Operating Model PowerPoint Presentation Slides SlideTeam
Access our 20 slides operating model PowerPoint deck that has been designed for the professional working in the corporate firms. In business sector, an operating model is a visual display of how a company pays attention to its internal and external customers. The presentation deck comes with 10 operating model designs from which you can choose the desired one that meets your business requirement. You can create an innovative PPT using these designs as these are designed to meet the purpose of businesses. An operating model helps to define how the company is operating now and how they are looking to manage business operations in the future. Every leading organization has some policy to accomplish the business objectives and you can describe your operations strategy using our presentation deck. The PowerPoint designs have been crafted by our team of creative and experienced designers who have understanding about the topic and about the designs that work in the business community. Download and then you use them to share the information in the most professional way. Our Operating Model PowerPoint Presentation Slides give you the break. Get the chance you have been dreaming of.
IT4IT: Realize a Digital Strategy with ServiceNowZenoss
ServiceNow's Senior Product Manager, Mark Bodman, presents IT4IT: Realize a Digital Strategy with ServiceNow.
Access the full presentation recordings for GalaxZ17 here: http://ow.ly/WyBu30cakk0
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.
DMBOK 2.0 and other frameworks including TOGAF & COBIT - keynote from DAMA Au...Christopher Bradley
DAMA DMBoK 2.0 keynote presentation at DAMA Australia November 2013.
Overview of DMBOK, what's different in 2.0, and how the DMBOK co-exists and successfully interoperates with other frameworks such as TOGAF and COBIT
Updated with revised DMBoK 2 release date
chris.bradley@dmadvisors.co.uk
Operating Model PowerPoint Presentation Slides SlideTeam
Access our 20 slides operating model PowerPoint deck that has been designed for the professional working in the corporate firms. In business sector, an operating model is a visual display of how a company pays attention to its internal and external customers. The presentation deck comes with 10 operating model designs from which you can choose the desired one that meets your business requirement. You can create an innovative PPT using these designs as these are designed to meet the purpose of businesses. An operating model helps to define how the company is operating now and how they are looking to manage business operations in the future. Every leading organization has some policy to accomplish the business objectives and you can describe your operations strategy using our presentation deck. The PowerPoint designs have been crafted by our team of creative and experienced designers who have understanding about the topic and about the designs that work in the business community. Download and then you use them to share the information in the most professional way. Our Operating Model PowerPoint Presentation Slides give you the break. Get the chance you have been dreaming of.
IT4IT: Realize a Digital Strategy with ServiceNowZenoss
ServiceNow's Senior Product Manager, Mark Bodman, presents IT4IT: Realize a Digital Strategy with ServiceNow.
Access the full presentation recordings for GalaxZ17 here: http://ow.ly/WyBu30cakk0
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.
DMBOK 2.0 and other frameworks including TOGAF & COBIT - keynote from DAMA Au...Christopher Bradley
DAMA DMBoK 2.0 keynote presentation at DAMA Australia November 2013.
Overview of DMBOK, what's different in 2.0, and how the DMBOK co-exists and successfully interoperates with other frameworks such as TOGAF and COBIT
Updated with revised DMBoK 2 release date
chris.bradley@dmadvisors.co.uk
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
What is the Value of Mature Enterprise Architecture TOGAFxavblai
Judith Jones received the Open Group award for Outstanding Contributions to the development of TOGAF 9 at 19th Open Group Enterprise Architecture Practitioners Conference Chicago - July 21-23, 2008. Former CEO of Architecting the Enterprise which has been a member of The Open Group for 6 years, she is personnally involved since 1997. As an active member of The Open Group and she is a major contributor and an editor of TOGAF 7, 8 and 9 as well as leading TOGAF projects for localisation, case studies, ADML, synergy and collaboration projects.
http://www.opengroup.org/member/member-spotlight-jones.htm
Digital Transformation And Solution ArchitectureAlan McSweeney
Digital strategy is a statement about the organisation’s digital positioning, competitors and customer and collaborator needs and behaviour to achieve a direction for innovation, communication, transaction and promotion. Digital strategy needs to be defined in the same framework structure as the proposed digital architecture platform.
Achieving the target digital organisation means deploying solutions that enable the digital architecture. Solution architecture needs to design solutions that fit into the target digital architecture framework. This requires:
• Solution architecture team operating in an integrated manner designing solutions to a set of common standards and that run on the platform
• Solution architecture team leadership ensuring solutions conform to the common standards
• Solution architecture technical leadership to develop and maintain common solution design standards
• Solution architecture updates the digital reference architecture based on solution design experience
Digital solution design requires greater discipline to create an integrated set solutions that operate within the rigour of the digital architecture framework. The solution architecture function must interact with other IT architecture disciplines to ensure the set of solutions that implement the digital framework operate together. This requires greater solution architecture team leadership. This needs to be supplemented and supported by a well-defined set of digital solution design standards.
This follows-on from the previous presentation: Digital Transformation And Enterprise Architecture
https://www.slideshare.net/alanmcsweeney/digital-transformation-and-enterprise-architecture.
Digital Transformation And Enterprise ArchitectureAlan McSweeney
Digital transformation - extending and exposing business processes outside the organisation - by implementing a digital strategy – a statement about the organisation’s digital positioning, operating model, competitors and customer and collaborator needs and behaviour through the delivery of digital solutions defined in a digital architecture – a future state application, data and technology view to achieve digital operating status - is potentially (very) complex.
Digital architecture does not exist in isolation entirely separate from an organisation’s overall enterprise architecture. Digital architecture must exist within the within the wider enterprise architecture context.
Enterprise architecture provides the tools and the approaches to manage the complexity of digital transformation.
The management function that drives digital transformation needs to involve the enterprise architecture function in the design and implementation of digital strategy and organisation, process and policies and the creation of a digital architecture. Management must appreciate the technology focus and the benefits of an enterprise architecture approach.
The early involvement of enterprise architecture increases successes and reduces failures. Management must trust and involve enterprise architecture. The enterprise architecture function must accept and rise to the challenge and deliver. The enterprise architecture function must allow its value to be measured.
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.
What if your finance organization had a faster, simpler way to transform operational transactions into meaningful insight? View this slide deck with Workday and KPMG as we explore new technologies and solutions for streamlining the analysis of vast amounts of data in the changing world of finance.
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants after more than 3,000 hours of work. It shares our combined 100+ years of experience advising executive teams around the world. It includes all the Frameworks, Best Practices & Templates required to successfully implement an operating model and organization design initiative, and make your strategy happen.
Post Merger Integration Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 2000 hours of work. It is considered the world's best & most comprehensive Post Merger Integration Toolkit. It includes all the Frameworks, Tools & Templates required to increase the value creation of your Mergers & Acquisitions. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
You can receive our Powerpoint slides by sharing this presentation and submitting your email at www.slidebooks.com | Digital Transformation Strategy Template and Training | By ex-Deloitte and McKinsey Consultants
Partnering with Workday on Your Skills Transformation JourneyWorkday, Inc.
How well do you understand the skills of your workforce? With new technologies, reimagined roles, redefined work, and widening skills gaps, it’s critical you can assess current experience as well as develop necessary skills.
