This document proposes a solution for Naval Facilities Engineering Command (NAVFAC) Expeditionary Warfare Center (EXWC) to better manage its research and development (R&D) portfolio using an IT portfolio management (IT PFM) approach. The key aspects of the proposed solution include:
1. Implementing a formalized IT PFM process with standardized metrics and milestones to track R&D projects from start to finish.
2. Developing visual dashboards to provide oversight of the entire R&D portfolio and enable comparison of projects.
3. Consolidating all project information and artifacts in a single system to improve collaboration, knowledge management, and oversight of the R&D portfolio.
Read this Executive Brief to understand why your team should make the case to modernize your communications and collaboration infrastructure.
Understand why it's time to move forward with modernizing your communications infrastructure.
Discover the productivity and efficiency gains you can achieve.
Redefine how you think about communications.
Learn how to build a strategy that addresses both unified communications and collaboration.
Understand Info-Tech's methodology and approach to modernizing communications and collaboration infrastructure.
Investment in business information technology (IT) should not be valued in a vacuum. The investment must be for business purpose that is used to increase company revenue, market share and profit (via reduced expenses); therefore, IT projects need to be evaluated as any corporate use of funds.
The TacTec Game; The Tactics of Electronic Commerce; Pieter van der Hijden; in: Proceedings of the ISAGA 2000 Conference; International Simulation and Gaming Association, Tartu, Estonia, 2001.
Managing Deploymemt of ERP Systems in the Publishing DomainGlen Alleman
Managing the outcome of an ERP deployment is difficult at best. There are many obstacles to success, the least of which is the basic understanding that accepting an ERP system into a business is a significant disruptive event. This document describes the processes and activities involved in deploying ERP. The contributions of a consulting firm can significantly add to the
probability of success. In the newspaper business domain, the successful deployment of an ERP system not only impacts the back office and financial operations, but also the editorial,
advertising and press operations. ERP is a mission critical function of any modern newspaper and must be treated as such.
Read this Executive Brief to understand why your team should make the case to modernize your communications and collaboration infrastructure.
Understand why it's time to move forward with modernizing your communications infrastructure.
Discover the productivity and efficiency gains you can achieve.
Redefine how you think about communications.
Learn how to build a strategy that addresses both unified communications and collaboration.
Understand Info-Tech's methodology and approach to modernizing communications and collaboration infrastructure.
Investment in business information technology (IT) should not be valued in a vacuum. The investment must be for business purpose that is used to increase company revenue, market share and profit (via reduced expenses); therefore, IT projects need to be evaluated as any corporate use of funds.
The TacTec Game; The Tactics of Electronic Commerce; Pieter van der Hijden; in: Proceedings of the ISAGA 2000 Conference; International Simulation and Gaming Association, Tartu, Estonia, 2001.
Managing Deploymemt of ERP Systems in the Publishing DomainGlen Alleman
Managing the outcome of an ERP deployment is difficult at best. There are many obstacles to success, the least of which is the basic understanding that accepting an ERP system into a business is a significant disruptive event. This document describes the processes and activities involved in deploying ERP. The contributions of a consulting firm can significantly add to the
probability of success. In the newspaper business domain, the successful deployment of an ERP system not only impacts the back office and financial operations, but also the editorial,
advertising and press operations. ERP is a mission critical function of any modern newspaper and must be treated as such.
Implementing an effective Corporate Real Estate Project Framework in global o...jcquinn
Projects vary in type, size and complexity, ranging from new builds and refits, to major interior overhauls and facilities management – and often involve a mixture of these elements.
Raises three key issues:
> How can you keep information up-to-date and available in one place?
> How can you manage workflow and provide the right information to the right people at the right time?
> How can you use a single framework to design the governance processes and life cycles over such a wide range of projects?
Your Challenge
Companies are approving more projects than they can deliver. Most organizations say they have too many projects on the go and an unmanageable and ever-growing backlog of things to get to.
While organizations want to achieve a high throughput of approved projects, many are unable or unwilling to allocate an appropriate level of IT resourcing to adequately match the number of approved initiatives.
