This document introduces the Profiling-Pro cloud solution for corporate profiling and IT project planning. It provides an overview of what corporate profiling is, how it helps create a blueprint of an organization, and the benefits it provides for accurate IT project pre-implementation planning. It encourages registering for a free trial of Profiling-Pro or attending an upcoming seminar on using business architecture and corporate profiling to improve IT project success. Key aspects covered include identifying organizational strategies, departments, systems, processes, stakeholders, and requirements to develop a comprehensive business architecture model for planning projects and managing organizational change.

1. What is Profiling-Pro?
Register Now for your 30 day complimentary trial from www.profiling-pro.com
Or attend our upcoming Seminar “The Path to IT Project Success through Business
Architecture Genius!”

2. i s a uni que busi ness dr i ven C oud l
sol ut i on t o hel p you t o bui l d a
C por at e Pr of i l e on-l i ne so
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t hat you can m anage al l your busi ness
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peopl e have i nst ant accessi bi l i t y t o i t
w hen you need i t , r at her t han w t i ng on
ai
ot her peopl e t o f i nd i t f r om a m i ad of
yr
di spar at e sour ces…………

3. What
is
Corporate
Profiling?

4. A Blueprint of your Organizations
functions, departments, processes,
systems, people & external value chain
customers & suppliers
that identifies how each component is
interconnected to whom, to where & to
what so that your project pre-
implementation planning is accurate.
It keeps the Wannabe’s out and the business experts
involved…….

6. What is a
Corporate
Profile?

7. Business Architecture for Business
Professionals in plain business speak.
A Business Tool that enables you to
develop a business architecture model of
your organization for IT project planning
and change management.
Extensive Profiling
Questions & Responses to drive rigor for
planning & investment decisions.

8. What does
a Corporate Profile
look like
when
it is
finished?

9. Here’s a Diagram of what’s Involved …..
Investment
Investment
Decision
Decisions
Makers
Identifies
Sources for Requirements,
Organizational Strategies
Corporate Profiling
Business
Communications
Architecture Executives
Collaboration &
Requirements
Model Departments
Functions &
Or Bus Units
Managers
Profiling Questions
& Responses Incumbent
Incumbent
Processes
systems
(formal & informal) Users
New Obsolete
systems systems Requirements
External Value chain &
New Obsolete
API’s API’s Customers & suppliers Communications
Sources
New Obsolete
Processes Processes
Training Risk
Requirements Identification

10. Building
a Corporate
Profile
There are tips in this presentation to help you build your Profile
more accurately
P.S you get sneak peaks of your progress along the
way………………

11. Start at the Top
of the organization and
peel the layers off to create top
down Visibility, beginning with
identifying……….

12. Organizational
Strategies

13. Tip 1. Communications
• Develop an organizational communication strategy for
employees, users, customers, suppliers, and stakeholders
before implementation.
• This will help them understand how the new system will
work and what changes will affect them.
• Asking for their input will also include them in the change
process to support their „buy in‟ to the project.

14. Functions
e.g. Finance
HR
Sales
IT

15. Departments or
Business Units
These belong to your functions.
Finance HR Sales IT
Accounts Recruitment Corporate Development
Invoicing Training Online Portal Governance

16. Incumbent
Systems

17. Incumbent
Processes
(formal & informal)

18. OK…………
so this is
where we
are at so far………..Great Visibility………….
Sneak Peak………………..

19. Pretty impressive !
Organizational Strategies
Identifies
Business
Corporate Profiling
Architectur
e Model
Departments
Functions
Or Bus Units
Incumbent
Incumbent
Processes
systems
(formal & informal)

20. Tip 2. Change
• Change process – What type of change process will be utilized and
who will administer and monitor it and how?
• Has the change process been communicated & embraced across the
organization?
• Organizations and people say that they want and embrace change. But
often these responses are only the “polite” answer to an unavoidable
question.
• What risk mitigation strategies do you have in place to address TVC
(thinly veiled contempt), dead wood, old school mentality, power
struggles etc.