View this slide deck to discover how to:
Use skills analytics, insight, and discovery to understand your workforce
Establish a skills platform and design a workforce skills strategy
Create a skills experience for your people and your organization
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
What is the Value of Mature Enterprise Architecture TOGAFxavblai
Judith Jones received the Open Group award for Outstanding Contributions to the development of TOGAF 9 at 19th Open Group Enterprise Architecture Practitioners Conference Chicago - July 21-23, 2008. Former CEO of Architecting the Enterprise which has been a member of The Open Group for 6 years, she is personnally involved since 1997. As an active member of The Open Group and she is a major contributor and an editor of TOGAF 7, 8 and 9 as well as leading TOGAF projects for localisation, case studies, ADML, synergy and collaboration projects.
http://www.opengroup.org/member/member-spotlight-jones.htm
Digital Transformation And Solution ArchitectureAlan McSweeney
Digital strategy is a statement about the organisation’s digital positioning, competitors and customer and collaborator needs and behaviour to achieve a direction for innovation, communication, transaction and promotion. Digital strategy needs to be defined in the same framework structure as the proposed digital architecture platform.
Achieving the target digital organisation means deploying solutions that enable the digital architecture. Solution architecture needs to design solutions that fit into the target digital architecture framework. This requires:
• Solution architecture team operating in an integrated manner designing solutions to a set of common standards and that run on the platform
• Solution architecture team leadership ensuring solutions conform to the common standards
• Solution architecture technical leadership to develop and maintain common solution design standards
• Solution architecture updates the digital reference architecture based on solution design experience
Digital solution design requires greater discipline to create an integrated set solutions that operate within the rigour of the digital architecture framework. The solution architecture function must interact with other IT architecture disciplines to ensure the set of solutions that implement the digital framework operate together. This requires greater solution architecture team leadership. This needs to be supplemented and supported by a well-defined set of digital solution design standards.
This follows-on from the previous presentation: Digital Transformation And Enterprise Architecture
https://www.slideshare.net/alanmcsweeney/digital-transformation-and-enterprise-architecture.
Digital Transformation And Enterprise ArchitectureAlan McSweeney
Digital transformation - extending and exposing business processes outside the organisation - by implementing a digital strategy – a statement about the organisation’s digital positioning, operating model, competitors and customer and collaborator needs and behaviour through the delivery of digital solutions defined in a digital architecture – a future state application, data and technology view to achieve digital operating status - is potentially (very) complex.
Digital architecture does not exist in isolation entirely separate from an organisation’s overall enterprise architecture. Digital architecture must exist within the within the wider enterprise architecture context.
Enterprise architecture provides the tools and the approaches to manage the complexity of digital transformation.
The management function that drives digital transformation needs to involve the enterprise architecture function in the design and implementation of digital strategy and organisation, process and policies and the creation of a digital architecture. Management must appreciate the technology focus and the benefits of an enterprise architecture approach.
The early involvement of enterprise architecture increases successes and reduces failures. Management must trust and involve enterprise architecture. The enterprise architecture function must accept and rise to the challenge and deliver. The enterprise architecture function must allow its value to be measured.
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.
What if your finance organization had a faster, simpler way to transform operational transactions into meaningful insight? View this slide deck with Workday and KPMG as we explore new technologies and solutions for streamlining the analysis of vast amounts of data in the changing world of finance.
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants after more than 3,000 hours of work. It shares our combined 100+ years of experience advising executive teams around the world. It includes all the Frameworks, Best Practices & Templates required to successfully implement an operating model and organization design initiative, and make your strategy happen.
Post Merger Integration Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 2000 hours of work. It is considered the world's best & most comprehensive Post Merger Integration Toolkit. It includes all the Frameworks, Tools & Templates required to increase the value creation of your Mergers & Acquisitions. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
You can receive our Powerpoint slides by sharing this presentation and submitting your email at www.slidebooks.com | Digital Transformation Strategy Template and Training | By ex-Deloitte and McKinsey Consultants
Partnering with Workday on Your Skills Transformation JourneyWorkday, Inc.
How well do you understand the skills of your workforce? With new technologies, reimagined roles, redefined work, and widening skills gaps, it’s critical you can assess current experience as well as develop necessary skills.
View this slide deck to discover how to:
Use skills analytics, insight, and discovery to understand your workforce
Establish a skills platform and design a workforce skills strategy
Create a skills experience for your people and your organization
Thinking tool to facilitate the understanding and decision on the intent, baseline, gaps, action and resources in planning strategically e-services in government.
EA - Gaining And Retaining Stakeholder Buy InRuss Gibfried
Open Group presenation that takes a hands-on look at the challenges of starting an EA practice and real life tips and tricks necessary for maintaining critical stakeholder support. To be successful, an EA practice must employ a strong framework and processes, but there are often on the ground realities required to keep stakeholders informed and supportive of the EA directive.
How to implement measurements to drive valueOMNINET USA
Slides belonging to a BrighTalk presentation given by David Smith, president of Micromation.
How to Implement Measurements to drive value
Improve the "Business of IT" by using a measurement framework and metrics that matter most.
Metrics are important to management. What's not measured cannot be managed. But what should be measured, why and how?
If you're experiencing any of these symptoms, then this session is for you:
• not sure what to measure
• not sure how to measure
• IT metrics don't seem to support business goals
• too busy fighting fires to become more proactive
• measure too many things already
• business/IT goals not measured
• priorities focus on noise vs. what's important
• customer complaints drive improvements
• efficiency, effectiveness, quality not well understood
• reduced visibility resulting in loss of control
• not sure who needs what level of detail
Learning Objectives:
Metrics validate your IT strategy and vision; provide direction with targets and metrics; justify changes with a means to gauge value-realized; signal when to intervene with corrective actions.
Hear case studies and examples that help you improve alignment, meet compliance and drive service excellence.
Learn the secrets of how measurement frameworks works and take away a roadmap with actionable steps. Let's get IT started.
Managing cost and realising benefits from your SAP HCM or other HR systemSven Ringling
Conference presentation: clear process to clean up the investment portfolio from any HRIS (HR information system) using SAP HCM as an example. How to reduce cost and maximise benefits from IT in HR.
EFQM Excellence Model for Corporate Data Quality Management (CDQM)Boris Otto
This presentation gives an overview of the EFQM Execellence Model for Corporate Data Quality. The model supports the assessment of the maturity of enterprise-wide data quality management capabilities in multinational corporations. It was developed by the Competence Center Corporate Data Quality, a consortium research project at the University of St. Gallen, Switzerland.
The presentation was given at the Business Academic Exchange workshop at the 17th Americas Conference on Information Systems (AMCIS 2011) in Detroit, MI.
The data architecture of solutions is frequently not given the attention it deserves or needs. Frequently, too little attention is paid to designing and specifying the data architecture within individual solutions and their constituent components. This is due to the behaviours of both solution architects ad data architects.
Solution architecture tends to concern itself with functional, technology and software components of the solution
Data architecture tends not to get involved with the data aspects of technology solutions, leaving a data architecture gap. Combined with the gap where data architecture tends not to get involved with the data aspects of technology solutions, there is also frequently a solution architecture data gap. Solution architecture also frequently omits the detail of data aspects of solutions leading to a solution data architecture gap. These gaps result in a data blind spot for the organisation.
Data architecture tends to concern itself with post-individual solutions. Data architecture needs to shift left into the domain of solutions and their data and more actively engage with the data dimensions of individual solutions. Data architecture can provide the lead in sealing these data gaps through a shift-left of its scope and activities as well providing standards and common data tooling for solution data architecture
The objective of data design for solutions is the same as that for overall solution design:
• To capture sufficient information to enable the solution design to be implemented
• To unambiguously define the data requirements of the solution and to confirm and agree those requirements with the target solution consumers
• To ensure that the implemented solution meets the requirements of the solution consumers and that no deviations have taken place during the solution implementation journey
Solution data architecture avoids problems with solution operation and use:
• Poor and inconsistent data quality
• Poor performance, throughput, response times and scalability
• Poorly designed data structures can lead to long data update times leading to long response times, affecting solution usability, loss of productivity and transaction abandonment
• Poor reporting and analysis
• Poor data integration
• Poor solution serviceability and maintainability
• Manual workarounds for data integration, data extract for reporting and analysis
Data-design-related solution problems frequently become evident and manifest themselves only after the solution goes live. The benefits of solution data architecture are not always evident initially.
