Review of Information Technology Function Critical Capability ModelsAlan McSweeney
IT Function critical capabilities are key areas where the IT function needs to maintain significant levels of competence, skill and experience and practise in order to operate and deliver a service. There are several different IT capability frameworks. The objective of these notes is to assess the suitability and applicability of these frameworks. These models can be used to identify what is important for your IT function based on your current and desired/necessary activity profile.
Capabilities vary across organisation – not all capabilities have the same importance for all organisations. These frameworks do not readily accommodate variability in the relative importance of capabilities.
The assessment approach taken is to identify a generalised set of capabilities needed across the span of IT function operations, from strategy to operations and delivery. This generic model is then be used to assess individual frameworks to determine their scope and coverage and to identify gaps.
The generic IT function capability model proposed here consists of five groups or domains of major capabilities that can be organised across the span of the IT function:
1. Information Technology Strategy, Management and Governance
2. Technology and Platforms Standards Development and Management
3. Technology and Solution Consulting and Delivery
4. Operational Run The Business/Business as Usual/Service Provision
5. Change The Business/Development and Introduction of New Services
In the context of trends and initiatives such as outsourcing, transition to cloud services and greater platform-based offerings, should the IT function develop and enhance its meta-capabilities – the management of the delivery of capabilities? Is capability identification and delivery management the most important capability? Outsourced service delivery in all its forms is not a fire-and-forget activity. You can outsource the provision of any service except the management of the supply of that service.
The following IT capability models have been evaluated:
• IT4IT Reference Architecture https://www.opengroup.org/it4it contains 32 functional components
• European e-Competence Framework (ECF) http://www.ecompetences.eu/ contains 40 competencies
• ITIL V4 https://www.axelos.com/best-practice-solutions/itil has 34 management practices
• COBIT 2019 https://www.isaca.org/resources/cobit has 40 management and control processes
• APQC Process Classification Framework - https://www.apqc.org/process-performance-management/process-frameworks version 7.2.1 has 44 major IT management processes
• IT Capability Maturity Framework (IT-CMF) https://ivi.ie/critical-capabilities/ contains 37 critical capabilities
The following model has not been evaluated
• Skills Framework for the Information Age (SFIA) - http://www.sfia-online.org/ lists over 100 skills
Capability models have a long history. They came out of business schools in the 50ies. In recent years the enterprise- and business architecture communities seem to have taken over, making capabilities more an IT rather than a business modeling concept. Most capability models we've seen fail to achieve their original purpose: to enable business people to design better enterprises - ones that are fit for purpose, efficient, adaptive to change and satisfy customers.
In this webinar, Wolfgang Goebl explains the typical flaws of capability models and design patterns for next-generation capability modeling. You will learn:
practical patterns to create capability maps that foster a seamless business & IT co-design
why most capability modeling efforts fail and how to overcome the usual problems
how to connect other elements of the architecture with capabilities - how to run a broad elicitation process with all relevant stakeholders
how to use capability maps in corporate management
SWOT-analyysin hyödyntäminen pk yrityksen toiminnassa
SWOT-analyysi on strategisen suunnittelun työkalu, jolla yritys tai yrittäjä voi arvioida omia vahvuuksia tai heikkouksia (sisäisiä tekijöitä), sekä ulkoista tekijöistä johtuvia uhkia tai mahdollisuuksia. SWOT-analyysistä käytetään usein yrityksen markkinoinnin suunnittelussa, mutta se on erittäin tehokas työkalu uusia liikeideoita kehitettäessä, sekä pk yrityksen toiminnan arvioimisessa ja kehittämisessä. Oikein käytettynä SWOT-analyysi auttaa ymmärtämään yrityksen nykytilaa paremmin ja löytämään uusia mahdollisuuksia tai uhkia, joita ei välttämättä aikaisemmin ole tullut otettua huomioon.
Slaidien kysymyksillä pääsee SWOT-analyysin kanssa hyvin alkuun. Kysymyksiä kannattaa hieman mukauttaa omaan tilanteeseen parhaiten sopivaksi. Jos olet yksinyrittäjä, yrityksen vahvuuksiin ja heikkouksiin kannattaa listata omat henkilökohtaiset vahvuudet ja heikkoudet yritystoiminnan vahvuuksien ja heikkouksien lisäksi. Uuden liikeidean tai tuotteen kannattavuutta arvioitaessa kannattaa erityisesti kiinnittää huomiota siihen, mitä uutta se tuo markkinoille ja mikä erottaa kilpailijoista. Pyri nelikenttää täyttäessäsi olemaan mahdollisimman totuudenmukainen.
