Manage a Minimum-Viable PMO
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This document provides guidance for managing a minimum viable project management office (PMO) in organizations that do not allocate sufficient time for project managers. It recommends implementing minimum viable tools and practices to help part-time project managers effectively manage projects while maintaining reporting standards. The goal is to help portfolio managers and minimum viable PMOs implement a resource-optimized set of expectations, tools, and training. Rather than rigid methodologies, the focus should be on the minimum required for accurate portfolio reporting and effective project management given time constraints faced by organizations.
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Internal stakeholders usually have different – and often conflicting – needs and expectations that require careful facilitation and management.
Vendors have well-honed negotiating strategies. Without understanding your own position and leverage points, it’s difficult to withstand their persuasive – and sometimes pushy – tactics.
Software – and software licensing – is constantly changing, making it difficult to acquire and retain subject matter expertise.
Our Advice
Critical Insight
Conservatively, it’s possible to save 5% of the overall IT budget through comprehensive software contract review.
Focus on the terms and conditions, not just the price.
Learning to negotiate is crucial.
Impact and Result
Look at your contract holistically to find cost savings.
Guide communication between vendors and your organization for the duration of contract negotiations.
Redline the terms and conditions of your software contract.
Prioritize crucial terms and conditions to negotiate.
Optimize Change Management
This document discusses Info-Tech Research Group and change management. It provides an overview of Info-Tech as a global leader in IT research and advice. It then discusses the importance of balancing risk and efficiency in change management processes. Having too onerous of a process can lead to changes being implemented without proper review, while not having any process can increase risk. The document emphasizes having a right-sized change management process that incorporates adequate review and approval without being overly burdensome. It also stresses the importance of staff buy-in, tools to track changes, and management support for effective change management.
Improve IT Business Alignment With An Infrastructure Roadmap
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.
Build a Business-Driven IT Risk Management Program
Your Challenge
Risk is an unavoidable part of IT. And what you don't know, can hurt you. The question is, do you tackle risk head-on or leave it to chance?
Get a handle on risk management quickly using Info-Tech's methodology and reduce unfortunate IT surprises.
Our Advice
Critical Insight
1. IT risk is business risk.
Every IT risk has business implications. Create an IT risk management program that shares risk accountability with the business.
2. Risk is money.
It’s impossible to make intelligent decisions about risks without knowing what they’re worth.
3. You don’t know what you don’t know.
And what you don’t know can hurt you – so find out. To find hidden risks, you need a structured approach.
Impact and Result
Stop leaving IT risk to chance. Transform your ad hoc IT risk management processes into a formalized, ongoing program and increase risk management success by 53%.
Take a proactive stance against IT threats and vulnerabilities by identifying and assessing IT’s greatest risks before they happen.
Involve key stakeholders including the business senior management team to gain buy-in and to focus on IT risks that matter most to the organization.
Share accountability for IT risk with business stakeholders and have them weigh-in on prioritizing investments in risk response activities.
Standardize the Service Desk
Your Challenge
Service desk managers with immature service desk processes struggle with:
Low business satisfaction.
High cost to resolve incidents and implement requests.
Confused and unhappy end users.
High ticket volumes and a lack of root-cause analysis to reduce recurring issues.
Wasted IT time and wages resolving the same issues time and again.
Ineffective demand planning.
Our Advice
Critical Insight
Don’t be fooled by a tool that’s new. A new service desk tool alone won’t solve the problem. Service desk maturity improvements depend on putting in place the right people and processes to support the technology.
Service desk improvement is an exercise in organizational change. Engage specialists across the IT organization in building the solution, and emphasize how everyone stands to benefit from the initiative.
Organizations are sometimes tempted to track their work under a single ticket type. Unfortunately, the practice obscures the fact that incidents, requests, and projects require radically different amounts of time and resources, and can create the impression that IT is underperforming. Distinguish between incidents, requests, and projects, and design specific processes to support and track the performance of each activity.
Remember, the value of any IT service management (ITSM) tool is a function of the processes it supports and the adoption of those processes. The ITSM tool with the best functionality is worth little if you do not build the right processes, configure the tool to support them, and work to improve tool adoption in your organization.