21. The next step is to identify people
This first group of people
Identifies those who need to be
accountable
for strategic investment & planning decisions.
Lets carry on
and I will give you
another peak shortly…………………………..

22. Executives &
Managers of
Functions &
Departments

23. Tip 3. Executive, Stakeholder
and User Support
• Be sure to take all necessary steps to secure the support
of stakeholders, executives, managers, and users before
proceeding with an investment decision.
• Involve users early in the process to ensure that their
input, feedback, requirements and support are secured.

24. System
Experts
Owners
& Users

25. Process
Experts
Owners
& Users

26. Tip 4. User Adoption
• To ensure user adoption of the final system, users need to
be included at the outset of the IT project planning phase.
• This will ensure all their requirements have been
appropriately sourced, including all aspects of scoping
(such as the user interface design).
• By involving users at the outset, they will also feel included
and be more inclined to take ownership of the new system
when it goes into production.

27. OK…………
By inputting
All of the relevant people
You have just correctly identified
The primary sources for:
– Accountability
– Collaboration
– Communications
– Executive & User Support and
– Requirements from within your organization.
Now we are cooking with Gas !
Sneak Peak…………………………

28. Impressive ! Investment
Decision
Makers
Organizational Strategies
Sources for Requirements, Collaboration &
Identifies
Business
Corporate Profiling
Architectur Executives
e Model &
Departments Managers
Functions
Communications
Or Bus Units
Requirements
Incumbent
Incumbent
Processes
systems Users
(formal & informal)

29. But, nothing is complete
without your
Customers & Suppliers
requirements & input.
So we also need to look
externally………………

30. External Value Chain
Customers
&
Suppliers

31. Really Impressive ! Investment
Decision
Makers
Organizational Strategies
Sources for Requirements, Collaboration &
Identifies
Business
Corporate Profiling Architecture Executives
Model &
Departments
Functions Managers
Communications
Or Bus Units
Requirements
Incumbent
Incumbent
Processes
systems Users
(formal & informal)
Requirements
&
External Value chain
Communications
Customers & suppliers
Sources

32. Tip 5. User input and requirements
gathering
• Base the solution decision on the requirements of the company, users,
and business issues the solution needs to solve rather than attractive
but unnecessary features and functionality.
• Make sure your requirements come from the sources accurately
identified earlier in this profile rather than people who think that they
know your business, self appointed experts or wannabe‟s.
• REMEMBER to always include External Value Chain Customers &
Suppliers
• Include internal and external users at the outset for input, collaboration
and to identify requirements. They are the most valuable people if you
want to achieve success!

33. We now have Visibility across the
Organization & have accurately identified
People who need to be involved.
This next section makes sure that there is
rigor, accountability, collaboration,
accuracy and validity underpinning the
key strategic investment decision making
and pre-implementation planning
processes.
Lets carry on
and I will give you
another peak shortly…………………

34. The Investment
Decision

35. Tip 6. Success metrics and strategy
• Design a roadmap with clearly defined
outcome success metrics. Weight each
criterion.
• Are success metrics aligned with strategy?

36. Next we need
to identify
the
following………………..

37. Tip 7.Pre-Investment
Decision Making
• Organizations need to carefully select who, how, what, and
why parties will be involved in the investment decision and
implementation.
• Always promote information transparency so the right
information is available when needed to support optimal
decision making.
• Also, be aware that various members of the organization
have very different agendas that will influence the selection
processes.

38. New
systems
New API’s

39. Tip 8. Vendor and Solution Selection
• Undertake a Customer Site visit or a Reference check to ensure that they have
done or actually provide what you are asking for.
• Make sure that the vendors selected are the right fit because they will be with
the organization for a very long time.
• Make sure that their solution meets business requirements rather than fitting
the organization around their solution.
• Their solution or service offering must be their core business, with a proven
track record and not a secondary business offering or service.
• Their solution must be inclusive of training, maintenance and support, licensing,
documentation, testing and account management, with no extra hidden costs.
• Also be aware that if vendors have a hidden agenda to increase their revenue
from the project by introducing ancillary add-ons or services, organizations can
be certain the core project will not receive their full attention.

