’s Data Data C8. Protected Responsibility Intellectual Property C6. Data Trustees D4. Business Continuity D1. Balanced Level of Security Security D5. Enhanced Monitoring D2. Defense in Depth D3. No Single Point of Vulnerability D6. Compliance to Law & Regulation E1. Proven Technologies E2. Interoperable E5. Standardized Platforms Managed Components Technologies E4. Controlled E3. Proof of Concept Technological Diversity E6. Adaptive Architectures F1. Requirements-based Changes F2. Responsive Changes F3. Minimized F4. No Wholesale Business Disruption Turnkey Solutions Change F5. Marketplace Decision Logic F6. 80/20 Rule F11. Enhanced Monitoring Management F7. Think Big; F8. Fewer Components Execute Incrementally F9. Stick to the Roadmap F10. Build Competencies 56
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  69. 69. Strength Comments Weakness Comments Projects kept small & consistently No mgmt philosophy; No mgmt done per plan (this is outstanding development process; Little skills Project management compared to industry benchmarks) People management management or career support. We take appropriate risks in project- We sometimes avoid reasonable related matters, e.g. InterTrans people risks, letting problems fester Limited management ability or Recognition & reward systems encouragement to recognize Hard working & When needed, staff puts in long hours, outstanding performance dedicated personnel works through weekends, etc. Productivity is not measured or Productivity is not achieved by improving osmosis; it must be engineered in Inputs Quality technical training available Tools training & support just-in-time in today’s IT world requires more attention than we give it Need to finalize & agree to the (pro- MS Office, Visual Studio, NT Tools acquisition process posed) standard so point-solution tools Good development tools do not become de facto IS standards workstations, Endevor, etc. Excessive periods of time I had to support staff using Word 6.0 to implement upgrades for over 2 years after I got Word 97 Pulling the plug sometimes done Tools sunset process without valid cost/benefit analysis No one appears responsible to Implementation of vision monitor the progress toward the goals we’ve set, e.g. CBD skills Where are the plans for re-tooling, and Personnel factors appear what will we do with those who cannot under-addressed learn new skills? What’s our overall Assisting AVL in defining its business philosophy? values, its network roles, and web Communication of vision & its Suggest a regular agenda item at IS Good strategic direction implications to IS staff meetings be an update on this enabling AVL systems are major contributions Need more visionary leadership on an Processes Lack of actionable plan, ongoing basis, for people issues as with visible progress charts well as technical Peoplesoft database decision; Capacity planning Supra/DB2 backout IS security & disaster recovery A number of gaps were identified in a plans 1996 study PMO & Business Analyst Role Strengthens user/IS ties Agreement on user R&R Should be addressed soon We’re a small shop; let’s proactively Appropriate use of promotion Limited promotion address how we can ameliorate the from within opportunities downsides of this 70
  70. 70. Improvement of software Progress in this area is too slow, engineering and tools slighted especially in regard to OO/CBD A visible commitment to QA & Need stronger commitment to Managers need to take ownership of Standards quality by managers standards enforcement Insufficient attention on Suggest key personnel work through Processes organizational development the OD binder I’ve drafted (continued) Has improved some Can improve yet, especially as it Teamwork Teamwork (but gains have plateaud) relates to internal support groups Need a standard IS group distribution Project boards, staff meetings, list maintained on Outlook; project Communication Outlook email, PMO status report are Communication boards for all areas; PMO & other items that are helping director’s reports posted or made available We need to step up to the plate & Availability of user-oriented create easy-to-access-and-use systems overviews systems documentation for users We need better documentation tools, Quality of systems and a long-term commitment to documentation maintaining documentation We need to develop doc to standardize responses to help desk Generally low failure Help Desk documentation Quality of delivered systems calls; Also a FAQ facility to let users & defect rates look up their own answers Little peer-review and Instituting walkthroughs is a cross-training “low-hanging fruit” option Testing process Needs to be re-engineered Outputs We don’t know which processes to Need a formal defect analysis improve if we don’t know where & how process bugs originate No one seems to be given time & Responsibility for innovation responsibility to sit back and think of in system processes creative process changes New network systems; IS is gaining a new level proactive technology solutions of confidence from the agents No one seems to have much time for Little formal research of monitoring the industry for promising enabling technologies new technology Do have reference library & skills AVL bragging rights “Family”-feel; casual dress; etc. IS bragging rights database (in SD), but less so for new technology, training, opportunities, etc. Proves we’re doing more good than Generally low turnover bad; Krohn’s longevity brings a much- needed stability 71