Vastaamisen jälkeen voit tehdä kysymysten ja vastausten pohjalta päätelmiä siitä, miten vahvuuksia voi käyttää parhaiten hyväksi ja kehittää edelleen, kuinka heikkoudet voi kääntää vahvuuksiksi, miten mahdollisuuksia voi hyödyntää, sekä kuinka uhkia voi välttää tai kuinka niiden vaikutuksen voi minimoida. Jonkin verran aikaa on hyvä käyttää myös listojen kohtien järjestelyyn tärkeyden mukaan. Näin tulet miettineeksi asioita, jotka vaikuttavat yritystoimintaan eniten.
SWOT-analyysin tekemällä on helppo jäsennellä yrityksen tai toiminnan vahvuuksia, heikkouksia, uhkia ja mahdollisuuksia, varsinkin jos näitä ei ole aikaisemmin pohdittua sen tarkemmin. Kirjoittamalla asiat ylös ymmärrät paremmin yritystäsi ja suuntaa minne olisi hyvä lähteä. Etenkin uusille yrittäjille SWOT-analyysi on korvaamaton työkalu, sillä analyysin saat hyvää tietoa, jonka pohjalta voit tehdä strategisia päätöksiä. Analyysi kannattaa myös tehdä silloin tällöin uudestaan.
____
Elä unelmaasi - laskuta ilman omaa yritystä
Laskutuspalvelu Odeal Oy
www.odeal.fi
Automating JIRA Service Desk : Resolving Your Issues FasterAtlassian
Discover JIRA Service Desk's brand new built-in automation capabilities that help IT teams work smarter and focus on the Important Stuff™. Automation will become the #1 initiative for IT teams in the next 12-24 months as teams increasingly stay on top of their workload by automating repetitive tasks and notifications with the help of tools like JIRA Service Desk. Join Edward and Clement to learn how easy it is to create and configure rules with the WYSIWYG automation rules editor, use SMS and HipChat messaging to send alerts, and reduce repetitive tasks to get your issues resolved faster than ever.
Competing successfully in a high-velocity, digital-driven world places increasing demands on an organization’s ability to execute and deliver projects at a rapid pace. These pressures have made program, project and service management (PPSM) a valued capability across the enterprise
TABLE OF CONTENTS
1. What is IT4IT framework
2. The benefits of implementation of the IT4IT framework
3. IT4IT framework components
4. IT4IT Value Streams
5. IT4IT Reference Architecture
6. About Architecture Center Ltd
7. References
Review of Information Technology Function Critical Capability ModelsAlan McSweeney
IT Function critical capabilities are key areas where the IT function needs to maintain significant levels of competence, skill and experience and practise in order to operate and deliver a service. There are several different IT capability frameworks. The objective of these notes is to assess the suitability and applicability of these frameworks. These models can be used to identify what is important for your IT function based on your current and desired/necessary activity profile.
Capabilities vary across organisation – not all capabilities have the same importance for all organisations. These frameworks do not readily accommodate variability in the relative importance of capabilities.
The assessment approach taken is to identify a generalised set of capabilities needed across the span of IT function operations, from strategy to operations and delivery. This generic model is then be used to assess individual frameworks to determine their scope and coverage and to identify gaps.
The generic IT function capability model proposed here consists of five groups or domains of major capabilities that can be organised across the span of the IT function:
1. Information Technology Strategy, Management and Governance
2. Technology and Platforms Standards Development and Management
3. Technology and Solution Consulting and Delivery
4. Operational Run The Business/Business as Usual/Service Provision
5. Change The Business/Development and Introduction of New Services
In the context of trends and initiatives such as outsourcing, transition to cloud services and greater platform-based offerings, should the IT function develop and enhance its meta-capabilities – the management of the delivery of capabilities? Is capability identification and delivery management the most important capability? Outsourced service delivery in all its forms is not a fire-and-forget activity. You can outsource the provision of any service except the management of the supply of that service.
The following IT capability models have been evaluated:
• IT4IT Reference Architecture https://www.opengroup.org/it4it contains 32 functional components
• European e-Competence Framework (ECF) http://www.ecompetences.eu/ contains 40 competencies
• ITIL V4 https://www.axelos.com/best-practice-solutions/itil has 34 management practices
• COBIT 2019 https://www.isaca.org/resources/cobit has 40 management and control processes
• APQC Process Classification Framework - https://www.apqc.org/process-performance-management/process-frameworks version 7.2.1 has 44 major IT management processes
• IT Capability Maturity Framework (IT-CMF) https://ivi.ie/critical-capabilities/ contains 37 critical capabilities
The following model has not been evaluated
• Skills Framework for the Information Age (SFIA) - http://www.sfia-online.org/ lists over 100 skills
Capability models have a long history. They came out of business schools in the 50ies. In recent years the enterprise- and business architecture communities seem to have taken over, making capabilities more an IT rather than a business modeling concept. Most capability models we've seen fail to achieve their original purpose: to enable business people to design better enterprises - ones that are fit for purpose, efficient, adaptive to change and satisfy customers.