Solution Architecture and Solution Estimation.pdfAlan McSweeney
Solution architects and the solution architecture function are ideally placed to create solution delivery estimates
Solution architects have the knowledge and understanding of the solution constituent component and structure that is needed to create solution estimate:
• Knowledge of solution options
• Knowledge of solution component structure to define a solution breakdown structure
• Knowledge of available components and the options for reuse
• Knowledge of specific solution delivery constraints and standards that both control and restrain solution options
Accurate solution delivery estimates are need to understand the likely cost/resources/time/options needed to implement a new solution within the context of a range of solutions and solution options. These estimates are a key input to investment management and making effective decisions on the portfolio of solutions to implement. They enable informed decision-making as part of IT investment management.
An estimate is not a single value. It is a range of values depending on a number of conditional factors such level of knowledge, certainty, complexity and risk. The range will narrow as the level of knowledge and uncertainty decreases
There is no easy or magic way to create solution estimates. You have to engage with the complexity of the solution and its components. The more effort that is expended the more accurate the results of the estimation process will be. But there is always a need to create estimates (reasonably) quickly so a balance is needed between effort and quality of results.
The notes describe a structured solution estimation process and an associated template. They also describe the wider context of solution estimates in terms of IT investment and value management and control.
Validating COVID-19 Mortality Data and Deaths for Ireland March 2020 – March ...Alan McSweeney
This analysis seeks to validate published COVID-19 mortality statistics using mortality data derived from general mortality statistics, mortality estimated from population size and mortality rates and death notice data
Analysis of the Numbers of Catholic Clergy and Members of Religious in Irelan...Alan McSweeney
This analysis looks at the changes in the numbers of priests and nuns in Ireland for the years 1926 to 2016. It combines data from a range of sources to show the decline in the numbers of priests and nuns and their increasing age profile.
This analysis consists of the following sections:
• Summary - this highlights some of the salient points in the analysis.
• Overview of Analysis - this describes the approach taken in this analysis.
• Context – this provides background information on the number of Catholics in Ireland as a context to this analysis.
• Analysis of Census Data 1926 – 2016 - this analyses occupation age profile data for priests and nuns. It also includes sample projections on the numbers of priests and nuns.
• Analysis of Catholic Religious Mortality 2014-2021 - this analyses death notice data from RIP.ie to shows the numbers of priests and nuns that have died in the years 2014 to 2021. It also looks at deaths of Irish priests and nuns outside Ireland and at the numbers of countries where Irish priests and nuns have worked.
• Analysis of Data on Catholic Clergy From Other Sources - this analyses data on priests and nuns from other sources.
• Notes on Data Sources and Data Processing - this lists the data sources used in this analysis.
IT Architecture’s Role In Solving Technical Debt.pdfAlan McSweeney
Technical debt is an overworked term without an effective and common agreed understanding of what exactly it is, what causes it, what are its consequences, how to assess it and what to do about it.
Technical debt is the sum of additional direct and indirect implementation and operational costs incurred and risks and vulnerabilities created because of sub-optimal solution design and delivery decisions.
Technical debt is the sum of all the consequences of all the circumventions, budget reduction, time pressure, lack of knowledge, manual workarounds, short-cuts, avoidance, poor design and delivery quality and decisions to remove elements from solution scope and failure to provide foundational and backbone solution infrastructure.
Technical debt leads to a negative feedback cycle with short solution lifespan, earlier solution replacement and short-term tactical remedial actions.
All the disciplines within IT architecture have a role to play in promoting an understanding of and in the identification of how to resolve technical debt. IT architecture can provide the leadership in both remediating existing technical debt and preventing future debt.
Failing to take a complete view of the technical debt within the organisation means problems and risks remained unrecognised and unaddressed. The real scope of the problem is substantially underestimated. Technical debt is always much more than poorly written software.
Technical debt can introduce security risks and vulnerabilities into the organisation’s solution landscape. Failure to address technical debt leaves exploitable security risks and vulnerabilities in place.
Shadow IT or ghost IT is a largely unrecognised source of technical debt including security risks and vulnerabilities. Shadow IT is the consequence of a set of reactions by business functions to an actual or perceived inability or unwillingness of the IT function to respond to business needs for IT solutions. Shadow IT is frequently needed to make up for gaps in core business solutions, supplementing incomplete solutions and providing omitted functionality.
Solution Architecture And Solution SecurityAlan McSweeney
This describes an approach to embedding security within the technology solution landscape. It describes a security model that encompasses the range of individual solution components up to the entire solution landscape. The solution security model allows the security status of a solution and its constituent delivery and operational components to be tracked wherever those components are located. This provides an integrated approach to solution security across all solution components and across the entire organisation topology of solutions. It allows the solution architect to validate the security of an individual solution. It enables the security status of the entire solution landscape to be assessed and recorded. Solution security is a wicked problem because there is no certainly about when the problem has been resolved and a state of security has been achieved. The security state of a solution can just be expressed along a subjective spectrum of better or worse rather than a binary true or false. Solution security can have negative consequences: prevents types of access, limits availability in different ways, restricts functionality provided, makes solution harder to use, lengthens solution delivery times, increases costs along the entire solution lifecycle, leads to loss of usability, utility and rate of use.
Data Privatisation, Data Anonymisation, Data Pseudonymisation and Differentia...Alan McSweeney
This paper describes how technologies such as data pseudonymisation and differential privacy technology enables access to sensitive data and unlocks data opportunities and value while ensuring compliance with data privacy legislation and regulations.
Data Privatisation, Data Anonymisation, Data Pseudonymisation and Differentia...Alan McSweeney
Your data has value to your organisation and to relevant data sharing partners. It has been expensively obtained. It represents a valuable asset on which a return must be generated. To achieve the value inherent in the data you need to be able to make it appropriately available to others, both within and outside the organisation.
Organisations are frequently data rich and information poor, lacking the skills, experience and resources to convert raw data into value.
These notes outline technology approaches to achieving compliance with data privacy regulations and legislation while providing access to data.
There are different routes to making data accessible and shareable within and outside the organisation without compromising compliance with data protection legislation and regulations and removing the risk associated with allowing access to personal data:
• Differential Privacy – source data is summarised and individual personal references are removed. The one-to-one correspondence between original and transformed data has been removed
• Anonymisation – identifying data is destroyed and cannot be recovered so individual cannot be identified. There is still a one-to-one correspondence between original and transformed data
• Pseudonymisation – identifying data is encrypted and recovery data/token is stored securely elsewhere. There is still a one-to-one correspondence between original and transformed data
These technologies and approaches are not mutually exclusive – each is appropriate to differing data sharing and data access use cases
The data privacy regulatory and legislative landscape is complex and getting even more complex so an approach to data access and sharing that embeds compliance as a matter of course is required.
Appropriate technology appropriately implemented and operated is a means of managing and reducing risks of re-identification by making the time, skills, resources and money necessary to achieve this unrealistic.
Technology is part of a risk management approach to data privacy. There is wider operational data sharing and data privacy framework that includes technology aspects, among other key areas. Using these technologies will embed such compliance by design into your data sharing and access facilities. This will allow you to realise value from your data successfully.
Solution architects must be aware of the need for solution security and of the need to have enterprise-level controls that solutions can adopt.
