1. Douglas Foster PMP, ITIL, COBIT, CSM
MITM 6113 – IT Management Capstone Project
MS in Information Technology Management
School of Computing & Informatics
2.
Process Compliance
Does a problem exist?
Why IS/IT processes are not followed
Project Delivery
Project Management
Application Development
Infrastructure
Production Support.
MS in Information Technology Management
School of Computing & Informatics
Barriers to IS/IT Process Compliance
3.
Scope and Objective
Create a comprehensive list of business reasons for
organizations to assess their strengths and weaknesses
Sources
Academic literature
Direct observations by author
Brainstorm ideas by process management subject matter
experts.
MS in Information Technology Management
School of Computing & Informatics
Barriers to IS/IT Process Compliance
4.
A description of “what happens” within the
organization to build products that conform to the
standards in accordance with policies of the
organization. Bandor (2007)
Shared expectations of stakeholders.
MS in Information Technology Management
School of Computing & Informatics
What is a Process?
5.
Not to constrain users
Assist navigating complex IS/IT environments
Reduce administrative time and cost
Increase productivity and quality
Allows team members to focus on:
Strategy and planning
Issue and risk resolution
Technical problem solving
Design and content.
MS in Information Technology Management
School of Computing & Informatics
Process Perspective and Purpose
6.
3 Major Categories
People
Process
Tools
MS in Information Technology Management
School of Computing & Informatics
Barriers to IS/IT Process Compliance
7.
Culture
Processes and change are perceived as negative
Lack of investment in organizational and process
maturity
Lack of open communication and trust
Executive Management
Lack of executive sponsorship
Not viewed as a competitive advantage tool (ROI)
Knowledge management not understood or valued.
MS in Information Technology Management
School of Computing & Informatics
Notable Research Results - People
8.
Management
Not holding each other and team members
accountable
Not understanding value of documented processes
Rewarding hero/firefighter mentality
Expertise and Leadership
Lack of resident process management expertise
Lack of quality assurance expertise (auditing)
Failure to invest in enterprise-wide process
improvement team.
MS in Information Technology Management
School of Computing & Informatics
Notable Research Results - People
9.
Individual Performer
No sense of ownership
Failure to understand consequences
Failure to properly plan
Group/Team/Capacity
Over allocation
Pressure to improve time to market by business.
MS in Information Technology Management
School of Computing & Informatics
Notable Research Results - People
10.
Organizational Structure
Varying organizational structures creating conflicts
and gaps
Training and Communication
Failure in training program
Documentation updated, but training not provided
Lack of on-going communications
Inadequate socialization of improvement initiatives.
MS in Information Technology Management
School of Computing & Informatics
Notable Research Results - People
11.
Governance and Frameworks
Non-existent
Conflicting
Lack of compliance (One Size Fits All)
Audit and Compliance
Lack of audit team and tools
Lack of policies, reporting, and enforcement.
MS in Information Technology Management
School of Computing & Informatics
Notable Research Results - Processes
12.
Usability
Undocumented
Outdated, does not reflect reality
Written for incorrect audience
Ambiguous
No logical flow
Exception process not documented.
MS in Information Technology Management
School of Computing & Informatics
Notable Research Results - Processes
13.
Tool Selection and Location
Documentation stored in multiple locations
Inconsistent tools; different tools used by different
teams
Accessibility and Navigation
Documentation not accessible by all stakeholders
Difficult to follow
Format
Inconsistent format.
MS in Information Technology Management
School of Computing & Informatics
Notable Research Results - Tools
14.
Executive sponsorship of enterprise-wide process
management team with corresponding audit team
Enterprise-wide accountability: executive
management through front line team members
Enterprise-wide standard process management
system following approved format and navigation
standards
Continuous communication and training.
MS in Information Technology Management
School of Computing & Informatics
4 Key Critical Success Factors
15.
Example Process Maturity Assessment Form
MS in Information Technology Management
School of Computing & Informatics
Process Maturity Assessment
16.
This research has undertaken the study of business
related barriers to IS/IT process compliance and has
compiled a comprehensive list of contributing
business factors.
Using this comprehensive list of impediments, an
organization can assess strengths and weaknesses on
its organizational and process maturity journey
towards increased efficiency, improved quality, and
greater customer satisfaction.
MS in Information Technology Management
School of Computing & Informatics
Conclusion
18.
Address the IS/IT Barriers related to Tools
Develop an intuitive graphical user interface tool
using process flow diagrams linked to procedures
Simple to create and maintain by non-technical staff
Comprehensive for use and training
Flexible
Business Application of Research
19.
Model
Source: Ratcliffe (2004)
MS in Information Technology Management
School of Computing & Informatics
Process Management Tools
20. Construct
Source: Bandor (2007) modified
MS in Information Technology Management
School of Computing & Informatics
Process Management Tools
21.
Interactive Process Library FILE
MS Visio, Adobe Acrobat, MS Word
Hyperlinks and Files
MS in Information Technology Management
School of Computing & Informatics
Process Management Tools
22.
Interactive Process Library DATABASE
Proof of Concept
Database design
Query data
Create reports
MS in Information Technology Management
School of Computing & Informatics
Process Management Tools
23.
Acknowledgements
Dr. Scholl (Director of Graduate Studies, Lipscomb University)
Dr. Crawford (Former Director of Graduate Studies, Lipscomb University)
Special thanks to
Mary Ann and Anna (Wife and daughter)
Kevin Pine (SharePoint Mentor)
Pat O’Toole (CMMI Lead Appraiser)
“Your pathetic efforts are only marginally improving”.
MS in Information Technology Management
School of Computing & Informatics
Thank You
