Digital transformation roadmap 16th july 2018 v1.1

Digital
Transformation
Roadmap
16th July 2018

Digital
Transformation
Roadmap
Digital Transformation Roadmap
1. IT Diagnostics
(People, Process &
Technology)
2. Digital
Transformation
Gap Assessment
3. IT Strategy &
Governance
Framework
4. Enterprise
Architecture &
associated IT
Services Roadmap
5. Business Case &
Benefit realization
roadmap
6. System
Evaluation &
Selection
7. System
Integrator
Evaluation &
Selection
8. PMO for IT
Projects Portfolio
9. IT Services Value
& Risk Assessment
10. IT Service
Management
Processes Maturity
11. Virtual CIO
Office Support
Services
12. Tailored
Specialized
Services

Diagnostics & Assessment

1. IT Diagnostics (People, Process & Technology)
People & Organization
Structure
•Do you have right organization
structure with relevant roles &
responsibilities for your IT
Organization ?
IT Industry Best Practices
& Processes
•Does your IT Organization have
relevant processes at acceptable
maturity level to delivery
business value from IT ?
Technology & Business
Alignment
•Are you aware of Risks (Risks &
Value) associated with your
Technology platforms ?
Ultimate Question !
• Do you have IT which is
giving best value for money
on Technology investments
?
Most Often things don’t move at
desired speed due to complex
structure with unclear
accountabilities & authorities
Processes become bureaucratic
instead of facilitating transparent
communication between various
departments / functions / business
lines
Ambiguities on Technology Roadmap
and Technology Portfolio assessment
leads to everyone trying to save their
own pet technology as bigger picture
is not very well defined

2. Digital Transformation Gap Assessment
Business Drivers &
needs assessment
Assessing level of Buy
In & Commitment from
Leadership
Business / SBUs Readiness
assessment
IT Readiness Assessment
Capability
(Ability & Capacity )
AND
Cultural Readiness
Organizations end up taking large &
complex digital transformation
without analyzing Capability &
Cultural readiness
This leads to huge Organizational
Change resistance, making simple
things complex
Leadership wants to get results
without getting involved in real sense
as they under estimate the
commitment needed to execute large
transformation journey
Business lines & IT Teams are not
aware of exact approach and methods
causing hysteria

Strategy &
Architecture
Governance

3. IT Strategy & Governance Framework
IT as Strategic
Differentiator
IT as Business
Partner
IT as Service &
Value Provider
IT as Business
Enabler
IT as Cost
(support
function)
Organizations end up building
layer of bureaucracy in the name
of Governance
Most often fancy Programs are
undertaken in the name of IT
Strategy without having clear
framework
Delegation & empowerment
gets missed and results don’t
come as expected
Its important to listen to every
stakeholder and address
everyone pain point by having
relevant policies and procedure
supporting organization
structure
Are we
doing it
right way ?
Are we
getting
results ?
Are we
getting
benefits ?
Are we
doing right
things ?
IT Value Pyramid

4. Enterprise Architecture & IT Services
Roadmap
Business
Architecture
Information
Architecture
Information &
Application Systems
Architecture
Data Architecture
Technology Architecture
It is imperative that organization
define clear AS-IS to TO-BE
roadmaps at all layers
Most often one of the layers gets
misaligned causing complexities in
transformation journey
Each program has to be aligned to
defined, document & agreed TO-BE
Architecture at all layers
Review and update TO-BE
roadmap at least once every year
to remain properly aligned

5. Business Case & Benefit Realization Roadmap
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Run IT Grow IT Transform IT
Spend Pattern Of Total IT Budget
Managing
Improving
Due to lack of EA alignment to
Solutions Architecture Solution
implementation becomes SILO not
giving desired benefits
Budgets are not well understood by
everyone causing chaos and confusion
and blame games
Further funding becomes more than
complex and organizations end up
losing more money in process
• Do you have business justification of how do you
spend your IT Budget ?
• Is your spend on each of IT Services Justified ?
• Is there way to spend IT Budget in better fashion ?
• Are you getting desired benefits from IT Spend ?
• Are you able to monitor benefits ?

System & Integrator
Evaluation &
Selection

6. Systems Evaluation & Selection
IT Diagnostics (People, Process &
Technology)
2. Digital Transformation Gap
Assessment
11. Virtual CIO Office Support
Services
12. Tailored Specialized Services
Systems are evaluated and by
the time reach implementation
stage requirements get changed
in longer duration programs
Careful planning and Value
based roadmap analysis needs
to be done for best timing for
evaluation of systems
Technology changes lead to
forcing companies to seek more
funding for upgrades causing
extra pressure on PMO
Best of Breed Applications or
specialized are needed to fulfill
seemingly simple requirements
during evaluating phase
ERP
EPM
CRM
BoB 2
Best of
Breed
PLM
SCM
Employee
Services
Cloud
Procurement eCommerce
EDIIoT
• Standard ERP or Best of Breed Solution ?
• Customizable vs Standardized ?
• Single Vendor or Multiple Vendors ?
• Cloud (SaaS / PaaS) or On Premise ?
• Stop gap or long term ?