The sets of components that comprise the extended solution landscape, including those components that provide common or shared functionality, are located in different zones, each with different security characteristics.
The functional and operational design of any solution and therefore its security will include many of these components, including those inherited by the solution or common components used by the solution.
The complete solution security view should refer explicitly to the components and their controls.
While each individual solution should be able to inherit the security controls provided by these components, the solution design should include explicit reference to them for completeness and to avoid unvalidated assumptions.
There is a common and generalised set of components, many of which are shared, within the wider solution topology that should be considered when assessing overall solution architecture and solution security.
Individual solutions must be able to inherit security controls, facilities and standards from common enterprise-level controls, standards, toolsets and frameworks.
Individual solutions must not be forced to implement individual infrastructural security facilities and controls. This is wasteful of solution implementation resources, results in multiple non-standard approaches to security and represents a security risk to the organisation.
The extended solution landscape potentially consists of a large number of interacting components and entities located in different zones, each with different security profiles, requirements and concerns. Different security concerns and therefore controls apply to each of these components.
Solution security is not covered by a single control. It involves multiple overlapping sets of controls providing layers of security.
Solution Architecture And (Robotic) Process Automation SolutionsAlan McSweeney
Automation is a technology trend IT architects should be aware of and know how to respond to business requests as well as recommend automation technologies and solutions where appropriate. Automation is a bigger topic than just RPA (Robotic Process Automation).
Automation solutions, like all other technology solutions, should be subject to an architecture and design process. There are many approaches to and options for the automation of business activities. Too often automation solutions are tactical applications layered over existing business systems
The objective of all IT solutions is to automate manual business processes and their activities to a certain extent. The requirement for RPA-type applications arises in part because of automation failures within existing applications or the need to automate the interactions with or integrations between separate, possibly legacy, applications.
One of the roles of IT architecture is to always seek to take the wider architectural view and to ensure that solutions are designed and delivered within a strategic framework to avoid, as much as is practical and realistic, short-term tactical solutions and approaches that lead to an accumulation of design, operations and support debt. Tactical solutions will always play a part in the organisation’s solution landscape.
The objective of these notes is to put automation into its wider and larger IT architecture context while accepting the need for tactical approaches in some instances.
These notes cover the following topics:
• Solution And Process Automation – The Wider Technology And Approach Landscape
• Business Processes, Business Solutions And Automation
• Organisation Process Model
• Strategic And Tactical Automation
• Deciding On The Scope Of Automation
• Digital Strategy, Digital Transformation And Automation
• Specifying The Automation Solution
• Business Process Model and Notation (BPMN)
• Sample Business Process – Order To Cash
• RPA (Robotic Process Automation)
Data Profiling, Data Catalogs and Metadata HarmonisationAlan McSweeney
These notes discuss the related topics of Data Profiling, Data Catalogs and Metadata Harmonisation. It describes a detailed structure for data profiling activities. It identifies various open source and commercial tools and data profiling algorithms. Data profiling is a necessary pre-requisite activity in order to construct a data catalog. A data catalog makes an organisation’s data more discoverable. The data collected during data profiling forms the metadata contained in the data catalog. This assists with ensuring data quality. It is also a necessary activity for Master Data Management initiatives. These notes describe a metadata structure and provide details on metadata standards and sources.
Comparison of COVID-19 Mortality Data and Deaths for Ireland March 2020 – Mar...Alan McSweeney
This document compares published COVID-19 mortality statistics for Ireland with publicly available mortality data extracted from informal public data sources. This mortality data is taken from published death notices on the web site www.rip.ie. This is used a substitute for poor quality and long-delayed officially published mortality statistics.
Death notice information on the web site www.rip.ie is available immediately and contains information at a greater level of detail than published statistics. There is a substantial lag in officially published mortality data and the level of detail is very low. However, the extraction of death notice data and its conversion into a usable and accurate format requires a great deal of processing.
The objective of this analysis is to assess the accuracy of published COVID-19 mortality statistics by comparing trends in mortality over the years 2014 to 2020 with both numbers of deaths recorded from 2020 to 2021 and the COVID-19 statistics. It compares number of deaths for the seven 13-month intervals:
1. Mar 2014 - Mar 2015
2. Mar 2015 - Mar 2016
3. Mar 2016 - Mar 2017
4. Mar 2017 - Mar 2018
5. Mar 2018 - Mar 2019
6. Mar 2019 - Mar 2020
7. Mar 2020 - Mar 2021
It focuses on the seventh interval which is when COVID-19 deaths have occurred. It combines an analysis of mortality trends with details on COVID-19 deaths. This is a fairly simplistic analysis that looks to cross-check COVID-19 death statistics using data from other sources.
The subject of what constitutes a death from COVID-19 is controversial. This analysis is not concerned with addressing this controversy. It is concerned with comparing mortality data from a number of sources to identify potential discrepancies. It may be the case that while the total apparent excess number of deaths over an interval is less than the published number of COVID-19 deaths, the consequence of COVID-19 is to accelerate deaths that might have occurred later in the measurement interval.
Accurate data is needed to make informed decisions. Clearly there are issues with Irish COVID-19 mortality data. Accurate data is also needed to ensure public confidence in decision-making. Where this published data is inaccurate, this can lead of a loss of this confidence that can exploited.
Analysis of Decentralised, Distributed Decision-Making For Optimising Domesti...Alan McSweeney
This analysis looks at the potential impact that large numbers of electric vehicles could have on electricity demand, electricity generation capacity and on the electricity transmission and distribution grid in Ireland. It combines data from a number of sources – electricity usage patterns, vehicle usage patterns, electric vehicle current and possible future market share – to assess the potential impact of electric vehicles.
It then analyses a possible approach to electric vehicle charging where the domestic charging unit has some degree of decentralised intelligence and decision-making capability in deciding when to start vehicle charging to minimise electricity usage impact and optimise electricity generation usage.
The potential problem to be addressed is that if large numbers of electric cars are plugged-in and charging starts immediately when the drivers of those cars arrive home, the impact on demand for electricity will be substantial.
Operational Risk Management Data Validation ArchitectureAlan McSweeney
This describes a structured approach to validating data used to construct and use an operational risk model. It details an integrated approach to operational risk data involving three components:
1. Using the Open Group FAIR (Factor Analysis of Information Risk) risk taxonomy to create a risk data model that reflects the required data needed to assess operational risk
2. Using the DMBOK model to define a risk data capability framework to assess the quality and accuracy of risk data
3. Applying standard fault analysis approaches - Fault Tree Analysis (FTA) and Failure Mode and Effect Analysis (FMEA) - to the risk data capability framework to understand the possible causes of risk data failures within the risk model definition, operation and use
Data Integration, Access, Flow, Exchange, Transfer, Load And Extract Architec...Alan McSweeney
These notes describe a generalised data integration architecture framework and set of capabilities.
With many organisations, data integration tends to have evolved over time with many solution-specific tactical approaches implemented. The consequence of this is that there is frequently a mixed, inconsistent data integration topography. Data integrations are often poorly understood, undocumented and difficult to support, maintain and enhance.
Data interoperability and solution interoperability are closely related – you cannot have effective solution interoperability without data interoperability.
