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.

Chris Vanderweylan


Published on

Published in: Business, Education
  • Be the first to comment

  • Be the first to like this

Chris Vanderweylan

  1. 1. Successfully using standards to engage the relevant people in the organisation Chris van der Weyden CIO & Director, Technology and Educational Development OZeWAI 2007
  2. 2. Presentation Outline <ul><li>Chisholm Institute and the TAFE Sector </li></ul><ul><li>ICT Management Has a Problem </li></ul><ul><li>Standards and Frameworks </li></ul><ul><li>Best Practice Frameworks from the OGC </li></ul><ul><li>Governance Theory Applied: Case Study </li></ul>
  3. 3. Seven Campuses
  4. 4. Chisholm Institute Annual Operating Budget No. Staff (EFT) No. Students International Students On-shore Off-shore $94,300,000 1,000 36,500 2,027 827 1,200
  5. 5. Sources of Funding 2006
  6. 6. Student Delivery
  7. 7. The Skills / Jobs Mismatch Job Pathways University pathway VET pathway No qualifications Current 20% 30% 50% Future 24% 62% 14% Figures from the Centre for the Economics of Education and Training website
  8. 8. <ul><li>Enthusiastic ICT Hype: </li></ul><ul><li>ICT transforms educational opportunities… </li></ul><ul><li>the tsunami of e-learning products... </li></ul><ul><li>adopt XXX or our students will miss out... </li></ul><ul><li>Senior Management Response: </li></ul><ul><li>fiercely scrutinise ICT budgets </li></ul><ul><li>rationalise ICT departments </li></ul><ul><li>grow impatient with IT rhetoric & hype </li></ul><ul><li>believe IT is oversold & under-delivered </li></ul><ul><li>outsource everything in sight </li></ul>
  9. 9. Why? <ul><li>Lack of knowledge about IT at a Snr Mgt? </li></ul><ul><li>Requires more technical expertise? </li></ul><ul><li>Created as separate entity? </li></ul><ul><li>Complexity (increasing)? </li></ul>IT strategy gets less scrutiny at a high level than other dimensions of business
  10. 10. What research suggests… <ul><li>Weak strategic links with IS investment </li></ul><ul><li>Misalignment between IT and org’n </li></ul><ul><li>Inappropriate mgmt of IT-related change </li></ul><ul><li>Lack of formal benefits mgmt approach </li></ul><ul><li>Inability to leverage existing infrastructures </li></ul><ul><li>Relationship gap between IT & Snr Mgt </li></ul><ul><li>Poor use of sourcing </li></ul><ul><li>Poor process innovation: </li></ul><ul><ul><li>Paving the cowpaths! </li></ul></ul>
  11. 11. ICT Project Failure (From John Thorp
  12. 12. Project Success Measures <ul><li>Commonly cited PM metrics are: </li></ul><ul><ul><li>On time </li></ul></ul><ul><ul><li>On budget </li></ul></ul><ul><ul><li>To specification, quality </li></ul></ul><ul><li>Good measures for delivery of business value from IT investments? </li></ul>NO! NO! NO!
  13. 13. POOR IT Governance???