Impact and Result
Increase business satisfaction.
Reduce recurring issues and ticket volumes.
Reduce average incident resolution time and average request implementation time.
Increase efficiency and lower operating costs.
Enhance demand planning.
Optimize Project Intake Approval and Prioritization
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.
Modernize Communications and Collaboration Infrastructure
This document provides information from Info-Tech Research Group regarding modernizing communications and collaboration infrastructure.
[1] It recommends following a three phase methodology to modernize communications - assess current infrastructure, define the target state, and advance the project. Various tools and templates are provided to help with each phase.
[2] It emphasizes that the project scope and assessment phase takes more time than anticipated and is critical for defining requirements. Both business and IT perspectives should be considered.
[3] A hybrid deployment model combining on-premises and cloud solutions is recommended to modernize infrastructure over time without requiring a full replacement of existing systems.
Optimize the IT Operating Model
Your Challenge
Organizations have to adapt to a growing number of trends, putting increased pressure on IT to move at the same speed as the business.
The business, seeing that IT is slower to react, looks to external solutions to address its challenges and capitalize on opportunities.
IT and business leaders don’t have a clear and unified understanding or definition of an operating model.
Our Advice
Critical Insight
The IT operating model is not a static entity and should evolve according to changing business needs.
However, business needs are diverse, and the IT organization must recognize that the business includes groups that consume technology in different patterns. The IT operating model needs to support and enable multiple groups, while continuously adapting to changing business conditions.
Impact and Result
Determine how each technology consumer group interacts with IT. Use consumer experience maps to determine what kind of services consumer groups use and if there are opportunities to improve the delivery of those services.
Identify how changing business conditions will affect the consumption of technology services. Classify your consumers based on business uncertainty and reliance on IT to plan for the future delivery of services.
Optimize the IT operating model. Create a target IT operating model based on the gathered information about technology service consumers. Select different implementations of common operating model elements: governance, sourcing, process, and structure.
Info-Tech Membership Overview
Info-Tech is the most innovative firm in the industry, and we pride ourselves on delivering better research than anyone.
Become a member and unlock a range of data-driven tools and resources to drive systematic IT improvement.
Define an EA Operating Model
Your Challenge
It is difficult to start the project, engage the right people, and find the necessary requirements to drive the value of an enterprise architecture operating model.
It is challenging to navigate the common enterprise architecture (EA) frameworks and right-size them for your organization.
The EA practice may struggle to effectively collaborate with the business when making decisions, resulting in outcomes that fail to engage stakeholders.
Our Advice
Critical Insight
The benefits of an EA program are only realized when all components of the operating model enable the achievement of the program goals and objectives. Many times organizations overplay the governance card while ignoring the motivational aspects that can be addressed through the organization's structure or stakeholder relations.
Info-Tech’s methodology ensures that all components of an EA operating model are considered to optimize the performance of the EA program.
Impact and Result
Place and structure your EA team to address the needs of stakeholders and deliver on the previously created strategy.
Create an engagement model by understanding each relevant process of COBIT 5 and make stakeholder interaction cards to initiate conversations.
Recognize the need for governance and formulate the appropriate boards while considering various policies, principles, and compliance.
Develop a unique architecture development framework based on best-practice approaches with an understanding of the various architectural views to ensure the creation of a successful process.
Build a communication plan and roadmap to efficiently navigate through enterprise change and involve the necessary stakeholders.
Become a Transformational CIO
Your Challenge
Business transformations are happening, but CIOs are often involved only when it comes time to implement change. This makes it difficult for the CIO to be perceived as an organizational leader.
CIOs find it difficult to juggle operational activities, strategic initiatives, and involvement in business transformation.
CIOs don’t always have the IT organization structured and mobilized in a manner that facilitates the identification of transformation opportunities, and the planning for and the implementation of organization-wide change.
Our Advice
Critical Insight
Don’t take an ad hoc approach to transformation.
You’re not in it alone.
Your legacy matters
Impact and Result
Elevate your stature as a business leader.
Empower the IT organization to act with a business mind first, and technology second.
Create a high-powered IT organization that is focused on driving lasting change, improving client experiences, and encouraging collaboration across the entire enterprise.