Data integration has multiple meanings and multiple ways of being used such as:
- Integration in terms of handling data transfers, exchanges, requests for information using a variety of information movement technologies
- Integration in terms of migrating data from a source to a target system and/or loading data into a target system
- Integration in terms of aggregating data from multiple sources and creating one source, with possibly date and time dimensions added to the integrated data, for reporting and analytics
- Integration in terms of synchronising two data sources or regularly extracting data from one data sources to update a target
- Integration in terms of service orientation and API management to provide access to raw data or the results of processing
There are two aspects to data integration:
1. Operational Integration – allow data to move from one operational system and its data store to another
2. Analytic Integration – move data from operational systems and their data stores into a common structure for analysis
Ireland 2019 and 2020 Compared - Individual ChartsAlan McSweeney
This analysis compares some data areas - Economy, Crime, Aviation, Energy, Transport, Health, Mortality. Housing and Construction - for Ireland for the years 2019 and 2020, illustrating the changes that have occurred between the two years. It shows some of the impacts of COVID-19 and of actions taken in response to it, such as the various lockdowns and other restrictions.
The first lockdown clearly had major changes on many aspects of Irish society. The third lockdown which began at the end of the period analysed will have as great an impact as the first lockdown.
The consequences of the events and actions that have causes these impacts could be felt for some time into the future.
Analysis of Irish Mortality Using Public Data Sources 2014-2020Alan McSweeney
This describes the use of published death notices on the web site www.rip.ie as a substitute to officially published mortality statistics. This analysis uses data from RIP.ie for the years 2014 to 2020.
Death notice information is available immediately and contains information at a greater level of detail than published statistics. There is a substantial lag in officially published mortality data.
This analysis compares some data areas - Economy, Crime, Aviation, Energy, Transport, Health, Mortality. Housing and Construction - for Ireland for the years 2019 and 2020, illustrating the changes that have occurred between the two years. It shows some of the impacts of COVID-19 and of actions taken in response to it, such as the various lockdowns and other restrictions.
The first lockdown clearly had major changes on many aspects of Irish society. The third lockdown which began at the end of the period analysed will have as great an impact as the first lockdown.
The consequences of the events and actions that have causes these impacts could be felt for some time into the future.
Critical Review of Open Group IT4IT Reference ArchitectureAlan McSweeney
This reviews the Open Group’s IT4IT Reference Architecture (https://www.opengroup.org/it4it) with respect to other operational frameworks to determine its suitability and applicability to the IT operating function.
IT4IT is intended to be a reference architecture for the management of the IT function. It aims to take a value chain approach to create a model of the functions that IT performs and the services it provides to assist organisations in the identification of the activities that contribute to business competitiveness. It is intended to be an integrated framework for the management of IT that emphasises IT service lifecycles.
This paper reviews what is meant by a value-chain, with special reference to the Supply Chain Operations Reference (SCOR) model (https://www.apics.org/apics-for-business/frameworks/scor). the most widely used and most comprehensive such model.
The SCOR model is part of wider set of operations reference models that describe a view of the critical elements in a value chain:
• Product Life Cycle Operations Reference model (PLCOR) - Manages the activities for product innovation and product and portfolio management
• Customer Chain Operations Reference model (CCOR) - Manages the customer interaction processes
• Design Chain Operations Reference model (DCOR) - Manages the product and service development processes
• Managing for Supply Chain Performance (M4SC) - Translates business strategies into supply chain execution plans and policies
It also compares the IT4IT Reference Architecture and its 32 functional components to other frameworks that purport to identify the critical capabilities of the IT function:
• IT Capability Maturity Framework (IT-CMF) https://ivi.ie/critical-capabilities/ contains 37 critical capabilities
• Skills Framework for the Information Age (SFIA) - http://www.sfia-online.org/ lists over 100 skills
• European e-Competence Framework (ECF) http://www.ecompetences.eu/ contains 40 competencies
• ITIL IT Service Management https://www.axelos.com/best-practice-solutions/itil
• COBIT 2019 https://www.isaca.org/resources/cobit has 40 management and control processes
Analysis of Possible Excess COVID-19 Deaths in Ireland From Jan 2020 to Jun 2020Alan McSweeney
This analysis seeks to determine if there are excess deaths that occurred in Ireland in the interval Jan – Jun 2020 that can be attributed to COVID-19. Excess deaths means deaths in excess of the number of expected deaths plus the number of deaths directly attributed to COVID-19. On the other hand a deficiency of deaths would occur when the number of expected deaths plus the number of deaths directly attributed to COVID-19 is less than the actual deaths.
This analysis uses number of deaths taken from the web site RIP.ie to generate an estimate of the number of deaths in Jan – Jun 2020 in the absence of any other official source. The last data extract from the RIP.ie web site was taken on 3 Jul 2020.
The analysis uses historical data from RIP.ie from 2018 and 2019 to assess its accuracy as a data source.
The analysis then uses the following three estimation approaches to assess the excess or deficiency of deaths:
1. The pattern of deaths in 2020 can be compared to previous comparable year or years. The additional COVID-19 deaths can be added to the comparable year and the difference between the expected, actual from RIP.ie and actual COVID-19 deaths can be analysed to generate an estimate of any excess or deficiency.
2. The age-specific mortality rates described on page 16 can be applied to estimates of population numbers to generates an estimate of expected deaths. This can be compared to the actual RIP.ie and actual COVID-19 deaths to generate an estimate of any excess or deficiency.
3. The range of death rates per 1,000 of population as described in Figure 10 on page 16 can be applied to estimates of population numbers to generates an estimate of expected deaths. This can be compared to the actual RIP.ie and actual COVID-19 deaths to generate an estimate of any excess or deficiency.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
Buy Verified PayPal Account
Looking to buy verified PayPal accounts? Discover 7 expert tips for safely purchasing a verified PayPal account in 2024. Ensure security and reliability for your transactions.
PayPal Services Features-
🟢 Email Access
🟢 Bank Added
🟢 Card Verified
🟢 Full SSN Provided
🟢 Phone Number Access
🟢 Driving License Copy
🟢 Fasted Delivery
Client Satisfaction is Our First priority. Our services is very appropriate to buy. We assume that the first-rate way to purchase our offerings is to order on the website. If you have any worry in our cooperation usually You can order us on Skype or Telegram.