7. System Integrator Evaluation & Selection
Total Score
Total %
Profile
M %
Regional
Presence
Y %
Resources
Quality
B %
Financial
Stability
D %
Reference
Calls & Visits
P %
Experience
A %
Domain
Expertise
C %
POC
Feedback
G %
Its very critical that right scoring
with appropriate weight is planned
for Technical Evaluation
Sometime big brands end up
delivering worst as they are not
aligned with cultural challenges of
organizations
Everyone wants to give LOWEST
bid and end up cutting corners on
delivery
Careful though needs to be given
to weightage to Technical &
Commercial evaluations

Program Governance & Management
(Enterprise & Satellite PMOs)

Typical PMO Challenges
PMO may or may not have desired level of Authority over resources
Most resources are controlled by different business line managers and their
unavailability causes many challenges
Unclear Accountabilities causes blame games
Every resource should sign off and officially understand their roles in program,
responsibilities and desired authority levels
Avoid story of Everybody, Somebody, Anybody & Nobody
 There was an important job to be done and Everybody was sure that Somebody
would do it. Anybody could have done it, but Nobody did it. Somebody got angry
about that, because it was Everybody’s job. Everybody thought Anybody could do it,
but Nobody realized that Everybody wouldn’t do it.
 It ended up that Everybody blamed Somebody when Nobody did what Anybody
could have done.

Typical Enterprise PMO Structure
Enterprise
PMO
Strategic Programs
SAP
Business
Intelligence
CEO
Dashboard
Expansion
of Capacity
Balanced
Scorecards
Satellite PMOs
Divisional /
BU PMO 1
Divisional /
BU PMO 2
Divisional /
BU PMO n
Corporate Core
Team / Group
Steering
Committee
Programs ProjectsProject
Group CEO
Head of
EPMO
Corporate
Functions
Program
Steering
Committee
XYZ
Program
EPMO
Advisor

8. PMO for IT Projects Portfolio
• Waterfall or Agile method ?
• Should we run parallel systems
or no ?
• Do it in house or outsource ?
• Do we have PMO Governance ?
• These engagements are typically
FTE based billing
CommunicationManagement
7
IssueManagement
Dashboard
Reports
Registers
Templates
Project Data and Documentation
ProjectRegister(Addition/Deletion)
RiskManagement
ProjectChanges
ProgressReporting
InterdependenciesManagement
PMOTools
PMO Processes
1 2 3 4 5 6
Frameworks
Program Management Information System (PMIS)

Managing
Hypercare &
Ongoing Services

9. IT Services Value & Risk Assessment
Service Quality
SLA Governance
Inhouse
Governance
(OLAs)
Outsourcing
Governance
(Contract)
Which services are critical to
whom
Prioritization , proper structure
and SLA, OLAs and Contracts
need to be set in place to gain
desired level of quality
Value & Risk analysis needs to
be done every 3-6 months to
ensure desired level quality is
being delivered

10. IT Service Management Maturity
Improvement
0
10
20
30
40
Governanance
Management
ExecutionImprovement
Sustenance
IT Best Practices Maturity Score
Strategy Design Implementation
Operations Improvement
Just running program without clear hyper
care and transition mechanism handover
causes huge risk of program failure
Clear processes and definition of DONE
needs to be documented & signed off
other wise nothing is every considered
DONE or it ends up being considered
DONE even when actually its not yet done
Proper Change Control , Validation &
Testing, Proper handover and KT is
needed
Ensure you have robust ITSM framework
to deal with future challenges

Satisfying Specialized Needs

11. Virtual CIO Office Support Services
During such large
transformation its critical to
have some offshore team who is
doing regular analysis and
providing insights into root
cause of many issues which are
coming
There are many services Virtual
CIO office can provide which
creates that incremental value
with very minimal investments
Onsite
Support
Virtual
Support

12. Tailored Specialized Solutions & Services
A1
B9
C5
D2
E4
Every organization is unique and
careful analysis needs to be
done if some specialized services
will create that exponential
value
Just by doing thoughtful
evaluation, lot of specialized
solution and services may be
needed to get better value on
investments which are being
committed

Thank You
Any Questions ? Lets Talk Further !
If you want PPT format of this presentation please write to me on
Chandresh@ProBiz.me , explaining purpose & I will try to mail it to you soon

Digital transformation roadmap 16th july 2018 v1.1

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