In this webinar, Wolfgang Goebl explains the typical flaws of capability models and design patterns for next-generation capability modeling. You will learn:
practical patterns to create capability maps that foster a seamless business & IT co-design
why most capability modeling efforts fail and how to overcome the usual problems
how to connect other elements of the architecture with capabilities - how to run a broad elicitation process with all relevant stakeholders
how to use capability maps in corporate management
SWOT-analyysin hyödyntäminen pk yrityksen toiminnassa
SWOT-analyysi on strategisen suunnittelun työkalu, jolla yritys tai yrittäjä voi arvioida omia vahvuuksia tai heikkouksia (sisäisiä tekijöitä), sekä ulkoista tekijöistä johtuvia uhkia tai mahdollisuuksia. SWOT-analyysistä käytetään usein yrityksen markkinoinnin suunnittelussa, mutta se on erittäin tehokas työkalu uusia liikeideoita kehitettäessä, sekä pk yrityksen toiminnan arvioimisessa ja kehittämisessä. Oikein käytettynä SWOT-analyysi auttaa ymmärtämään yrityksen nykytilaa paremmin ja löytämään uusia mahdollisuuksia tai uhkia, joita ei välttämättä aikaisemmin ole tullut otettua huomioon.
Slaidien kysymyksillä pääsee SWOT-analyysin kanssa hyvin alkuun. Kysymyksiä kannattaa hieman mukauttaa omaan tilanteeseen parhaiten sopivaksi. Jos olet yksinyrittäjä, yrityksen vahvuuksiin ja heikkouksiin kannattaa listata omat henkilökohtaiset vahvuudet ja heikkoudet yritystoiminnan vahvuuksien ja heikkouksien lisäksi. Uuden liikeidean tai tuotteen kannattavuutta arvioitaessa kannattaa erityisesti kiinnittää huomiota siihen, mitä uutta se tuo markkinoille ja mikä erottaa kilpailijoista. Pyri nelikenttää täyttäessäsi olemaan mahdollisimman totuudenmukainen.
Vastaamisen jälkeen voit tehdä kysymysten ja vastausten pohjalta päätelmiä siitä, miten vahvuuksia voi käyttää parhaiten hyväksi ja kehittää edelleen, kuinka heikkoudet voi kääntää vahvuuksiksi, miten mahdollisuuksia voi hyödyntää, sekä kuinka uhkia voi välttää tai kuinka niiden vaikutuksen voi minimoida. Jonkin verran aikaa on hyvä käyttää myös listojen kohtien järjestelyyn tärkeyden mukaan. Näin tulet miettineeksi asioita, jotka vaikuttavat yritystoimintaan eniten.
SWOT-analyysin tekemällä on helppo jäsennellä yrityksen tai toiminnan vahvuuksia, heikkouksia, uhkia ja mahdollisuuksia, varsinkin jos näitä ei ole aikaisemmin pohdittua sen tarkemmin. Kirjoittamalla asiat ylös ymmärrät paremmin yritystäsi ja suuntaa minne olisi hyvä lähteä. Etenkin uusille yrittäjille SWOT-analyysi on korvaamaton työkalu, sillä analyysin saat hyvää tietoa, jonka pohjalta voit tehdä strategisia päätöksiä. Analyysi kannattaa myös tehdä silloin tällöin uudestaan.
____
Elä unelmaasi - laskuta ilman omaa yritystä
Laskutuspalvelu Odeal Oy
www.odeal.fi
Automating JIRA Service Desk : Resolving Your Issues FasterAtlassian
Discover JIRA Service Desk's brand new built-in automation capabilities that help IT teams work smarter and focus on the Important Stuff™. Automation will become the #1 initiative for IT teams in the next 12-24 months as teams increasingly stay on top of their workload by automating repetitive tasks and notifications with the help of tools like JIRA Service Desk. Join Edward and Clement to learn how easy it is to create and configure rules with the WYSIWYG automation rules editor, use SMS and HipChat messaging to send alerts, and reduce repetitive tasks to get your issues resolved faster than ever.