24/7 Hours Reply/Please Contact
usawebmarketEmail: support@usawebmarket.com
Skype: usawebmarket
Telegram: @usawebmarket
WhatsApp: +1(218) 203-5951
USA WEB MARKET is the Best Verified PayPal, Payoneer, Cash App, Skrill, Neteller, Stripe Account and SEO, SMM Service provider.100%Satisfection granted.100% replacement Granted.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
What are the main advantages of using HR recruiter services.pdf
The First 100 Days for a New CIO - Using the Innovation Value Institute IT Capability Maturity Framework to Define a Roadmap
1. The First 100 Days for a New
CIO: Using the Innovation
Value Institute IT Capability
Maturity Framework to
Define a Roadmap
Alan McSweeney
2. Objectives
• To describe how the IVI (Innovation Value Institute) IT CMF
(IT Capability Maturity Framework) can be used to define
an effective business oriented workplan for the first 100
days
February 6, 2011 2
3. Importance of the First 100 Days For a New CIO
• Important interval in the career of a newly appointed CIO
• You will find many issues and problems that were not immediately
apparent
• Create a plan for the first 100 days that establishes priorities,
approach, attitude, focus, tone, culture, standards
• Need to set the longer-term agenda and build solid foundation for
its delivery
• Need to develop a vision for both the IT function and the business
• Must not get stuck in analysis paralysis or making quick decisions
• Short timeframe to assess current situation and what has to be done
• Need to demonstrate progress quickly
February 6, 2011 3
4. Achieving the Correct Balance
Spend
consu ing the fi
m rs
plann ed with a t 100 days
ing na
mate activities lysis and
rial a
nd co with no Comm
result ncrete itt
long- ing to a de
s
assoc term pla tailed
ia n
and m ted organ and
roles odel with isational
a
withi nd accoun defined
n the t
first 1 abilities
00 da
ys
• Need to achieve balance between analysis paralysis and
making long-term commitments too quickly
February 6, 2011 4
5. Information Requirements for First 100 Days
Gain understanding of
business strategy and
linkage to IT strategy
Gain understanding of
Gain understanding of
organisation culture,
the status of IT budget
reporting lines, role of
and financial situation
and expectations from IT
Information
Gain understanding of IT
Gain understanding of Requirements for organisational structure,
in-flight projects, First 100 Days human resources, skills,
initiatives processes and
competencies
Gain understanding of IT
Gain understanding of
portfolio, landscape,
current problems and
suppliers and
issues
infrastructure
February 6, 2011 5
6. Objectives of First 100 Days
• Establish strong communications
• Establish relationships with business and demonstrate
understanding and that you are listening
• Develop tactical plan
• Start to create strategic plan linked to business strategy
• Define success measurement criteria
• Initiate the creation of a strategic plan
• Demonstrate clarity of thought, vision and delivery
• Define guiding principles, governance, processes and methodologies
• Define target IT function operating structure and model
• Start to address high visibility/priority issues and problems
February 6, 2011 6
7. Benefits of Using the IT CMF Framework to Create
100 Day Action Plan
• Gathers high-level information quickly through structured
consultative process
• Creates a high-level view of what is important and where
deficiencies exist
• Demonstrates that you are listening
• A rapid engagement that provides quick feedback
• Allows an action plan to be established to focus on mix of strategic
and day-to-day
• Establishes a measurement framework to allow progress be
evaluated
• Focuses on how IT can deliver value to the business
• Focuses on creating a business-focused IT organisation
February 6, 2011 7
8. Roadmap for First 100 Days
Gather Create Tactical Deliver on
Start
Information Plan Tactical Plan
Perform High
Level IT CMF
Assessment
Address High Perform
Visibility/ Optional Create Strategic
Priority Detailed IT CMF Plan for IT
Problems and Assessments
Issues
February 6, 2011 8
9. Business Strategy
• Business develops a business
Business Vision strategy that contains defined high
level aims and lower level
objectives
Business Strategy • Each objective will be subject to
challenges that have to be
overcome.
Business Strategic • Achievement of the strategic
Aims objectives needs to be subject to
measurements
Business Strategic
Objectives
Critical Success
Challenges Measurements
Factors
February 6, 2011 9
10. Business Strategy Linkage to IT Strategy
• IT strategy follows from business
Business Vision
strategy
• Ensure the organisation is making
Business Strategy
the best use of IT to deliver on its
strategy
Business Strategic Aims
• Ensure the organisation is using IT
effectively and efficiently
Business Strategic
Objectives
IT Vision
IT Strategy
IT Architecture
IT Implementation Plans
and Business Cases
February 6, 2011 10
11. Innovation Value Institute (IVI) and IT-CMF (IT
Capability Maturity Framework)
• IVI is developing an the IT-CMF as a systematic framework
for improving IT capability and identifying and prioritising
opportunities, reducing cost and optimising the business
value of IT investments (see http://ivi.nuim.ie/)
− Based on an Intel framework and initially developed as part of
Intel’s IT transformation (see Managing Information Technology
for Business Value http://www.intel.com/intelpress/sum_bv.htm)
− Reviewed and tested with 200+ CIOs
• Objectives of IT CMF
− To assess current practices
− To understand opportunity and value of increasing maturity
− To bridge structural gaps in other assessment frameworks
February 6, 2011 11
12. IT CMF High Level Framework
Managing IT Like a Managing
Business the
IT Budget
Managing the IT Managing IT for
Capability Business Value
• IT CMF structured into four high-level processes for value-
oriented IT management
February 6, 2011 12
13. IT CMF High Level Framework
Managing IT Like a Managing the IT Managing the IT Managing IT for
Business Budget Capability Business Value
Managing IT like a Managing the IT budget Managing the IT Managing IT for business
business involved using involves effective capability is concerned value involves aligning IT
solid professional financial management to with what information investments to overall
business practices and reduce costs to free funds technology and the IT business benefits.
applying them to the IT for investment in organisation can do
function and involves innovative IT solutions collectively for the
shifting the focus from that deliver better value organisation. Underlying focus areas
production and and performance. include value and benefits
technology to a focus on delivery and portfolio
customers and services. Underlying focus areas management.
Underlying focus areas include traditional IT
include budget factory functions like
Underlying focus areas management and solutions delivery and
include leadership, performance sustaining services provisioning
governance, alignment and making new
and management investments and portfolio
processes. planning.
February 6, 2011 13
14. IT CMF
• IT CMF is a meta-framework that identifies an IT organisation’s maturity in key
critical practices
− Comprehensive overarching framework that encompasses all relevant IT practices and
sits above implementation frameworks
− Does not mandate the use of specific implementation frameworks
• Identifies the key areas where the organisation wants or needs to improve to
deliver business value
− Identifies critical gaps in maturity that are preventing IT delivering business value
− Identifies appropriate levels of maturity for the organisation for critical IT processes
• Contains benchmarks to allow an organisation measure itself against similar
organisations
• Defines a structure to allow improvements to be measured
• Implementation of specific critical practices improvements devolved to
implementation frameworks
• Objective view of IT competency and maturity across all of IT
February 6, 2011 14
15. IT CMF Framework
• Contains
− Assessment approach to determine an IT organisation's maturity
− Best practices associated with outcomes and metrics for their
measurement
• Benefits
− A comprehensive and detailed framework to collect and provide
management information on critical processes within the IT
function of an organisation
− Processes designed, selected and defined as those that ensure
that IT delivers business value
− Provides a view of the level of maturity of the IT function
− Identifies areas where effort should be focussed in order to add
value
− Enable IT to be responsive to business needs
February 6, 2011 15
16. IT CMF Framework
• IT CMF framework
closes the loop on Managing Managing
Information IT Like a the IT
Technology Business Budget
delivering value to
the business
Closing the
Loop
Between Cost
and Value
Managing IT
for Realising Managing
and Assessing and
Value Delivering IT
Capability
February 6, 2011 16
17. IT Capability Maturity Framework - Standard Framework to
Benchmark IT’s Level of Value to Business
• Five maturity levels to
assess and optimise
value of IT Managing IT Like Managing the Managing the Managing IT for
• A comprehensive and a Business IT Budget IT Capability Business Value
detailed framework to
collect and provide
management Sustainable Corporate Core
Optimising 5 Value Centre Optimised Value
information on critical Economic Model Competency
processes within the IT Options and
function of an Investment Expanded Strategic
Advanced 4 Portfolio
organisation Centre Funding Options Business Partner
Management
• Processes designed,
selected and defined as Systemic Cost Technology ROI & Business
3 Service Centre
those that ensure that IT Intermediate Reduction Expert Case
delivers business value
• Provides a view of the Predictable Technology
2 Cost Centre TCO
level of maturity of the Basic Performance Supplier
IT function
• Identifies areas where
1 Beginning
effort should be Initial
focussed in order to add
value
• Enable IT to be
One of the Tools Used to Manage
responsive to business Journey to Becoming a Value Centre
needs
February 6, 2011 17
18. IT CMF Detailed Structure – Comprehensive View of Core
Competencies Required of an IT Organisation
Managing IT Like a Managing the Managing the Managing IT for
Business IT Budget IT Capability Business Value
IT Leadership & Enterprise Architecture
ITG Governance FF Funding & Financing EAM Management TCO Total Cost of Ownership
Business Process BG Technical Infrastructure Benefits Assessment &
BPM Management Budget Management TIM Management BAR Realisation
M
Portfolio Planning &
BP Business Planning PPP Prioritisation PAM People Asset Management PM Portfolio Management
Budget Oversight & Knowledge Asset
SP Strategic Planning BOP Performance Analysis KAM Management
Demand & Supply Relationship Asset
DSM Management RAM Management
Capacity Forecasting & Research, Development, &
CFP Planning RDE Engineering
RM Risk Management SD Solutions Delivery
AA Accounting & Allocation SRP Service Provisioning
Organisation Design &
ODP Planning UTM User Training Management
SRC Sourcing UED User Experience Design
Program & Project
IM Innovation Management PPM Management
Service Analytics &
SAI Intelligence SUM Supplier Management
Capability Assessment &
SICT Sustainable ICT CAM Management
February 6, 2011 18
19. IT CMF High Level Assessment Overview
• Objective maturity assessment of IT management practices,
identifying both gaps and potential over investments
Managing Managing IT
the Managing the for business
Managing IT like a business
IT budget IT capability value
Risk of competitive
5 Risk of competitive disadvantage due to
disadvantage due to below over-investment?