Portfolio management practices must find a way to accommodate stakeholder needs without sacrificing the portfolio to low-value initiatives that do not align with business goals.
Our Advice
Critical Insight
Failure to align projects with strategic goals and resource capacity are the most common causes of portfolio waste across organizations. Intake, approval, and prioritization represent the best opportunities to ensure this alignment.
More time spent with stakeholders during the ideation phase to help set realistic expectations for stakeholders and enhance visibility into IT’s capacity and processes is key to both project and organizational success.
Too much intake red tape will lead to an underground economy of projects that escape portfolio oversight, while too little intake formality will lead to a wild west of approvals that could overwhelm the PMO. Finding the right balance of intake formality for your organization is the key to establishing a PMO that has the ability to focus on the right things.
Impact and Result
Eliminate off-the-grid initiatives by establishing a centralized intake process that funnels requests into a single channel.
Improve the throughput of projects through the portfolio by incorporating the constraint of resource capacity to cap the amount of project approvals to that which is realistic.
Silence squeaky wheels and overbearing stakeholders by establishing a progressive approval and prioritization process that gives primacy to the highest value requests.
Strategic imperative digital transformation in capital projectsEndeavor Management
Radical changes to megaproject delivery will bring first adopters a distinct competitive edge, while writing the epitaph of those who stay stuck in legacy ineffective practices. Whether you are an operating asset owner or an EPC, you are confronted with reinventing the core of your capital projects delivery through digital solutions. Such strategic transformation requires holistic change that focuses not only on installation of a new software application, but also on people and work processes to achieve a sustained, culturally intrinsic result from new technology .
Presentation made to top executives seeking to understand how to increase their ROI on IT investments. based on principles developed in my book, "The Ultimate Guide to the SDLC." http://www.ultimatesdlc.com/
Digital Transformation as a Service!
EA-Driven Enterprise Digital Transformation with BLUEPRINT framework
This presentation introduces the BLUEPRINT Framework, a practical and pragmatic, proven and tested framework and methodology to plan, manage, and execute Digital Transformation at organnizations.
Implementing an effective Corporate Real Estate Project Framework in global o...jcquinn
Projects vary in type, size and complexity, ranging from new builds and refits, to major interior overhauls and facilities management – and often involve a mixture of these elements.
Raises three key issues:
> How can you keep information up-to-date and available in one place?
> How can you manage workflow and provide the right information to the right people at the right time?
> How can you use a single framework to design the governance processes and life cycles over such a wide range of projects?
Your Challenge
Companies are approving more projects than they can deliver. Most organizations say they have too many projects on the go and an unmanageable and ever-growing backlog of things to get to.
While organizations want to achieve a high throughput of approved projects, many are unable or unwilling to allocate an appropriate level of IT resourcing to adequately match the number of approved initiatives.
Portfolio management practices must find a way to accommodate stakeholder needs without sacrificing the portfolio to low-value initiatives that do not align with business goals.
Our Advice
Critical Insight
Failure to align projects with strategic goals and resource capacity are the most common causes of portfolio waste across organizations. Intake, approval, and prioritization represent the best opportunities to ensure this alignment.
More time spent with stakeholders during the ideation phase to help set realistic expectations for stakeholders and enhance visibility into IT’s capacity and processes is key to both project and organizational success.
Too much intake red tape will lead to an underground economy of projects that escape portfolio oversight, while too little intake formality will lead to a wild west of approvals that could overwhelm the PMO. Finding the right balance of intake formality for your organization is the key to establishing a PMO that has the ability to focus on the right things.
Impact and Result
Eliminate off-the-grid initiatives by establishing a centralized intake process that funnels requests into a single channel.
Improve the throughput of projects through the portfolio by incorporating the constraint of resource capacity to cap the amount of project approvals to that which is realistic.
Silence squeaky wheels and overbearing stakeholders by establishing a progressive approval and prioritization process that gives primacy to the highest value requests.