Competing successfully in a high-velocity, digital-driven world places increasing demands on an organization’s ability to execute and deliver projects at a rapid pace. These pressures have made program, project and service management (PPSM) a valued capability across the enterprise
TABLE OF CONTENTS
1. What is IT4IT framework
2. The benefits of implementation of the IT4IT framework
3. IT4IT framework components
4. IT4IT Value Streams
5. IT4IT Reference Architecture
6. About Architecture Center Ltd
7. References
Design your Business, Model your Architecture (presentation by Marc Lankhorst...Patrick Van Renterghem
Presentation by Marc Lankhorst of BiZZdesign at I.T. Works/LoQutus meetup on July 1st, 2014 @Vlerick School. See http://www.meetup.com/The-big-pICTure-how-ICT-changes-business-and-society/events/181256842/ for full details on this meetup.
The Toyota Way in Information Technology by Pierre Masai, VP & CIO of Toyota ...Institut Lean France
In his presentation "The Toyota Way in Information Technology – Lean IT and IT for the Lean Company" at the European lean IT Summit 2012, Pierre Masai explained how the Toyota Production System is applied to the IS function of Toyota Motor Europe, showing with a number of concrete examples how the principles of Just In Time and Jidoka are applied in an IS context, then more generally, how they are progressing on their journey to move from ‘lean IS’ to ‘IS enabled lean enterprise’.
More Lean IT presentations and videos on www.lean-it-summit.com
Best PMO in Europe 2019 - Triglav Group | FuturePMO 2019Wellingtone
Triglav Group won Best PMO in Europe 2019 in the PMO Global Awards (PMOGA). In this presentation, you can learn more about their journey to winning this prestigious award.
Wellingtone and FuturePMO is the UK Partner for the PMO Global Alliance. The PMO Global Awards take place at FuturePMO on an annual basis. www.FuturePMO.com
Microsoft Dynamics - SA Technologies Capability OverviewRajTalukdar2
Microsoft D365 ERP/ CRM End to End Business Solution for all the leading industry verticals and SA Technologies caters to Enterprises across the Globe.
please get in touch raj@satechglobal.com
US Desk: +1 (408) 724-9765
An overview of The Open Group IT4IT Reference Architecture. It is a vendor and product-agnostic value chain-based operating model for managing the business of IT. While providing guidance on the design, procurement and implementation of the functionality needed to run IT, it also enables the systematic tracking of the state of IT services across the service life-cycle.
Telecommunication Business Process - eTOM FlowsRobert Bratulic
For related eTOM Flows blog: https://modelitics.wordpress.com/2015/07/06/etom-process-flows-not-just-hierarchies
For related eTOM Flows lecture: https://www.youtube.com/watch?v=r62ZjpnjJI0
How to develop and govern a Technology Strategy in 10 weeksLeo Barella
This presentation covers the organizational layout, EA Services and EA Governance processes necessary to develop and govern a technology strategy effectively.
Effective Application Portfolio Management using ArchiMateCorso
Learn how innovative organizations can manage and optimize the application portfolio, releasing time and costs for more strategic and valuable programs.
Take a high-level look into:
• Understanding the cost of your IT estate
• Analyzing the impact of change to an application in your portfolio
• Visualizing application and technology roadmaps for future decision making
• Identify overlaps and gaps in IT capabilities
An overview of The Open Group IT4IT Reference Architecture. It is a vendor and product-agnostic value chain-based operating model for managing the business of IT. While providing guidance on the design, procurement and implementation of the functionality needed to run IT, it also enables the systematic tracking of the state of IT services across the service life-cycle using four value streams - Strategy to Portfolio, Request to Fulfill, Requirement to Deploy, and Detect to Correct.
Download presentation from http://opengroup.co.za/presentations
Introduction to Business Process Model and Notation (BPMN) - OSSCamp 2014OSSCube
BPMN is Method of illustrating business processes in the form of a diagram similar to a flowchart. Originally developed by the Business Process Management Initiative (BPMI).
Currently maintained by the Object Management Group (OMG). The current
version of BPMN is 2.0.
Design your Business, Model your Architecture (presentation by Marc Lankhorst...Patrick Van Renterghem
Presentation by Marc Lankhorst of BiZZdesign at I.T. Works/LoQutus meetup on July 1st, 2014 @Vlerick School. See http://www.meetup.com/The-big-pICTure-how-ICT-changes-business-and-society/events/181256842/ for full details on this meetup.
