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Similar to Lars Tveit - KS - S2 del 1 - Governance - strategisk styring av IKT-området v3
Similar to Lars Tveit - KS - S2 del 1 - Governance - strategisk styring av IKT-området v3 (20)
Lars Tveit - KS - S2 del 1 - Governance - strategisk styring av IKT-området v3
- 1. Organisering av IKT området Lars Tveit, KS
- 2. Resultater ved bruk av IKT… IT Strategy – A CIO Success Kit Organisasjoner med de dårligste resultater kjennetegnes ved at de har liten kapasitet for effektive tjeneste leveranser Organisasjoner med gode resultater skiller seg ut ved å ha sterk strategisk forankring og mandat for utøvelse
- 5. IT Prosjekter har risiko… Omtrent halvparten av alle IT prosjekter er kansellert eller klarer ikke å tilfredsstille tidsplan, budsjett eller krav til funksjonalitet. Mindre enn 1 av 4 er susessfulle og leverer I henholdt til forventede økonomiske målsettinger. Source: Alinean ValueBase™ 2008 20K+ worldwide company IT spend vs. Financial Performance
- 6. Det er ikke en bestemt måte å organisere IKT området… Men det er noen grunnleggende prinsipper som må/bør følges…!
- 10. I 1999 forutså Gartner fire trender som vil være sterke utviklings trender innen IT utviklingen Prosess basert arbeid Forretnings prosesser IT prosesser 1 Integrert applikasjons utvikling innen forretningsområdene Fordeler med desentraliserte løsninger Fordeler med sentraliserte løsninger 4 Spesialisering i kompetanse sentere Policy Ressurs pool System integrasjon Help desk 3 Outsourcing Mest fordelaktig med outsourcing 2
- 11. Fremme innovasjon Levere endring Støtte infrastruktur Kjerneoppgavene Dagens virksomhetsmodell: Den strategiske kjernen… ESPs Tjeneste-utsetting til eksterne leverandører Leverandører Forretnings enhetene Integret i forretnings- enhetene Etterspørsel
- 12. 1 IT lederskap 2 Arkitektur utvikling 3 Forretningsutvikling 4 Teknologisk utvikling 5 Leverandør styring De fem kjerneområder i fremtidens organisasjon… 1 2 3 4 5
- 17. Sentralisere og utvide leverandør styring Leverandør styring Drift Leverandør Håndtering Kontrakt Styring Levaranse styring 5 5
- 18. Konsolidering av rollene i konsernet IKT lederskap CIO Visjoner Governance/Styring Koble IKT og Forr. strategi Balansere tilbud/etterspørsel Team bygging Endrings ledelse Forretnings utvikling/ løsninger 3 2 Forretn. utvikler 1 Prosjekt styring Prosess koordinering Kvalitets styring Gevinst realisering Forr. Enhet. Leverandør styring/ strategisk tjenesteutsetting 3 2 Avtale forvalter 1 Kontrakt styring Leverandør styring Samhandling leverandører Drift Spesialister Leverandør siden Etterspørselsiden 3 Arkitektur utvikling Policies Planlegging Sikkerhet 2 Arkitektur 1 Standarder Teknologi utvikling Oppdatert på teknologi utv. Pilotering Kopetanse sentre 3 2 Teknologi konsulent 1
- 19. Y-modellen…
- 21. 1 IT lederskap 2 Arkitektur utvikling 3 Forretningsutvikling 4 Teknologisk utvikling 5 Leverandør styring 1 2 3 4 5
- 22. KOMMUNESTYRE Fag enhetene x antall kommuner Rådmannskollegiet Kommune 1 Kommune 2 Kommune 3 Kommune 4 Kommune x Bestillinger…. Behov Styring IKT Driftsenhet Leverandør markedet
- 23. IKT STYRINGSGRUPPE KOMMUNESTYRE Kommune 1 Kommune 2 Kommune 3 Kommune 4 Kommune x Bestillinger…. IKT strategi og tjenester SLA Koordinering av behov Fag enhetene x antall kommuner Samhandling IKT Driftsenhet Leverandør markedet
- 24. Spørsmål….?
Editor's Notes
- The bottom quartile of IT organizations can be differentiated by their inability to deliver services reliably. (Inability to do things right.) But for leading IT organizations, delivery is ‘necessary but not sufficient’ to excel. For the top IT organizations, ensuring IT is focused on business success is the key differentiator. (Ability to do the right things.) IT strategy is a tough nut to crack. but great IT strategies change the value potential of the IT organization, and the perceptions of IT held by the rest of the business.