Strategic imperative digital transformation in capital projectsEndeavor Management
Radical changes to megaproject delivery will bring first adopters a distinct competitive edge, while writing the epitaph of those who stay stuck in legacy ineffective practices. Whether you are an operating asset owner or an EPC, you are confronted with reinventing the core of your capital projects delivery through digital solutions. Such strategic transformation requires holistic change that focuses not only on installation of a new software application, but also on people and work processes to achieve a sustained, culturally intrinsic result from new technology .
Presentation made to top executives seeking to understand how to increase their ROI on IT investments. based on principles developed in my book, "The Ultimate Guide to the SDLC." http://www.ultimatesdlc.com/
Digital Transformation as a Service!
EA-Driven Enterprise Digital Transformation with BLUEPRINT framework
This presentation introduces the BLUEPRINT Framework, a practical and pragmatic, proven and tested framework and methodology to plan, manage, and execute Digital Transformation at organnizations.
Instructional Materials & Technology Used in TeachingJewel Jem
Instructional Materials and/or technology used in the modern teaching of the 20th Century for teachers. Slides include a short description of each Modern instructional material used within the modern day teaching.
Never before has Information Technology (IT) played a more important role in bringing competitive advantage to an organization. Yet IT has never before been more complex. In the past, the mainframe paradigm provided turnkey solutions to complex business problems. The functionality was provided by
the software vendor, which may have also been the hardware vendor. The business processes were adapted to this functionality. As these processes evolved it was discovered that the systems were not sufficiently flexible or adaptable to meet the new demands of the business. The introduction of distributed processing provided a means to deal with the inflexibility and monolithic nature of these legacy
applications.
Your Challenge
Infrastructure, by focusing on the reliability, availability, and serviceability of existing platforms, is perceived as a cost center rather than a business enabler.
Business stakeholders look to external vendors, rather than Infrastructure, to exploit emerging technologies. This leads to duplication of effort, inconsistent standards, and ineffective IT governance.
Infrastructure directors are unable to draw a line showing how their activities directly support the overall business goals.
Our Advice
Critical Insight
Think of the roadmap as a service, not a product. Its value is inversely proportional to the time since its last update.
Alignment perception issues can be addressed by having the infrastructure practice formally engage and communicate with business stakeholders.
Shadow IT can provide business-ready initiatives that need only to be tweaked to align with Infrastructure’s internal goals.
Impact and Result
This blueprint will help you build:
A formal channel and way of communicating value bottom-up and top-down between IT and the executive team.
A methodology to prioritize and create projects that generate business value.
A tool that can produce multiple outputs of value for different audiences using the same data.
An ongoing roadmap process, rather than a static document, that is able to adjust and react to evolving business circumstances.
Aligning business and tech thru capabilities - A capstera thought paperSatyaIluri
Enterprises the world over spend billions of dollars on technology enablement of business functions. A significant portion of those dollars end up creating suboptimal solutions. Most IT project problems are rooted in ambiguous business definition, churn in requirements gathering, scope creep beyond a minimum marketable feature set, wild cost guestimations, not planning for interdependencies, and a lack of strong governance.
This Capstera white paper seeks to address some of these problems and provide a framework to minimize the challenges.
Revolutionizing IT Project Delivery - Embrace the Future with OnePlan’s AI-Po...OnePlan Solutions
IT departments are under increasing pressure to deliver projects that align with – and also drive – business strategy. But traditional Project Portfolio Management (PPM) simply can’t keep pace with the dynamic landscape of managing IT technology projects. That’s why we developed OnePlan’s AI-powered Strategic Portfolio and Work Management Platform.
Attend this webinar to see how OnePlan’s cutting-edge AI capabilities can help you harness the power of Strategic Portfolio Management to achieve unparalleled agility, efficiency, and strategic alignment across all your IT projects. Discover how OnePlan’s groundbreaking solutions can help IT leaders, project managers, and key stakeholders leverage artificial intelligence to elevate their project delivery processes.
Brigham Young University developed a new IT Governance framework that extended well beyond the execution of projects.
This framework clarified the role of product management, helping to focus the way in which product managers work with their business stakeholders to manage the lifecycle of the OIT’s applications, services, and supporting technologies that collectively comprise the “product portfolio.”