The Toyota Way in Information Technology by Pierre Masai, VP & CIO of Toyota ...Institut Lean France
In his presentation "The Toyota Way in Information Technology – Lean IT and IT for the Lean Company" at the European lean IT Summit 2012, Pierre Masai explained how the Toyota Production System is applied to the IS function of Toyota Motor Europe, showing with a number of concrete examples how the principles of Just In Time and Jidoka are applied in an IS context, then more generally, how they are progressing on their journey to move from ‘lean IS’ to ‘IS enabled lean enterprise’.
More Lean IT presentations and videos on www.lean-it-summit.com
Best PMO in Europe 2019 - Triglav Group | FuturePMO 2019Wellingtone
Triglav Group won Best PMO in Europe 2019 in the PMO Global Awards (PMOGA). In this presentation, you can learn more about their journey to winning this prestigious award.
Wellingtone and FuturePMO is the UK Partner for the PMO Global Alliance. The PMO Global Awards take place at FuturePMO on an annual basis. www.FuturePMO.com
Microsoft Dynamics - SA Technologies Capability OverviewRajTalukdar2
Microsoft D365 ERP/ CRM End to End Business Solution for all the leading industry verticals and SA Technologies caters to Enterprises across the Globe.
please get in touch raj@satechglobal.com
US Desk: +1 (408) 724-9765
An overview of The Open Group IT4IT Reference Architecture. It is a vendor and product-agnostic value chain-based operating model for managing the business of IT. While providing guidance on the design, procurement and implementation of the functionality needed to run IT, it also enables the systematic tracking of the state of IT services across the service life-cycle.
Telecommunication Business Process - eTOM FlowsRobert Bratulic
For related eTOM Flows blog: https://modelitics.wordpress.com/2015/07/06/etom-process-flows-not-just-hierarchies
For related eTOM Flows lecture: https://www.youtube.com/watch?v=r62ZjpnjJI0
How to develop and govern a Technology Strategy in 10 weeksLeo Barella
This presentation covers the organizational layout, EA Services and EA Governance processes necessary to develop and govern a technology strategy effectively.
Effective Application Portfolio Management using ArchiMateCorso
Learn how innovative organizations can manage and optimize the application portfolio, releasing time and costs for more strategic and valuable programs.
Take a high-level look into:
• Understanding the cost of your IT estate
• Analyzing the impact of change to an application in your portfolio
• Visualizing application and technology roadmaps for future decision making
• Identify overlaps and gaps in IT capabilities
An overview of The Open Group IT4IT Reference Architecture. It is a vendor and product-agnostic value chain-based operating model for managing the business of IT. While providing guidance on the design, procurement and implementation of the functionality needed to run IT, it also enables the systematic tracking of the state of IT services across the service life-cycle using four value streams - Strategy to Portfolio, Request to Fulfill, Requirement to Deploy, and Detect to Correct.
Download presentation from http://opengroup.co.za/presentations
Introduction to Business Process Model and Notation (BPMN) - OSSCamp 2014OSSCube
BPMN is Method of illustrating business processes in the form of a diagram similar to a flowchart. Originally developed by the Business Process Management Initiative (BPMI).
Currently maintained by the Object Management Group (OMG). The current
version of BPMN is 2.0.
2. Mikä on prosessi?
• Prosessi on sarja suoritettavia toimenpiteitä, jotka tuottavat ennalta
määritellyn lopputuloksen.
• Prosessissa tapahtumat ja suoritteet toistuvat
samankaltaisina, määritellystä näkökulmasta tarkasteltuna.
• Prosesseja pyritään mallintamaan (prosessikaavio) ja kehittämään, jotta
prosessin laatua ja tehokkuutta sekä tuottavuutta voitaisiin ohjata ja
parantaa.
• Esimerkkejä erilaisista prosesseista ovat esim, kehittämis-, koulutus-
, tuotekehitys-, valmistus- ja palveluprosessi
3. Prosessiajattelu leipomotyössä
• Tuotteen valmistuksen suunnittelu ja vaiheisiin pilkkominen
– Suunnitelmallinen työskentely
– Tehokas ajan ja energian käyttö
• Sarjatyö
– Vaiheittain työskentely
Tuntemalla tuotteen valmistusprosessin alusta
loppuun, ammattilainen kykenee yhdistämään työvaiheita
useiden eri tuotteiden valmistuksessa.
4. Prosessikaavio
• Prosessikaavio on prosessin vaiheita kuvaava
kaavakuva.
• Prosessikaaviossa vaiheet voidaan kuvata
tekstinä tai kuvina, jotka yhdistyvät toisiinsa
viivoin tai nuolin.
• Valmistusprosessia kuvaava kaavio on avoin
kaavio, jolla on alku- ja loppupiste.