  14. 14. Definition of Governance <ul><li> defines “Governance” as “government; exercise of authority; control” or further, “a method or system of government or management.” </li></ul><ul><li>A simply and open definition from The Australian Concise Oxford Dictionary is “the act, manner, fact, or function of governing, sway, control.” </li></ul><ul><li>So therefore, Governance is the process by which control is exercised and management of a domain undertaken. </li></ul>
  15. 15. Governance of ICT <ul><li>What decisions must be made? </li></ul><ul><li>Who should make these decisions? </li></ul><ul><li>How will we make and monitor decisions? </li></ul>(Weill & Ross 2004)
  16. 16. Governance of ICT <ul><li>“ consists of leadership and organisational structures and processes that ensure that the organisation’s IT sustains and extends the organisation’s strategies and objectives” </li></ul><ul><li>(ITGI: Board Briefing on IT Governance 2001:9) </li></ul><ul><li>“ system by which the current and future use of ICT is directed and controlled. It involves evaluating and directing the plans for the use of ICT to support the organisaition and monitoring this use to achieve plans. It includes the strategy and policies for using ICT within an organisation </li></ul>AS8015 Corporate Governance of ICT
  17. 17. The Governance Question <ul><li>Are we managing our investments in ICT such that: </li></ul><ul><ul><li>we are getting optimal value; </li></ul></ul><ul><ul><li>at an affordable cost; and </li></ul></ul><ul><ul><li>with an acceptable level of risk? </li></ul></ul>ITGI, Val IT Framework
  18. 18. Is evidenced through with the aim of monitoring & controlling IT investments & associated activities to ensure the delivery of business value from IT Effective ICT Governance Effective IT Governance Maxims Structures Processes Capabilities
  19. 19. “ Enterprises that actively design their top-level IT governance arrangements make and implement better IT-related decisions” Gartner “ Effective IT Governance is the single most important predictor of the value an organization generates from IT” Peter Weill and Jeannie W. Ross, IT Governance “ Firms with focused strategies and above average IT Governance had more than 20% higher profits than other firms following the same strategies” Peter Weill and Jeannie W. Ross, IT Governance (Gillies 2005)
  20. 20. Theory of Action Theories-in-Use vs Espoused Theory Chris Argyris & Donald Schön Organisational Learning II 1996
  21. 21. Theory of Action Single-loop & Double-loop learning
  22. 22. Values of Model I are: <ul><li>Win, do not lose </li></ul><ul><li>Suppress negative feelings </li></ul><ul><li>Emphasize rationality </li></ul><ul><li>Control environment and task unilaterally </li></ul><ul><li>Protect self and others unilaterally </li></ul><ul><li>Advocating courses of action which discourage inquiry e.g.. &quot;Lets not talk about the past, that's over.&quot; </li></ul><ul><li>Treating ones' own views as obviously correct </li></ul><ul><li>Face-saving moves such as leaving embarrassing facts unstated </li></ul><ul><li>Defensive relationships and Low freedom of choice </li></ul><ul><li>Reduced production of valid information </li></ul><ul><li>Little public testing of ideas </li></ul>
  23. 23. Values of Model II are: <ul><li>Valid information </li></ul><ul><li>Free and informed choice </li></ul><ul><li>Internal commitment </li></ul><ul><li>Sharing control </li></ul><ul><li>Participation in design and implementation of action </li></ul><ul><li>Attribution and evaluation illustrated with relatively directly observable data </li></ul><ul><li>Surfacing conflicting view </li></ul><ul><li>Encouraging public testing of evaluations </li></ul><ul><li>Minimally defensive relationships </li></ul><ul><li>High freedom of choice </li></ul><ul><li>Increased likelihood of double-loop learning </li></ul>