Relevant it – it solutions to bridge the gap between business and it it man...IT-Toolkits.org
Much has been said and written about the existence of a so-called “Business-IT divide”. But what is it, what does it mean for my company and even more important, what can I do about it?
Most small and medium business leaders and IT players (be they internal to the company or external service providers) have given up on answering that question. They often feel that it is impossible to gain real business value from IT and that it is just in the domain of large enterprises to attempt tackling that issue. Rome was not built in a day and there are no silver bullets for instantly bridging the business-IT divide and offering truly effective IT solutions. After all, if it was easy, it would already have been done and this entire subject would be moot! The Relevant IT framework helps to map out a journey to assist businesses to tackle the issue one step at a time.
How to Reach Peak Performance With the Product Management Organizational Heal...Aggregage
The degree of maturity of your product management organization can directly drive your ability to satisfy customers and become more profitable. Our Product Management Organizational Health Checklist and on-demand webinar can help.
FRAMEWORK Strategic alignment results from structuring t.docxhanneloremccaffery
FRAMEWORK
Strategic alignment results from structuring the IT organization around the needs of the business. To
explain how this is done, let me break the operations of the IT organization down into four basic
functions. Two are delivery functions: support delivery and project delivery. The other two are
management activities: value attainment and strategic alignment. All activities of the IT organization can
be categorized into one of these four functions, although, as we will see later, these functions are
typically spread out across multiple teams, which is the source of much of the misalignment IT
organizations face (see Figure 8.1).
img
FIGURE 8.1 IT Strategic Alignment Framework
These functions layer on top of each other such that failure at one level affects everything above it.
Strategic alignment is achieved when all functions operate in harmony to achieve business results.
However, how these functions are managed directly impacts how strategic an organization is. A tall
skinny pyramid will generate far more value for a firm than a short fat one. For the rest of this chapter,
we explore each function in more detail and highlight the management issues the CIO and the IT
management staff must address to achieve strategic alignment.
Support Delivery
Support makes up all of the break-fix activity of the IT operations. It is the most fundamental and, in
many respects, the most important activity the IT organization engages in. Support includes the help
desk and monitoring organizations but also aspects of technical operations, such as system
administration, database administration, development, and business process analysts. All aspects of the
IT organization provide some level of support back to the business.
Support delivery is critical not because it is strategic but because it is the foundation from which
everything else is built. Put in simpler terms, if you are in the CEO’s office and her personal computer is
broken, what do you expect you will be discussing with her when you meet: supply chain strategy, or
why her PC has been down for the past four hours? Support is the function that all IT organizations are
engaged in regardless of size. In some IT organizations, support is all they are engaged in.
Support delivery involves several management decisions including scope, service levels, and overall
investment. A widely circulated metric asserts that most IT organizations spend 70 to 80 percent of their
budget sustaining existing systems. Whether this is the right level is the subject of some debate, but the
metric highlights the fact that support delivery is not only the foundation of all other aspects of the IT
organization, but it is also the dominant expense.
The key support delivery management challenge is to provide the right level of support cost effectively.
This balance is subtle but important. Although a corporation might enjoy IT support levels so h ...
The Role of IT in Supporting Mergers and AcquisitionsCognizant
Involving IT teams early and often during mergers and acquisitions can help enterprises realize more value from the operational and market synergies that bring businesses together.
Strategic Management and Information Technology OutsourcingFarooq Omar
Projects in Strategic Management, pertaining to the different parameters of projects involved in overall functioning of value projects.
This brief describes hoe the organization have different choices to utilize the information technology management (ITM) impacts in different options of outsourcing and its importance in terms of impacts on its value chain performance.
An Evolving Career in Innovation Management Steven Palmer
Over the last decade, businesses within the United States have seen an incredible surge in the demand for Innovative capabilities. But how do you develop the skills necessary to drive new ideas? We exam that question through the lens of the Project Manager in a speech originally presented at PMI Honolulu.
