The document outlines a presentation on frameworks and methodologies. Slide 1 provides an overview of topics to be covered including why projects fail, benefits of frameworks, differences between frameworks and standards, and how frameworks can be applied across the product lifecycle. Following slides discuss specific frameworks like COBIT, CMMI, ITIL, and how they relate to business management philosophies and achieving objectives. The presentation emphasizes how frameworks provide guidance, alignment of goals, and improved collaboration and governance.

1. Angela Ruthenberg
aruthenberg@yahoo.com
Slide # 1

2.  Why projects fail
 Benefits of using frameworks
 Framework vs. standard
 Frameworks across the product lifecycle
 Business Management philosophy
 Framework and Methodology identification
 Framework philosophy linkage
 Specific concepts from the frameworks and their benefits
 Conclusion
Slide # 2

3.  According to Gartner more than 50% of all IT initiatives fail to meet
business objectives.
 Lack of clear links between the project and strategic objectives derived
from the business.
 Lack of effective engagement with the stakeholders and Senior
Management.
 Lack of a designated project management methodology.
 Lack of alignment between selected methodology and available skills.
 Evaluation of proposals are driven by cost vs. value.
 You may have had a technically perfect project, but if the stakeholder or
customer is unhappy, the project is still a failure.
Slide # 3

4.  Frameworks...
 Provide alignment of Strategic (Decisions are Made), Tactical
(Decisions are Implemented) and Operational Goals (Daily
Care and Feeding)
 Companies with the most effective IT Governance systems enjoy
10-25% higher profitability. (Professor Peter Weill – MIT Sloan School of Mgmt – “How Top Performers Govern IT,
October 2003”)
 Drive consensus
 Create a common language
 Establish entry point for performance measures
 Improved cross unit collaboration
 Consistent metrics and reporting
Slide # 4

5. Frameworks Across the Product Lifecycle
Framework Application
Ideation DEFINE DEVELOP DEPLOY RETIREMENT
Plan, Refine, Manage, Deliver Customer Value
COBiT
Project Management Body of Knolwedge
PDMA
CMMI
RUP
ITIL
Phase-out Solution
Slide # 5

6.  Framework  Provide guidelines, flexible, open to
modification or interpretation, a source of knowledge
and smorgasbord options.
 Examples: COBIT, CMMI, ITIL, Agile, RUP, etc.
 Standard  Is a rigid and uniform approach without
deviation by those who deploy it.
 Standards can be deployed „within‟ frameworks
 Examples: Telecommunications standards, elements
of ISO (9000 or 20,000), HTML, etc.
Slide # 6

7.  M – Missions
 A mission statement should say who your company is, what
you do, what you stand for and why you do it.
 O – Objectives/Goal
 Are written statements that describe an intended outcome.
They clearly describe measurable targets of achievement
 S – Strategies
 An approach, or an implementation methodology, that will
lead to achieving an objective.
 T – Tactical
 The actual method or means used to gain a goal
Slide # 7

8.  COBIT – Control Objectives for IT
 CMMI – Capability Maturity Model Integration
 RUP – Rational Unified Process
 ITIL – Information Technology Infrastructure
Library
 Additional Methodologies
 Agile
 PMBOK (Project Management Book of Knowledge
 PDMA (Product Development Management Association)
Slide # 8

9. Frameworks Linkage to ‘MOST’ Philosophy
(M,O): Managing the Business
 Methodology: COBIT, PDMA
(S): Value Delivery
 Methodologies: CMMI, PMBOK,
Agile, RUP
(T): Daily Operations / Production
 Methodology: ITIL
Slide # 9

10. Mission of the Company
 Purpose
 Long range planning
 Create more desirable results by influencing current progress
 Scope
 Financial strategies
 Human resources
 IT
 Development
 Marketing
 Benefits
 Capabilities to obtain desired objectives
 Manage the organization within core competencies
 Adaptation to change
Slide # 10

11. Strategy Map - Achieve the Objective
 Purpose
 Drives consensus
 Creates common vocabulary
 Establishes entry point for performance measures
 Scope
 Financial – To succeed financially, how should we appear to our customer
 Customer – To achieve a vision, how should we appear to our customer
 Learning and Growth – To achieve a vision, how do we sustain our ability to change
 Internal business processes – To satisfy our constituency, what business processes
should we excel at
 Benefits
 Aligns the business and IT initiatives and provides foundation for achieving
the mission
 Decomposes the business mission into specific business capabilities and then
determines the technology solutions required
 Analyzes the current IT architecture, organization and processes to
determine if they provide an adequate foundation for the business solutions
Slide # 11

12. Manage the “Fuzzy Front End” - Achieve the Objective
 Purpose
 Clarifying and defining bright ideas
 Developing opportunities
 Establishing a project vision and maintaining a focus on it
 Developing and documenting the core product concept
 Scope
 Strategic planning
 Concept generation
 Pre-technical evaluation
 Benefits
 Refine an initial product idea and opportunity into a solid product concept.
 Guide divergence and convergence activities using techniques that maximize an innovative
environment
 Develop a project plan that will be a solid basis for full-scale development
 Build a project team that performs well during the fuzzy front end
 Understand and manage the real world environment in which your project must operate.
Slide # 12