  24. 24. Standards & Frameworks <ul><li>AS 8000-2003, Good Governance Principles Standard </li></ul><ul><li>AS 8015-2005, Governance of ICT Standard </li></ul><ul><li>ISO/IEC 20000, IT Service Management Standard </li></ul><ul><li>AS/NZS 27001:2006, Information Security Mgt Standard </li></ul><ul><li>MSP, Programme Management Framework </li></ul><ul><li>PRINCE2, Project Management Framework </li></ul><ul><li>M_o_R Management of Risk Framework </li></ul><ul><li>ITIL, IT Service Management Framework </li></ul><ul><li>Val IT, IT Investment Framework </li></ul><ul><li>COBIT, IT Management Framework </li></ul>
  25. 25. Standards & Frameworks <ul><li>AS 8000-2003, Good Governance Principles </li></ul><ul><li>AS 8015-2005, Governance of ICT </li></ul><ul><li>ISO/IEC 20000, IT Service Management </li></ul><ul><li>AS/NZS 27001:2006, Information Security Mgt </li></ul><ul><li>MSP, Programme Management Framework </li></ul><ul><li>PRINCE2, Project Management Framework </li></ul><ul><li>M_o_R Management of Risk </li></ul><ul><li>ITIL, IT Service Management Framework </li></ul><ul><li>Val IT, IT Investment Framework </li></ul><ul><li>COBIT, IT Management Framework </li></ul>
  26. 26. AS8015 Governance of ICT
  27. 27. <ul><li>Establish clearly understood responsibilities </li></ul><ul><li>Plan ICT to best support the organization </li></ul><ul><li>Acquire ICT validly </li></ul><ul><li>Ensure the ICT performs well when required </li></ul><ul><li>Ensure ICT conforms with formal rules </li></ul><ul><li>Ensure ICT use respects human factors </li></ul>AS8015 Principles
  28. 28. Val IT
  29. 29. OGC Best Practice Guidance MSP: Managing Successful Programmes PRINCE2: Projects in Controlled Environments ITIL: IT Infrastructure Library M_o_R: Management of Risk
  30. 30. Managing Successful Programmes <ul><li>Vision Driven </li></ul><ul><li>Bounded vs Unbounded Change </li></ul><ul><li>Outcomes rather than Outputs </li></ul>
  31. 31. Managing Successful Programmes Programme Project One Project Three Project Five Project Four Project Six Project Two
  32. 32. PRINCE2 <ul><li>Business Case and benefits focused </li></ul><ul><li>Integrated suite – Org’nal change </li></ul><ul><li>Range of implementation materials </li></ul><ul><li>Product focused and therefore tangible </li></ul><ul><li>Evolved over 30 years by practitioners </li></ul><ul><li>Crown Copyright & IP is free of royalty </li></ul>
  33. 33. PRINCE2 Disadvantages <ul><li>Framework (What) not a Method (How) </li></ul><ul><li>Can be seen as an overhead </li></ul><ul><li>PRINCE2 can be compliance driven </li></ul><ul><li>Scaling is important, Small vs Large project </li></ul>
  34. 34. ITIL Characteristics Non Proprietary Applicable to any organization without royalty Non-prescriptive Mature practice framework not methodology Best Practice Continuously refined by practitioners v2 to v3 Good Practice Yesterdays Best Practice is today’s Common Practice
  35. 35. M_o_R <ul><li>Risk Cause and Ownership </li></ul><ul><li>Likelihood or Probability </li></ul><ul><li>Impact </li></ul><ul><li>Value </li></ul><ul><li>Countermeasures </li></ul><ul><li>Residual Risk </li></ul><ul><li>Risk Status </li></ul>
  36. 36. M_o_R Strategic Risks Programme Risks Operational Risks Project Risks Change Management Objectives Day-to-Day Management Objectives
  37. 37. Governance Theory Applied at Chisholm Institute
  38. 38. Organisational Strategy * prospector * analyser * defender Dimensions of the Organization ALIGNMENT Role of IS/IT in organisation * opportunistic * comprehensive * efficient Sourcing of IT * insourcing * selective sourcing * outsourcing IS Structure * decentralised * federal/shared * centralised View of IT infrastructure * enabling * dependent * utility
  39. 39. Strategy Structure & Systems Technology Processes People & Culture Dimension of the Organization
  40. 40. IT Governance Archetypes Subhead Text (Weill & Ross 2004) Each individual user. Anarchy IT executives and one other senior manager working together. IT Duopoly Senior Management and organisational groups may also include IT executives. Federal Organisational unit leaders and/or key process owners. Feudal Individual or groups of IT executives. IT Monarchy A group of senior management or individual executives and excludes IT executives acting independently. Executive Monarchy Who Has Decision or Input Rights? Style