Be Ready to Thrive in a Post Coronavirus WorldSteven Palmer
In 2020, COVID-19 was thrust upon the business world. And while it introduced immediate turbulence into many industries, it has also introduced lots of opportunities. This presentation highlights three steps that business leaders can take to identify and capture those opportunities.
Implementing a Strategic and Measureable Approach to Innovation 20200507 finalSteven Palmer
The COVID-19 crisis brought an immediate change upon business owners as the status quo was suddenly no longer acceptable. But while business leaders everywhere were suddenly called upon to "innovative," few had the policies and procedures in place to do it. This discussion focuses on what those policies and procedures need to include, and how you can go about creating and managing a culture of innovation.
Innovation the New Currency of BusinessSteven Palmer
If cash is king, than innovation is immortality. This presentation dives into the best practices the organizations can adopt to drive a culture of consistent and perpetual innovation. And we examine this by comparing and contrasting the current "king" of the smart phone industry in the United States, Apple, with the company it dethroned, BlackBerry.
Charting a Course Through the Innovation MinefieldSteven Palmer
It is common knowledge that modern businesses need to innovate to keep ahead of customer demand and competition. What is less common knowledge is exactly how to go about doing that. How do you build and manage a culture that prioritizes exploring new ideas and scaling those that succeed? This presentation introduces the concept of the InnoSpecting Framework designed to address that challenge.
This presentation walks through the methods and techniques required to marry Agile and innovation to the fabric of an organization, while allowing management to set their organization’s direction without stifling the creativity of their employees.
An Introduction to the InnoSpecting Framework Steven Palmer
At Ever Evolving, we offer our partner clients tools, tips, tricks, and techniques for getting more ROI out of their Innovation portfolios. If you are one of the 94% of corporate executives who feel that they should be getting more out of their R&D spending, take a look through our overview package and reach out to learn more.
1. Introduction
In this paper, Tactical Edge will bridge the gap
between standard Information Technology (IT)
Portfolio Management (IT PfM) processes, insights,
and capabilities and apply these to the area of
Research and Development. Often the task of
managing Research and Development (R&D) efforts
is seen as wholly separate from broader IT PfM
efforts, which are generally more aligned with
production IT system management and support. We
believe that many of these same tools and techniques
may be used within R&D organizations to improve
results, reduce costs, and improve collaboration
between efforts. In many organizations, R&D
projects operate autonomously and only when an
effort is close to transition is it viewed as a part of a
larger portfolio. Within this paper, Tactical Edge will
demonstrate that R&D project oversight and
management, when using the proper tools, will
improve efforts across the board and provide direct
returns for the entire R&D portfolio.
The Challenge with R&D
IT alone has never been responsible for a successful
government agency, but it can be an enabler which
allows an agency to thrive. When aligned properly,
IT supports the underlying business mission, and
allows employees to perform their jobs faster and
with greater accuracy and efficiency. Managing an
organization’s IT at an Enterprise level is known as
IT PfM.
In the book IT Portfolio Management Step by Step:
Unlocking the Business Value of Technology, authors
Bryan Maizlish and Robert Handler note that“[t]he
goal of an IT portfolio is to deliver measurable
business value—tangible and intangible—while
aligning and improving the business and IT strategy”
(Maizlish & Handler, 2010). But as an organization’s
direction changes, newer technologies come to
market, and older technologies lose support, the
organization needs to reevaluate its IT portfolio to
prevent stagnation and unnecessary costs. An active
R&D portfolio can be used as a tool to defend against
both.
While the DoD has historically invested in R&D, the
challenge has been in aligning internal research
initiatives across the organization with the direction
Author
Steve Palmer, Director, East Coast Operations
Megan Gerstenfeld, Senior Systems Engineer
Optimizing your
Research and
Development Platform
The Benefits a Formalizing your
Organization’s Research Pipeline
Contents
Introduction...........................................................................1
The Challenge with R&D....................................................1
Solution:....................................................................................2
Lifecycle Management...................................................2
Oversight and Execution ..............................................3
Expanded Capabilities...................................................4
Conclusion:..............................................................................4
References:..............................................................................4