below-average maturity?
4 Industry Average
3 Organisation’s
Current
Maturity Level
2
1 Core
Competency
ITG BPM BP SP DSM CFP RM AA ODP SRC REM IM PQM SAI FF BGM PPP BOP EAM TIM PAM ICM RAM RDE SD SRP UMT UED PPM SUM VCM CAM TCO BAR PM IAP
Area Within IT
Can be applied across all IT functions CMF
Framework
or in a selected set of areas
February 6, 2011 19
20. IT Value Contribution Increases with Maturity
Maturity Level IT Value Contribution
IT enables and drives business value creation and business
5 opportunities
High Optimising
IT is fully aligned with business strategy and anticipates business needs
4 IT focuses on business value creation
Advanced Value oriented IT management using various industry best practices
Increasing
3
IT directly contributes to business value creation in some areas contribution
Intermediate IT turns toward focusing on business value creation, but is mostly understood as to business
service provider
value as the
IT mainly provides services allowing business to create value IT
2 organisation
Basic IT focuses on delivering solutions for business needs, but not a value creator on
its own increases its
maturity
Low IT disconnected from business value creation
1
Initial IT is not an integral part of value creation
Organisation must be able to translate
IT maturity into business value contribution
February 6, 2011 20
21. IT CMF Provides Framework to Link Business
Strategy to IT Strategy
Business Vision
Business Strategy Business
Context
Business Strategic Aims
Business Strategic
Objectives
Managing IT Like
a Business
IT
Context
Managing IT for
Managing the IT Managing the IT
Business
Budget Capability
Value
February 6, 2011 21
22. Using IT CMF to Define a Business Oriented
Information Technology Strategy
Identify Gaps Where
Perform High Level Define Overall Plan
the Organisation
Current State to Achieve Planned
Wants or Needs to
Maturity Process Maturity
Improve to Deliver
Assessment Levels
Business Value
Perform Optional
Detailed “Deep
Dives” Into Specific
Competency Areas,
if Required, to
Identify Detailed
Gaps and Issues
February 6, 2011 22
23. IT CMF Assessment Conducted in Three Phases and
Takes Around 3-4 Weeks
Activity Beforehand Week 1 Week 2 Week 3 Week 4
0 Selection of assessment team
1 Initial kick-off meeting and preparation
Complete individual assessment
(answering questionnaire)
Collect additional data
2 (based on data already consolidated in organisation)
Analysis of collected data and questionnaires
Conduct individual interviews
(for validation of initial maturity estimate) Final
Review results and analyse findings workshop
Prepare assessment report
Identify practices to be implemented for Review initial
3
improving maturity and business value results
Workshop to share and discuss assessment
results and collect feedback on assessment
Milestones of assessment
Initial maturity Validated Final
assessment maturity results
assessment (incl. action
plan)
Today
• Assessments consist of questionnaires that gather information
• Supported by best practice documentation and database of benchmarks
February 6, 2011 23
24. Sample IT-CMF High Level Assessment: Purpose of
Performing Survey
• Objective was to measure the perceived importance and
perceived current level of maturity/skills and desired level
of maturity in two years in order to identify areas to focus
on to derive the greatest benefit
• Measures maturity and importance along 32 critical
processes – areas where IT should have good skills,
experience and maturity - in order to ensure that the IT
function delivers value to the business
• Allows comparison to other organisations
• Not just about measuring IT but also concerned with
measuring how those outside IT view the IT function
• Primary focus in on IT delivering value to the business
February 6, 2011 24
25. Sample IT-CMF High Level Assessment: IT Posture
• Summarises view of
− Technology adoption
preference
− Deployment of IT to support
business activity
− IT in relation to competitive
advantage
− IT and outsourcing
preferences
− IT and business value
management
− IT and business requirements
management
− Level of IT investment
• Average score is 60
• Organisation score is 42
• General view is that the
organisation do not view that
full advantage is not taken of
IT
− IT lags behind business needs
rather than leads the business
− Lower than average
investment in IT
− Not actively seeking
innovation
− Not using IT for business value
February 6, 2011 25
26. Sample IT-CMF High Level Assessment: IT Value
Performance
• Summarises the organisation’s view of the importance and actual
perceived performance responses to the following questions
− Cost Effective Use of IT
− Effective Use of IT for Business Growth
− Effective Use of IT for Asset Utilisation
− Effective Use of IT for Business Flexibility
− Aggregate view of importance is very high – 16.5 out of 20
• Aggregate view of performance is much lower – 10 out of 20
• Gap between importance and performance
Importance Performance
Cost Effective Use of IT 4.5 3.2
Effective Use of IT for Business Growth 4 2.4
Effective Use of IT for Asset Utilisation 3.7 2.2
Effective Use of IT for Business Flexibility 4.3 2.2
Total 16.5 10
February 6, 2011 26
27. Sample IT-CMF High Level Assessment: High Level
Process Maturity Highest maturity in
Consistent aspiration to
cost-related
• Generally low level 2 increase maturity across all
competencies
maturity across the four competencies
groups of IT competence
areas
− Shows a low level of maturity
across all processes
• Aspiring to increase of 1-1.5
maturity levels in all areas
− Shows a consistent desire to
improve maturity across all
processes
− A consistent increase of 1-1.5
maturity levels will require a
large investment
− Need to balance the need to
improve with the resources
required
− Need to focus efforts on
those areas that will yield the
greatest benefit Low maturity in business
February 6, 2011
value competencies 27
28. Sample IT-CMF High Level Assessment: High Level
Process Maturity
• Shows the current and
desired maturity and
25th, 50th and 75th
percentiles of similar
measures on
benchmarked
organisations
• Shows that the
organisation is around
the 25% percentile in
terms of maturity across
all processes when
compared with other
organisations
• 75% of organisations are
currently more mature
• Stated desire is to
exceed 75% percentile of
maturity when compared
with other organisations
in two years – how
realistic is this?
