The document outlines a business plan for an IT Productivity Office at Philips Lighting. It proposes establishing the office to address issues like lack of knowledge transfer when users leave and out of date training materials. The office would conduct risk assessments, develop training programs, and support key users to improve business process execution and safeguard knowledge. Key goals are increased productivity and business value through collaboration between IT and business users. Tactics include developing templates and tools to manage the productivity process and requests.

1. Business Plan IT Productivity Office
sector Lighting
Draft 1.0 - April 2012
Eddy Dekkers
IT Productivity Office Sector Lighting
Confidential IT Productivity Office Sector Lighting

2. Content
1. Introduction
2. Department Vision & Mission
3. Situation analysis section
4. Main scope IT Productivity
5. Main goals IT Productivity
6. Tactical steps
7. Key performance indicators
8. Productivity process and Tooling
9. Cost and funding
10. Long-term outlook
11. Detailed action list
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3. 1. Introduction
Philips has invested over a period a significant amount of money in all kind of
global IT solutions to support the business processes, such as ERP/SAP – CRM –
Vendavo and APO.
It’s obvious that training and capturing the knowledge are essential for such IT /
Business investments, however this is not always the case.
Just a short summarize of things that might can go wrong;
• “Projects do not always deliver what has been promised …”
• “Training material was not properly delivered or old dated on Go live of a
project …”
• “End users left for another job and the job / IT knowledge was not properly
transferred …”
• “New / reviewed business solutions have been implemented however no
sufficient training was given …”
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4. 1. Introduction
There is also alternative need by the business for retrieving and experience
training such E-learning and standard catalogue solutions.
The new IT productivity role needs to anticipate and act on these IT / Business
environmental changes and safeguard the valuable asset: “Knowledge”!
This document describes the way for the right approach , scope, goals and the
way to realize the achievements.
It’s meant as an internal overview / structure to set the foundation for this new
IT productivity role.
The period for review is 3-5 months.
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5. 2. Department Vision & Mission
Vision:
Improving speed and execution to market by improving the efficiency and
effectiveness of how Lighting users are executing business processes based on
provided solutions and services.
Mission:
To offer a set of business productivity related services that focuses on providing
the Lighting business community solutions for identifying- and identified-
knowledge gaps. And to be seen by the business as a partner in (pro-actively)
working on improving and safeguarding knowledge in the business.
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6. 3. Situation analysis section
The following business issues in relation to IT productivity and process excellence have
been identified;
• Not clear for which sites / regions Philips runs a potential risk by lack of
knowledge in certain applications / functions combinations
• No training / IT productivity programs – no roadmap has been deployed
• No productivity involvement at project ‘initiation’ / ‘post go live’ to
safeguard the training / IT productivity part
• No clear transparent process available for the business how to address /
initiate IT productivity demand
• Broken processes, to be identified via KPIs, due to often missing knowledge /
documentation
• No overall training catalogue available, so business can easily pro-active repair
knowledge where required
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7. 4. Main scope IT Productivity
• Involvement in IT projects, initiation and post go live phase, to safeguard the
applied way of working
• Execute risk assessments to get focus and prioritization on areas to work on
• Define and drive productivity / knowledge programs based on risk
assessments of current functionality and project portfolio analyses
• Ensure availability of valuable standard trainings
• Provide tailored workshops on top of generic training
• Manage and follow up the individual productivity demand from different
sources
• Support the business in setting-up and maintaining a Key User Network to
become self-supporting in Learning / Training
• Involvement and support in major IT programs such as ‘Single Stack 2013’ to
advise in training-learning approach and safeguard the knowledge level
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8. 4. Scope IT Productivity
IT Productivity Office
Involvement Tailored Valuable Support Key
IT Projects – Workshops Standard User
IT Programs Trainings Network
Business
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9. 5. Main goals IT Productivity
• Collaboration between Business and IT to achieve increased productivity
• Satisfaction of Key business stake holders and end users
• Increase the business value created
• Minimize the business risks
• Safeguard business continuity
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10. 6. Tactical steps
1. Reach out to others involved in training / learning and look for opportunities to
cooperate. (Lighting University / Competence group Learning etc.)
2. Build on virtual teams with key users / ITBPs / BPOs / BPMs / BPEs
3. Create a structure and tooling method to drive the Risk assessments / Surveys
4. Set up a productivity flow in the demand tool to be able to follow up the productivity
requests
5. Define a way to get involved in the IT portfolio process in order to safeguard the
knowledge / training part – Define a checklist
6. Set up a training catalogue to ensure availability of valuable standard trainings
7. Build a framework to manage resources and cost
8. Pro-active develop and launch training initiatives as an outcome of Risk assessments,
Pulse checks and Problem management
9. Organize Best practices / Benchmarking with external companies in the area of IT
productivity
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11. 7. Key performance indicators
Proposed KPIs
• Satisfaction of Key business stake holders
• Business value created through IT (realized projects in portfolio)
• Cost within agreed framework
• Operational Excellence measured with E2E KPIs
• Satisfaction of end users
• Follow up completion for past projects
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12. 8. The Productivity process and Tooling
The 7 process steps of the productivity services
Collecting Screening Analyzing Prioritizing Preparation Execution Evaluation
1. Collecting : Inflow of demand from different sources
2. Screening : First selection of possible productivity candidates
3. Analyzing : Further identify needs and productivity opportunities
4. Prioritizing : Review, signoff and align with business
5. Preparation : Ensure resources and material for execution
6. Execution : Deliver the productivity service to the business
7. Evaluation : Check for effectiveness and learn from approach
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13. 8. The Productivity process and Tooling
Collecting Screening Analyzing Prioritizing Preparation Execution Evaluation
Risk assessments
/ Projects /
Standardized approaches & templates, resource management
business
requests
1.Collecting
5.Preparation
Inflow of Ensure
demand from resources and
different material for
sources 2.Screening 3.Analyzing 4.Prioritizing execution
First selection Further identify Review, signoff
of possible needs and and align with
productivity productivity business
candidates opportunities
6.Execution
Deliver the
productivity
service to the
business
Confidential 7.Evaluation CheckITfor effectiveness and learn from approach
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14. 8. The Productivity process and Tooling
The Portfolio Demand portal will be configured in way that also IT
Productivity demand / requests can be logged - followed up
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15. 8. The Productivity process and Tooling
The Portfolio Demand portal will be configured in way that also IT
Productivity demand / requests can be logged / followed up
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16. 9. Cost and funding
The main principles for the coming period agreed are;
• Any demand needs to be registered with typical information (description, timing,
value, costs, readiness, risk, contacts…) in the demand portal.
• The IT productivity lead will organize for regular or ad hoc reviews to take related
decisions on what to execute
• Very small effort will be covered by a dedicated small bucket (PR number tbd), owned
by lead ITBP, any single activity registering time there requires lead ITBP approval
• Targeted efforts towards commercial organisations will need to be covered by QMR
budgets (competing with ‘normal’ projects), decision per MG/BG with available budget
• Larger scale efforts and such related to BGs / Factories / Innovation etc need to go
through normal project request and budget competition on total Lighting scale
• Lead IT productivity will act as a kind of project manager with relation to keeping costs
within agreed limits in all levels
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17. 10. Long-term outlook
Tbd
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18. 11. Detailed action list
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