Generate opportunities for organizational growth, as manifested through revenue growth, profit growth, new market entry, new product development, etc.
Craft an End-to-End Data Center Consolidation Strategy to Maximize Benefits
Info-Tech Research Group provides IT research and advice to help organizations address their full spectrum of IT concerns. The document discusses Info-Tech's services for data center consolidation, including actionable insights and templates to help plan and execute consolidation projects. It emphasizes that 12-18 months of planning is key to consolidation success in order to properly inventory equipment, address requirements, and mitigate risks and unexpected costs.
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Your Challenge
Organizations are struggling to keep up with today’s evolving threat landscape.
From technology sophistication and business adoption to the proliferation of hacking techniques and the expansion of hacking motivations, organizations are facing major security risks.
Every organization needs some kind of information security program to protect their systems and assets.
Organizations today face pressure from regulatory or legal obligations, customer requirement, and now, senior management expectations.
Our Advice
Critical Insight
Performing an accurate assessment of your current security operations and maturity levels can be extremely hard when you don’t know what to assess or how to assess it.
Alignment can be a difficult area for security to get right when it’s trying to balance both regular IT and the business.
Communication is needed between the business leaders, IT leaders, and the security team for an effective security strategy to be in place.
Impact and Result
Info-Tech has analyzed and integrated regulatory and industry best practice frameworks, combining COBIT 5, PCI DSS, ISO 27000, NIST SP800-53, and SANS to ensure an exhaustive approach to security.
Through this process, a comprehensive current state assessment, gap analysis, and initiative generation ensures that nothing is left off the table.
This project will elevate the perception of the security team from being a hindrance to the organization to an enabler.
Build an Application Integration Strategy
Your Challenge
Even though organizations are now planning for Application Integration (AI) in their projects, very few have developed a holistic approach to their integration problems resulting in each project deploying different tactical solutions.
Point-to-point and ad hoc integration solutions won’t cut it anymore: the cloud, big data, mobile, social, and new regulations require more sophisticated integration tooling.
Loosely defined AI strategies result in point solutions, overlaps in technology capabilities, and increased maintenance costs; the correlation between business drivers and technical solutions is lost.
Our Advice
Critical Insight
Involving the business in strategy development will keep them engaged and align business drivers with technical initiatives.
An architectural approach to AI strategy is critical to making appropriate technology decisions and promoting consistency across AI solutions through the use of common patterns.
Get control of your AI environment with an appropriate architecture, including policies and procedures, before end users start adding bring-your-own-integration (BYOI) capabilities to the office.
Implement an enterprise service bus revised
This document provides advice for implementing an Enterprise Service Bus (ESB) by highlighting important considerations. It emphasizes that an ESB is a platform to deliver solutions and must be implemented as part of broader initiatives to be successful. It also stresses the importance of people, processes, technology, governance and change management for a functioning ESB.
Implement a Shared Services Model
Your Challenge:
Implementing a shared services model is a difficult process to undertake, and is comprised of many different components. Becoming a shared services provider is comparable to becoming a vendor and most IT groups don’t have the capabilities to easily make the transition.
Most companies look to achieve cost reductions through offering a shared services model. Adopting a shared services model doesn’t always result in these intended cost reductions. Simply combining the operations of two IT organizations doesn’t necessarily result in economies of scale and cost efficiencies. Before leaping forward with your shared services implementation, determine if the project will deliver value to your organization.
Our Advice - Critical Insight:
Implementing a shared services model needs to be viewed as more than simply extending a current service to other sites. The organization providing services essentially turns into a vendor. As a vendor, think of the IT service you’re offering as the “product.”
Remember that there are people, process, and technology capability pre-requisites to successfully becoming a shared services provider. These capabilities are not typical for the average IT shop, and need to be taken into consideration when you look to transition to a shared services model.
Our Advice - Impact and Result:
Before jumping into the implementation of your shared services project, assess your customer requirements and your current people, process, and technology capabilities to assess whether your organization is ready to implement a shared services model.
Understand the financial implications of moving to a shared services model prior to implementing. Make sure there is a strong case for implementation.
