The CIO Agenda: How to be Relevant in 2010

The Successful CIO

SLA &

ITIL

PMO &

PMI

IT

Gov.

BPM

© 2009 PSC Group, LLC

a Guide or Trailblazer


a good Guide?


What Makes Brett Favre Relevant?


Keys to Relevance


Accuracy


Accuracy vs. Precision


Perfection comes at a price

Accuracy vs. Precision

that is higher than accuracy


In the context of your business…


Process Based Projects


Process Based Projects

If you meet these criteria
you have an

INVESTMENT GRADE
PROJECT


Process Work Pays Big!


  My ﬁrst job

  In a recession

  Layoffs

  Implementing large capital
projects

  Capital spending freeze

  What I learned from Frank
Mesner…


Separate Business Analysis

from Project Execution

and Focus on

Investment Grade Projects


People rarely take notice

of consistency

But they do notice the

LACK of consistency


‘Practical Agile’

  Iterative, rapid application development

  Business involvement

  Useful, working output (code) at each iteration

  Realistic incorporation of late changes

  Old-school teamwork & collaboration

  An investment mentality/dialogue

  Simplicity


A Burndown Chart

A

B


Business Productivity


Technical Debt

E

B

A

C

F

D


Why is this
Important?

It requires
less shameless
promotion


in the REAL world

  Credit Card Fraud is a HUGE problem

  EVERYONE tracks how much it costs them

  You can NOT stop it after the fact

  You need to prevent it WHILE it is happening

  Reports don’t help – An active inline fraud system
was developed


How to be Relevant


6)  Social Computing

1)  Cloud Computing

7)  Security – Activity
2)  Advanced Analytics

Monitoring

3)  Client Computing

8)  Flash Memory

4)  IT for Green

9)  Virtualization for
5)  Reshaping the Data Availability

Center

10)  Mobile Applications


OVERVIEW CIO Project Evaluator
If you wish to learn more about
This simple tool can help you quantify the risk profile of a given project. It is not intended to be used as an innovative & practical ways to
absolute scoring mechanism – if it is it will not work for you. What this tool can be used for - very effectively - is the leverage technology - contact us:

WHITEPAPER
evaluation of incremental or comparative risk between your project alternatives. In time, this tool can also be used
PSC Group, LLC
to see if your average risk profile is migrating lower or higher. This can be indicative of changing business Jim Vaselopulos
conditions that are favorable or require attention from a political perspective. Perhaps the most useful application jimv@psclistens.com
of this tool is how it can be used to verify that you are entering each project having considered the fundamentals. 847.517.7200
In this way, you can ensure that you are having the proper business dialogue at the onset of each investment. www.psclistens.com

2009
WORKSHEET CIOprojeval.revA CIO Project Evaluator

What is this Project’s PROJECT NAME

Risk Profile? effective executives focus only on tasks that move their company forward; Information Command & Control™
everything else can wait! a different approach to managing information
by Jim Vaselopulos - Partner, PSC Group! March 2006
10 The project has a significant ROI 10 No defined objectives for a win Positives (+) Negatives (-)
10 It helps grow the business 10 No supportive business sponsor
10x 10x The most pronounced differentiator in Traditionally, a report is generated from
10 Is budgeted for success 10 Addresses a symptom not a cause
business today is information. The ability to your back-office system that lists customer past
5 It helps the company scale profitably 5 Limited impact to line of business 5x 5x quickly access, absorb, and process information due status with past due amounts in several ag-
into tangible market value is paramount in al-
!"#$"%#&'
ing buckets. This report is generated weekly or (%!'#)*+*,-)'(.)/0'1-)2*3-4/' A?% 3.0% :#$"% -.% *)&/'% 2./)% &;.0-%
5 It lowers business risk (interruption) 5 Requires cultural change for adoption most every industry. In many ways, informa- monthly. Typically, folks in accounting and ac- #''.<&D<)% S% ,/&(D(&*% :&3$% -.%
!"#$%#$%&%'#()%*#+*)%,#(-./#&*%-"&-%,*.-$%.0-%-")%$-&'1&/1%)(.'.2#(%(3(*)%450**%6&/7)-85)&/%6&/7)-9%#'%&%:&3%-"&-%"&$%;))'%/)()#<)1%:)**=%%%!")%#1)&%")/)%#$%-.%0$)%-"#$%1#&>/&2%-.%,*.-%.0-%/)&1#*3%
2x 2x *)<)/&>)%-)("'.*.>3%T%(.'-&(-%0$U%