- What is IS Lite? IS Lite is a term coined by Gartner’s Executive Programs (EXP) research team in 1999 to describe an IS organization planning framework. The IS Lite organization would result from the impact of four trends evident at the time: 1. Process-based working would affect traditional IS functions by cutting across them and would affect the business as IT delivered streamlined business processes 2. Outsourcing would be most apparent in IT infrastructure and support 3. Specialization would occur in centers of excellence, leading to expertise sharing across IS 4. Application development would be embedded in the business as these business-change activities became handled locally. Concurrently, other IT activities would become more centralized
- What is IS Lite? As a consequence of these trends, EXP predicted the following adjustments to IS’ three macro-processes: Driving innovation – which includes strategic planning, architecture design and business requirements definition, would be retained internally and mostly centralized for coherence and exploitation across the enterprise Delivering change – which includes system development and support of user changes, would be mostly moved out to the business units to get the benefits of being close to customers Supporting infrastructure – which includes desktop support and data center and network operations, would be selectively outsourced under central control for cost and efficiency The result is a lean, focused, flexible, high-value-adding IS organization - IS Lite. To help answer the question “ What lessons have pioneers learned about successfully implementing IS Lite? ”, EXP research conducted a survey of EXP members as well as interviews and workshops.
- Five key roles retained in IS Lite are: 1 IT leadership: IT visioning, IT/business fusion, IT resource management 2 Architecture development: IT technical design/standards 3 Business enhancement: business process analysis, project management, business relationship management 4 Technology advancement: technology R&D, technology tracking, prototyping 5 Vendor management: contract negotiation, performance management and vendor relationship management
- Moving towards the Lite means strengthening controls from the center, beginning with IT leadership. One person can’t do it all, so you need to build the IS leadership team. In particular, the leadership team must have, develop or acquire capabilities for: Process-based working Managing change, to overcome resistance Business and behavioral expertise Demonstrating the business value of IT At Starbucks, the leadership role has been driven by the CIO’s vision of “one team.” The IT leadership team has been expanded to a group of about 25 IT leaders who work collaboratively and cross-functionally to leverage the competencies of the group for the benefit of the entire enterprise. Part of the leadership role has also been to establish enterprisewide governance in order to increase business accountability for IT investments.
- An IT architecture is a set of guidelines and standards that brings order to the otherwise chaotic world of information systems. At BHP Billiton, architecture has been vital, especially in a merger situation. Connecting the enterprise architects with the regional architects in the field has worked well to bring architectural diffusion under control and also to co-ordinate architectural direction with the main outsourcer.
- The business enhancement role, which focuses on the relationship between IS and the business, is central to process-based working and to enterprisewide sharing of business process expertise. Often, the role is played by relationship managers. They work closely with the business to get the appropriate IT resources for them, either from in-house or, increasingly, from ESPs. In short, they work on the demand side of IS. Anglo Platinum provides an example. IS “process coordinators” work with corporate process champions to hammer out mutually-acceptable process improvements that can be standardized across the business units. The advantages are compatibility, scale economies and expertise sharing.
- Establishing specialized centers of excellence, also known as competency centers, can facilitate the technology advancement role. The goal is to advance the technologies used in the business. Centers of excellence improve expertise in specific areas and spread that knowledge across the enterprise. Centers of excellence for enterprisewide solutions, such as ERP, CRM and SCM, are becoming more common. The technology advancement role and centers of excellence reinforce each other. For example, at Unitor, IS staff in the business units are forming virtual teams called Competence Groups to specialize in areas such as Oracle database administration, Lotus Notes, data communications and common operating systems. BHP Billiton has formed a center of excellence for knowledge sharing, to provide knowledge management and collaboration tools for use by other centers of excellence.
- Centralize the vendor management role to get the best from outsourcing. And broaden its scope beyond the relatively narrow confines of performance management. Have vendor management comprise three related, but distinct, areas: Performance management – to ensure timely delivery at appropriate levels of service Contract management – to leverage contracts to motivate vendor performance Vendor relationship management – to form alliances with ESPs that yield win-win results Many enterprises are saddled with outsourcing arrangements that may have been well-conceived at the time, but no longer fit their needs and may even constrain the organization. The case histories illustrate a large, sole-source outsourcing contract being re-bid for best-of-breed solutions and many outsourcing contracts with smaller firms being consolidated into larger contracts with fewer outsourcers.
- Steps one through six establish priorities and the five key roles. The last step combines those efforts to create a coordinated, lean IS organization. The figure provides a guide that CIOs can adapt to their individual circumstances.