Assess and Optimize EA Capability
Your Challenge:
Situation
Enterprise Architecture increases the organization’s ability to provide consistent services, accessible information, scalable infrastructure, and flexible technology integration on demand. It helps bridge the gap between business and IT and creates a shared enterprise vision.
Complication
EA programs that are run without the required EA capability level are prone to failure.
EA capability optimization and EA operating model design skills are not common, as they are not everyday tasks.
Our Advice:
Critical Insight
Using this research while assessing and optimizing your EA capability will help you:
Architect the EA capability by applying four architectural perspectives: Contextual, Conceptual, Logical, and Physical. Develop an EA Operating Model starting at the contextual level, and proceeding through to the physical.
Develop a sponsored mandate for EA capability. Identify and engage EA capability stakeholders. Determine organizational scope, i.e. responsibility and authority of EA. Identify business drivers for optimizing an EA capability. Analyze organizational context. Secure executive support and authorization to execute.
Establish EA capability purpose and strategic direction. Write EA capability vision statement. Craft EA capability mission statement. Define EA capability goals and measures. Create EA principles. Assess current and determine target EA capability level.
Document EA management process. Define EA management practices. Define interactions between EA management and other processes. Define EA capability performance and value measurement approach.
Design EA organization and roles. Design EA organization structure. Define EA roles. Define required skills and proficiency levels for EA roles. Determine required EA staff capacity.
Standardize EA tools and work products. Establish an EA repository. Decide on EA tools to be used. Define EA artifacts and work products.
Develop an EA capability improvement plan. Consolidate and refine steps required to roll out the target EA operating model and improve EA capability. Draw an EA capability improvement roadmap.
Survive an Impending Audit
Your Challenge:
Impending audits intimidate CIOs and business executives – and for good reason.
A failed audit can result in punitive fines and injunctions that disrupt continuing operations until violations are resolved.
These highly visible failures are best prevented through auditor-enterprise collaboration and pragmatic audit management.
Our Advice:
Critical Insight
Shift the audit paradigm: auditors need to be enabled, not resisted.
Auditors provide a value-added service that you are paying for. Establishing an effective relationship and enabling the audit team can ensure you get value from the engagement. However, you must also be vigilant in mitigating the risk of damaging findings
.
Impact and Result
Effective audit management means acting with kindness to establish an effective relationship and taking vigilant, calculated steps to reduce the risk of adverse findings.
Clarify the audit scope and prepare documentation in advance.
Start off on a positive note and enable the auditor.
Manage audit logistics to minimize business disruption.
Dispute unwarranted findings.
Continuously improve your auditability.
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“Building and Scaling AI Applications with the Nx AI Manager,” a Presentation...
Manage a Minimum-Viable PMO
- 1. Manage a Minimum-Viable PMO Provide project managers with processes that they have the time to follow. 1. As portfolio manager, you’re responsible for communicating portfolio status and capacity for new projects. In this, you rely on project managers (PMs) for timely and accurate project data in order to maintain the portfolio. 2. Many of your PMs are “de facto” project managers. Their PM responsibilities have been allocated on top of their full-time jobs such as developers and system administrators. 3. Complicating things further, your organization’s appetite for process and new projects outpaces its propensity to invest in PM time. In other words, your IT projects are managed by a team of “part-time” managers who must manage projects “off the side of the desk” without time allocated for project management. This blueprint prescribes minimum-viable project management tools and practices to help time-strapped project managers effectively manage their projects, maintaining reporting and record-keeping standards. Our goal is to help minimum-viable PMOs and portfolio managers implement a resource-optimized, practical, and tactical set of expectations, tools, and training to help the de facto PMs succeed as both IT practitioners and as PMs. While you can’t make time appear out of thin air, you can find the right balance of discipline and tools to successfully manage projects when your organization does not allocate time for project managers to spend on project management duties. · Project management success doesn’t equal project success. While formal methodologies can be a key ingredient to project success for some organizations, the fact is that the vast majority of projects in IT departments do not require such rigid and detailed processes. In most cases, they certainly do not have the resources to support them. The typical project manager spends 80% of their time on project planning and record keeping duties, which is a good way to feel busy but doesn’t necessarily add value. Focus instead on the minimum required to maintain accuracy of portfolio reporting and effectiveness of managing projects.