13. (O) Managing the Business (COBIT)
Governance - Manage wisely
 Purpose
 A structure of relationships and processes to direct and control the
enterprise towards expected behavioral outcomes in order to achieve goals
by adding value while balancing risk versus reward
 Scope
 Strategic alignment
 Value delivery
 Resource management
 Performance measures
 Risk Management
 Benefits
 Ensure IT strategy is aligned with the business strategy
 Ensure IT delivers against the business strategy
 Direct IT strategy to balance investments among systems that support
the enterprise as is, transform the enterprise, or grow the enterprise
 Ensure informed decisions about focus and priority for the use of IT
resources
 Ensure IT and related business resources are available to enable IT to
deliver upon expectations
 Bring initiatives to market quicker and without risk
 Reduced costs for day to day operations
Slide # 13

14. (O) Managing the Business (COBIT)
Portfolio Management – Where are your resources
committed
 Purpose
 Portfolio management takes a holistic view of the company's overall IT
strategy
 Scope
 Identify project inventory
 Identify project linkage to business objectives
 Rank projects according to priority and dependencies
 Review and alignment of the portfolio
• Benefits
 Maximize value of IT investments while minimizing the risk
 Improve communication and alignment between IS and business leaders
 Encourage business leaders to think "team," not "me," and to take
responsibility for projects
 Allow planners to schedule resources more efficiently
 Reduce the number of redundant projects and make it easier to kill projects
Slide # 14

15. (O) Managing the Business (COBIT)
Balanced Scorecards – What value is the company receiving
 Purpose
 A method used to ensure a return on investment through business and operational
alignment
 Scope
 Financial
 Customer
 Internal
 Development
 Operations
 Innovation
 Contribution
 Benefits
 Alignment of strategy with key performance objectives at all levels of the organization
 More effectively measuring and managing business performance
 A strategic feedback and enterprise communication platform
 Maximizing the overall IT investment
Slide # 15

16. Project Management – Managing the work
 Purpose
 Integrate traditionally separate organizations
 Set process improvement goals
 Provide guidance for quality processes
 Provide yardstick for appraising current practices
 Creates standard processes for value delivery
 Establishes vehicle for Top down and Bottom up communication
 Establishes authority (Formal and Informal) for decision making
 Scope
 Planning the work
 Assessing and mitigating the risk
 Estimating for resources
 Organizing the work
 Acquiring human and material resources
 Directing the activities
 Controlling project execution
 Reporting progress
Slide # 16

17. Project Management – Managing the work
 Benefits
 Establishes a common vocabulary
 Improved schedule and budget predictability
 Improved cycle time to deliver
 Improved productivity
 Improved quality
 Reduced risk
 Increased customer satisfaction
 Increased ROI
 Decreased cost of quality
Slide # 17

18. Release Management – Bringing it all together
 Purpose
 To ensure that all changes are deployed successfully into the production IT environment in
the least disruptive manner.
 Scope
 Driving the release strategy, which is the overarching design, plan, and approach for
deployment of a change into production in collaboration with the change advisory board
(CAB).
 Determining the readiness of each release based on release criteria (quality of release,
release package and production environment readiness, training and support plans, rollout
and back-out plans, and risk management plan).
 Benefits
 Gives the possibility to plan resource requirements in advance
 Gives a structured approach, leading to an efficient and effective process
 Changes are bundled together in a release, minimizing the impact on the user
 Helps to verify correct usability and functionality before release by testing
 Provides version control and central storage, which ensures correct version use
Slide # 18

19. Change Management – Protecting the Environment
 Purpose
 To provide a disciplined, enterprise-wide approach to managing and controlling changes
to system environment(s)
 Scope
 Deployment of new hardware and/or vendor-supplied software.
 Changes to existing hardware and/or vendor-supplied software.
 Changes to Quality Assurance, Testing, UAT, Staging and Production environments.
 Changes to network infrastructure, equipment and facilities.
 General and preventive maintenance on hardware
 Benefits
 Improves the efficiency and effectiveness to optimize collaboration and reduce cost
 Reduces business downtime risk and improves service levels by ensuring that all changes
are approved and tested before implementation in production systems
 Provides proactive analysis of change on the business, helping to prevent adverse impacts
on related components
Slide # 19

20. Implementation – Delivering the product
 Purpose
 Manage IT service operations to effectively release a product into the market place
 Scope
 Service Delivery (5 processes)
 Financial Management of IT Services
 Service Level Management
 Availability Management
 Capacity Management
 IT Continuity Management
 Service Support (6 processes)
 Incident Management
 Problem Management
 Change Management
 Release Management
 Configuration Management
 Benefits
 When properly deployed and managed will result in service downtime reductions, shorter
deployment windows, easier audits, better integration with software development, and
improved relationships between IT and business operations
Slide # 20

21.  Three most important reason projects fail:
 According to Gartner more than 50% of all IT initiatives fail to
meet business objectives.
 Lack of clear links between the project and strategic objectives
derived from the business.
 Lack of a designated project management methodology.
 Top two benefits of Frameworks:
 Provide alignment of Strategic, Tactical and Operational Goals
 Drive consensus
 Business management philosophy “MOST”
 The selected concepts out of the frameworks shown in
this presentation are the most commonly used. As your
organization matures add in additional concepts
improve the effectiveness of your team and the
efficiency of which projects are conducted
Slide # 21