February 6, 2011 28
29. Sample IT-CMF High Level Assessment: Critical
Processes Maturity
February 6, 2011 29
30. Sample IT-CMF High Level Assessment: Critical
Processes Maturity
• Areas where the greatest • Perceived core competency
improvement is desired importance
1. Strategic Planning 1. Risk Management
2. Innovation Management 2. Business Planning
3. Enterprise Architecture 3. Portfolio Management
Management 4. IT Leadership and Governance
4. Knowledge Management 5. Solutions Delivery
5. Capability Assessment and 6. Enterprise Architecture
Management Management
6. Total Cost of Ownership 7. Strategic Planning
7. Benefits Assessment and
Realisation
February 6, 2011 30
31. Sample IT-CMF High Level Assessment: Critical
Processes Ranked by Importance
February 6, 2011 31
32. Sample Using the IT CMF Assessment Results to
Assist in Defining an Improvement Strategy
1. Identify and focus on areas of required IT competency
classified by their perceived importance and current
maturity and prioritised by lack of balance
2. Identify and focus maturity gaps in areas of required IT
competency prioritised by importance
3. Create a mixed approach
February 6, 2011 32
33. Sample IT-CMF High Level Assessment: Importance
Vs Current Maturity
• Shows the IT CMF
Maturity
process areas
classified by their
perceived
importance and
current maturity
and prioritised by
lack of balance
• Classification of
current maturity
and importance
• Identify overlap
between low
current maturity
and high
importance to
recognise areas to
focus on Importance
February 6, 2011 33
34. Sample IT-CMF High Level Assessment: Importance
Vs Current Maturity
5.0
Maturity
4.5
PPM
4.0
BOP FF
3.5 PPP
SRP
3.0 TIM ODP SD
BGM
ITG
2.5 BP CFP RDE
PM
RM RAM
BAR PAM
UED KM
2.0 AA SUM
SRC DSM EAM
BPM
SP
1.5 CAM IM
UTM SAI TCO
1.0
1.0 1.5 2.0 2.5 3.0 3.5 4.0 4.5 5.0
February 6, 2011
Importance 34
35. Sample IT-CMF High Level Assessment: Importance
Vs Current Maturity
5.0
Maturity
4.5
PPM FF
4.0
BOP
3.5
SD
3.0 TIM ODP SRP PPP
BGM
ITG
2.5 BP PM RDE
RM
CFPRAM
PAM
SRC KM BAR
2.0 AA SUM
DSM UED EAM
BPM
SP
1.5 CAM IM
TCO SAI UTM
1.0
1.0 1.5 2.0 2.5 3.0 3.5 4.0 4.5 5.0
Importance
February 6, 2011 35
36. Sample IT-CMF Matrix: Importance Vs Maturity Gap
• Shows the process maturity gap (difference between
perceived current maturity and desired future maturity)
classified by perceived importance
1. Risk Management
2. Business Planning
3. Portfolio Management
4. IT Leadership and Governance
5. Solutions Delivery
6. Enterprise Architecture Management
7. Strategic Planning
February 6, 2011 36
37. Sample IT-CMF Matrix: Importance Vs Maturity Gap
5.1
Biz
Bud
Cap
Val
Secondary Focus Area Primary Focus Area
5.0 More Important / Lesser Maturity Gap RM More Important / Greater Maturity Gap
4.9
PM
4.8
4.7
BP
4.6
4.5
4.4 ITG SD
PPM
FF SP EAM
4.3 SRP
Importance
SUM
4.2
BGM PAM RDE
4.1 TIM RAM BAR
IM
CFP
4.0 SAI UTM
ODP
3.9 SRC CAM
PPP
BOP UED TCO KM
3.8
BPM
3.7
DSM
3.6 AA
3.5 Tolerable Stragglers Tertiary Focus Area
Lesser Importance / Lesser Maturity Gap Lesser Importance / Greater Maturity Gap
3.4
-0.1 0.0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1.0 1.1 1.2 1.3 1.4 1.5 1.6 1.7 1.8 1.9 2.0 2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8 2.9 3.0 3.1
Average Maturity Gap
2010 – 2012 Maturity Gap
February 6, 2011 37
38. Sample IT-CMF High Level Assessment: Areas to
Focus On
• Areas where the greatest • Areas of perceived importance
improvement is desired
− Risk Management
− Strategic Planning − Business Planning
− Innovation Management − Portfolio Management
− Enterprise Architecture − IT Leadership and Governance
Management − Solutions Delivery
− Knowledge Management − Enterprise Architecture
− Capability Assessment and Management
Management − Strategic Planning
− Total Cost of Ownership
− Benefits Assessment and
Realisation
February 6, 2011 38
39. Sample IT-CMF High Level Assessment:
Recommendations for Action
• Based on the analysis the greatest benefits will be derived
from initiating projects in the following areas:
− Enterprise Architecture Management
− Total Cost of Ownership
− Benefits Assessment and Realisation
• Key building blocks to effective long-term development of
professional IT function that delivers projects that create
value
• Highest priority areas based on current skills and
competence and importance to the organisation, now and
in the future
February 6, 2011 39
40. Sample IT-CMF High Level Assessment: Enterprise
Architecture Management Overview
• Enterprise architecture management provides the necessary models
and practices for defining, planning and managing the business and
IT capabilities
− Models include business, data, applications and technology models and
principles that support high-level enterprise assessments and investment
trade-off decisions, as well as tactical, project-level designs and decisions
− Practices include architecture development, assessments, strategy
development, policies, standards and compliance
• Value of increasing maturity
− Managed complexity by increasing commonality and simplifying architectural
design
− Improved ROI by reducing development time and increasing speed to market
− Enhanced competitive advantage by increasing flexibility and introducing new
capabilities
− Reduced business, IT and project-level risks by better planning
− Improved architecture management practices and governance
February 6, 2011 40
41. Sample IT-CMF High Level Assessment: Total Cost of
Ownership Overview
• Understand how, why and from where IT is funded
− Determine the scale, scope and sources of funding for IT and assign financial resources
to IT activities
− Establish a balance between Capital expenses and Operational expenses to optimise IT
effectiveness
• Track and control direct and indirect costs associated with IT infrastructure and
systems
− Understanding of total cost of ownership better informs budgeting and portfolio
management processes
• Active, ongoing review and adjustment of the IT spending plan to systematically
ensure that allocated budgets are being spent effectively and are within budget
parameters and governance model
• Periodic offline review of IT spending vs. IT plan, which provides stimulus for re-
profiling or reprioritisation of budgets
− Ensures that budget targets are being met and improves quality of future forecasts
• Policies, processes and tools used for calculating and distributing the costs of IT
− Range of methods such as chargeback, transfer pricing, and allocation may be used to
manage the cost of IT services and to influence the demand for IT services within an
organisation
February 6, 2011 41
42. Sample IT-CMF High Level Assessment: Benefits
Assessment and Realisation Overview
• Establishing a common language, measurement and valuation
framework to express the potential and document the actual
business value (i.e., public and private) and business benefits
realised through IT-Enabled investments, as defined and recognised
by all stakeholders.
• Systematic, objective and consistent organisational approaches to
the following
− Benefits Planning
− Benefits Assessment
− Benefits Tracking and Measurement
− Benefit Realisation reporting
− Benefit Culture
• Enabling a business value culture where management optimises IT’s
contribution to business objectives
February 6, 2011 42
43. Benefits of Using the IT CMF Framework in the First
100 Days of a New CIO
• IT CMF is a comprehensive overarching framework that encompasses all relevant
IT practices
− Agnostic of specific implementation frameworks
• Covers entire landscape of IT competency
• IT CMF is business-value oriented
• Contains benchmarks to allow an organisation measure itself against similar
organisations
• Defines a structure to allow improvements to be measured
• Identifies the key areas where the organisation wants or needs to improve to
deliver business value
• Identifies critical gaps in maturity that are preventing IT delivering business value
• Identifies appropriate levels of maturity for the organisation for critical IT
processes
• Ensures the IT strategy is soundly anchored on delivering business value
February 6, 2011 43
44. More Information
Alan McSweeney
alan@alanmcsweeney.com
February 6, 2011 44