40. Obsolete
systems
Obsolete API’s

41. New Processes
Obsolete
Processes

42. We are nearly there !
Here is where we are up to.
Sneak Peak ………………………

43. Very Impressive Indeed ! Investment
Investment
Decision
Decisions
Makers
Collaboration && Communications
Identifies Organizational Strategies
Collaboration Communications
Sources for Requirements,
Corporate Profiling
Business
Architecture Executives
Sources for Requirements,
Model Functions
Departments &
Requirements
Or Bus Units Managers
Profiling Questions
& Responses Incumbent
Incumbent
Processes
systems
(formal & informal)
Users
New Obsolete
systems systems Requirements
&
New Obsolete External Value chain Communications
API’s API’s Customers & suppliers Sources
New Obsolete
Processes Processes

44. By identifying all of the new processes,
systems & API’s we now have identified
new training requirements
in terms of:
• Administering & using new processes
• System use, proficiency, speed & adoption
• Vendor training
• Additional skills gap training

45. Tip 9. Training and development
• What training is required for system administrators and users to ensure
that they are proficient in using and administering the system?
• Do they require any additional training to address identified skill gaps or
new processes?
• Has the cost of training been fully factored into the project‟s budget?
• Do not even contemplate skimping on training – that is a sure fire way to
have incompetent users & a poorly adopted system.

46. And
lastly………

47. By identifying all of the obsolete processes, systems
& API’s we are able to clearly identify where we
could encounter elements of risk in terms of :
• Non-obliging out going Vendors
• Power struggles
• Poor communications & withholding information
• Lack of support from experts, managers & users of obsolete entities
• Homeless & ownerless API’s
• Dead wood mentality
• Stuck in the past -That’s the way we have always done it around here!

48. Tip 10. IT governance and risk
• Is the right IT infrastructure in place to support the solution
being considered?
• Has everything possible been done to minimize IT risks,
such as application integration, service levels, strategies
evaluated and aligned, disaster recovery and roll-back
strategies, and the like.
• IT governance has more success when it is an independent
process rather than being encumbered under an IT or PMO
umbrella, because at that point everyone is responsible but
no-one is accountable.

49. Congratulations on a Job Well Done !
Investment
Investment
Decision
Decisions
Makers
Identifies Organizational Strategies
Business
Sources for Requirements,
Corporate Profiling
Architecture Executives
Departments
Model Functions &
Collaboration &
Or Bus Units
Managers
Profiling Questions
& Responses Incumbent
Incumbent
Processes
systems
(formal & informal) Users
New Obsolete
systems systems Requirements
External Value chain &
New Obsolete
API’s API’s Customers & suppliers Communications
Sources
New Obsolete
Processes Processes
Training Risk
Requirements Identification

50. Profiling Questions and Responses
HERE IS AN OVERVIEW OF THE DISCIPLINES THE QUESTIONS COVERS
1. Pre-investment decision-making process
2. Communications
3. Executive, stakeholder, and user support
4. IT governance and risk
5. Success metrics and strategy
6. Change process
7. User input and requirements gathering
8. Training and process development
9. User adoption
10.Vendor and solution selection
For in-depth question & responses please refer to Profiling-Pro Cloud Solution

51. I would like to personally invite you to join us & become part of our
global growing Profiling-Pro and Corporate Profiling community by
visiting us at www.profiling-pro.com
•Sign up for an upcoming 2 day Seminar in your City to learn about how
Corporate Profiling and Profiling-Pro can improve your IT project success
•Register Now for your 30 day exclusive complimentary trial of Profiling-Pro
•Purchase the e-book or paper version of “Stop Blaming the Software –
Corporate Profiling for IT Project Success”
For more information please email profiles@itpsb.com