5 Does not require rollout or re-training 5 Duration > stability of business process tion is&((),-)1%,&+)/'$%#'%-")%-3,#(&*%;0$#')$$%(3(*)%#'%./1)/%-.%#**0$-/&-)%:")'%#-%#$%;)$-%-.%#'<)$-%#'%()/-&#'%-3,)$%.?%,/.@)(-$=%look at these reports shortly
no longer there to just support the busi- counts receivable % %A-%$".0*1%;)%'.-)1%-"&-%-")%1#&>/&2%A$%'.-%-.%$(&*)%#'%-"&-%-")%50**%
2&/7)-%&,,)&/$%-.%;)%&$%*.'>%&$%-")%5)&/%2&/7)-%B%:"#("%#$%'.-%-3,#(&*=% %C"&-%#$%-.%;)%*)&/')1%?/.2%-"#$%,#(-0/)%#$%-"&-%-")%D2)%$,)'-%:"#*)%-")%;0$#')$$%#$%'.-%;)"&<#'>%#'%&%E#$7%F<)/$)%
15('63*789'::('
V#2%W&$)*.,0*.$%
ness, it has become the business. This is true after they are run. As the information flows
2)'-&*#-3%#$%FGCFHI%$,)'-%10/#'>%&%D2)%.?%"#>"%4./%JFI!9%;0$#')$$%&(D<#-3=%%A-%#$%&*$.%#2,./-&'-%-.%'.-)%-"&-%-")%A!%,/.@)(-$%-"&-%&/)%*#$-)1%/)K)(-%LM6FNL%,&+)/'$%B%NO!%:")'%-")3%$".0*1%;)% @#2<X,$(*#$-)'$=(.2%
0'1)/-&7)'=%%P'?./-0'&-)*3Q%D2#'>%#$%>)')/&**3%,../%;)(&0$)%2&'3%.?%-")%,/.@)(-$%/)R0)$-)1%10/#'>%-")%JFI!%,)/#.1%/)R0#/)%;0$#')$$%#'<.*<)2)'-%&-%&%D2)%:")'%-")3%"&<)%-")%*)&$-%&2.0'-%
2 It helps retain key employees/assets 2 Can not quantify success 1x 1x for both service and product-based businesses. further away from the accounting department
.?%&<&#*&;*)%/)$.0/()$=%%A-%#$%".,)1%-"&-%-"#$%1#&>/&2%:#**%")*,%?.$-)/%;)+)/%1#$(0$$#.'$%:#-"%-")%;0$#')$$%/)>&/1#'>%#'<)$-2)'-%(.'$#1)/&D.'$%&-%&%D2)%:")'%-")3%:#**%3#)*1%2)&'#'>?0*%("&'>)=%
YZ[=][=[^__%
:::=,$(*#$-)'$=(.2%

the chances that these reports are utilized in a
2 Business process is well understood 2 Unrealistic expectations anywhere To determine how well your business is

2 Is using proven technology 2 No time/budget for POC or discovery
- managing its information, you need to answer
timely fashion is remote.
this question. Are you getting the right infor- How often will the customer service or sales
RISK PROFILE mation to the right people, at the right time, representative actually see this information be-
1 Lowers IT costs 1 It’s work outside your comfort zone
and in the right place? The art of achieving fore they field a question, generate a quote or
1 Is mandated or for compliance 1 Using newer technology © 2008 Copyright PSC Group, LLC this goal is something we call Information negotiate a concession based on late delivery?
http://www.psclistens.com
Based on the designs of David Seah Command & Control™.
1 Good for morale 1 Getting there will be unpleasant http://www.davidseah.com
That is why Information Command and
When you consider command and control Control™ is not about data warehouses and
it is easy to think about huge data warehouses, reports, it is about providing information in
2009
WORKSHEET CIOprojeval.revA CIO Project Evaluator

business reporting engines and the traditional context. Making sure that business rules flag
What is this Project’s PROJECT NAME
tools that have powered corporate IT depart- past due accounts and visibly alert an estimator

Risk Profile? effective executives focus only on tasks that move their company forward;
everything else can wait!
ments for decades. What we are talking about
is something different.
during the quoting process makes for more
profitable decisions.

It’s all about Context Likewise, providing key real-time customer
10 The project has a significant ROI 10 No defined objectives for a win Positives (+) Negatives (-)
metrics such as past due status, on-time delivery
Information Command & Control™ is
10 It helps grow the business 10 No supportive business sponsor and order tracking via Blackberry to a sales
10x 10x about CONTEXT. If you can provide the
person sitting in the parking lot of their next
10 Is budgeted for success 10 Addresses a symptom not a cause right information at the right time, in the right
appointment enables them to negotiate the best
place, to the right person and in the correct
5 It helps the company scale profitably 5 Limited impact to line of business 5x 5x outcome for their firm.
format – you have provided that information in
5 It lowers business risk (interruption) 5 Requires cultural change for adoption context. Hence, the delivery mechanisms are Time Travel
2x 2x as important as the information itself.
5 Does not require rollout or re-training 5 Duration > stability of business process So we know that getting information to
As an example, let’s take a look at a simple people where they are and when they need it is
2 It helps retain key employees/assets 2 Can not quantify success 1x 1x piece of information that is stored in almost important. But the biggest opportunity enabled
every legacy business system – customer past by contextual communications is related to the
2 Business process is well understood 2 Unrealistic expectations anywhere

2 Is using proven technology 2 No time/budget for POC or discovery
- due aging.

RISK PROFILE 1" www.psclistens.com! © Copyright 2005-2009, PSC Group, LLC
`%^__a%bIc%d/.0,Q%GGc%

1 Lowers IT costs 1 It’s work outside your comfort zone

1 Is mandated or for compliance 1 Using newer technology © 2008 Copyright PSC Group, LLC
http://www.psclistens.com
Based on the designs of David Seah
1 Good for morale 1 Getting there will be unpleasant http://www.davidseah.com


The CIO Agenda: How to be Relevant in 2010

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