  41. 41. DEPUTY CEO EXEC. DIRECTOR PROGRAMS 1 Strategic & Profile Planning Regional Campuses: Rosebud & Bass Coast Berwick TEC Centre for Professional Education & Training Practice ( Frankston ) DIRECTOR CENTRE FOR INTEGRATED ENGINEERING & SCIENCE Manufacturing Engineering & Logistics Computer Engineering & Applied Science Electrical, Electronics Engineering NATA Lab, CNC (Dandenong/Berwick) DIRECTOR CENTRE FOR SERVICES & ARTS SERVICES Hospitality Design, Multimedia & Arts Hair & Beauty Food Processing Unit (Frankston/Dandenong) DIRECTOR CORPORATE SERVICES DIVISION (CFO) 2 Financial Services Built Environment Office of Students ( Dandenong ) DIRECTOR CENTRE FOR ADVANCED BUSINESS SKILLS Business & Management Administration & Customer Service Business IT Customer Service ( Berwick/Cranbourne) DIRECTOR CENTRE FOR VOCATIONAL PATHWAYS Language & Cultural Studies inc Indigenous Studies ELICOS ( Dandenong ) DIRECTOR CENTRE FOR SUSTAINABLE TECHNOLOGIES Automotive Technology Building & Furniture, Plumbing Horticulture & CLM Water Operations/ISU ( Frankston/Cranbourne) DIRECTOR TECHNOLOGY & EDUCATIONAL DEVELOPMENT DIVISION (CIO) 3 Educational Development Services Library & Information Management IT Services ( Cranbourne ) DIRECTOR CENTRE FOR INTEGRATED HEALTH & COMMUNITY WELL-BEING Health & Community Care Children’s & Community Services Advanced Professional Studies (Berwick/Frankston) DIRECTOR INTERNATIONAL & ENTERPRISE DIVISION Continuing Education/Short Courses International Student Programs International Projects ( Dandenong ) DIRECTOR ORGANISATIONAL CULTURE & COMMUNICATIONS DIVISION 4 Marketing & Corporate Communications Learner & Community Engagement Human Resource Development ( Frankston ) CEO Board responsibilities 1 Exec Officer, Strategic Development & Monitoring Committee 2 Exec Officer, Resource Management Committee 3 Exec Officer, Audit & Risk Management Committee 4 Board Secretary Italics indicates a commercial business unit – at least one per Centre Campus/LGA responsibilities to be assigned to the Six Centre Directors Chisholm Structure
  42. 42. Priorities Areas for Technology and Educational Development <ul><li>ICT Governance – AS8015 </li></ul><ul><li>Links between ITS, EDS and L&IM </li></ul><ul><li>Leadership of Educational Support </li></ul><ul><li>Leadership of IS and IT Services </li></ul><ul><li>ICT Operations and Projects </li></ul><ul><li>Integration of Business Systems </li></ul>
  43. 43. Chisholm Institute Board Resource Management Committee Audit & Risk Management Committee Strategic Development & Monitoring Committee Executive Committee Strategic Business Development Committee (SBDC) ICT Governance Committee (IGC) Board of Studies Chisholm Directors Group (CDG) School / Divisional ICT Steering Committees Quality Management Committee Occupational Health & Safety Committee Council Committees Institute Committees Chief Executive Officer Functional relationship Monitoring relationship Institute Committee Structure
  44. 44. IT Services Restructured IT Services Manager Team Leader Change & Procurement Team Leader Information Systems Team Leader Infrastructure Team Leader Client Services Snr Incident Support Officer x 3 Incident Support Officers x 4 Systems Engineer Network Engineer Web Developer .NET Developers x 3 Desktop Engineer Change & Procurement Officer Departmental Assistant 0.4 Training Coordinator
  45. 45. PRINCE2 Governance Structure ICT Governance Committee Project Board Senior User Executive Senior Supplier Team Leader Project Manager Project Support Project Assurance Lines of authority Assurance Lines of guidance From the supplier From the customer
  46. 46. AS8015 Governance of ICT
  47. 47. AS8015 Governance of ICT
  48. 48. AS8015 Governance of ICT Chisholm ICT Governance Committee School/Division ICT Steering Committees
  49. 49. References <ul><li>OGC Frameworks </li></ul><ul><ul><li> </li></ul></ul><ul><li>IT Governance </li></ul><ul><ul><li> </li></ul></ul><ul><li>Val IT and Cobit </li></ul><ul><ul><li> </li></ul></ul><ul><li>Service Mgt User Group </li></ul><ul><ul><li> </li></ul></ul><ul><li>IS Development </li></ul><ul><ul><li> </li></ul></ul><ul><li>Governance Consultancy </li></ul><ul><ul><li> </li></ul></ul>
  50. 50. Thank you Questions? [email_address]