Before embarking on an IT performance and process improvement program, companies should first understand the critical success factors so they can successfully advance their business objectives and increase adoption across the enterprise.
How are technology leaders helping their organizations adapt to the
accelerating change and complexity that mark today’s competitive
and economic landscape? To find out, we spoke in person with 622
Midmarket CIOs, spanning growth and mature markets. These in-person
conversations, along with our statistical analyses of responses, underscore
the evermore vital role of the CIO.
The document summarizes findings from a study of over 3,000 CIOs across 71 countries and 18 industries. It identifies four distinct "CIO Mandates" that CIOs operate under based on their organization's business needs and goals. The mandates are Expand, Leverage, Transform, and Pioneer. The summary describes the typical responsibilities and focus areas for CIOs working under each mandate. It also provides examples of initiatives and priorities for CIOs depending on their assigned mandate.
The Business of IT - Managing Performance by Implementing StrategyPaul Wohlleben
The above article was published in the February 2005 edition of FEDTECH Magazine. It provides my thoughts on how CIO's should measure performance, deliver results, and ensure accountability once strategy has been set. The article is one in the series I write entitled "The Business of IT."
Enterprise IT Governance if properly supported eventually becomes embedded in the culture and
decision making process. The larger and more diverse the enterprise, the slower the evolutionary
process becomes. Digité Enterprise helps maintain a shared vision by allowing talent, skills
and knowledge to collaborate to achieve common goal, share ownership, and foster collective
communication with complete focus on the results.
1) IBM worked to integrate its global data centers to reduce costs and increase efficiencies. It consolidated 155 data centers down to 5 strategic sites and combined 31 networks into one globally managed network.
2) To update its data center strategy, IBM brought in outside experts to engage stakeholders and develop consensus on the key criteria to use, focusing on responsibility, finances, workloads, and governance.
3) IBM then took inventory of all its servers, data, applications and locations to determine which data centers to consolidate and which workloads could be relocated to more efficient centers.
CMMI Implementation with Digité EnterpriseDigite Inc
In an increasingly competitive world, software organizations must implement effective
processes to deliver useful and reliable software in time and within budget. IT organizations are
adapting CMMI models to help them streamline their software development activities. Digité
Enterprise platform has successfully supported corporate clients over the past two years to
manage more than a billion dollars worth of software projects. Digité Enterprise now supports
organizations implementing CMMI by providing support for CMMI process areas and key
practices implementation. To understand how Digité can help your organization in its CMMI
implementation roadmap, read on…
The document discusses reengineering the organization. It defines reengineering as fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements in performance. The key aspects of reengineering covered include preparing the organization for global competitiveness, defining the process, features like fundamental rethinking and radical redesign, and the role of information technology as an initiator, facilitator, or enabler of reengineering. The expected outcomes include redefining the business domain and processes as well as implementing new information systems.
The document discusses corporate performance management (CPM) software adoption among small and medium-sized companies. It notes that while CPM software adoption has traditionally been low, there has been a recent increase in smaller companies adopting the software. However, adoption levels remain relatively low. The purpose of the research is to examine the current adoption level of CPM software in small and medium companies, determine if adoption has increased in recent years, and identify factors preventing greater adoption.
How are technology leaders helping their organizations adapt to the
accelerating change and complexity that mark today’s competitive
and economic landscape? To find out, we spoke in person with 622
Midmarket CIOs, spanning growth and mature markets. These in-person
conversations, along with our statistical analyses of responses, underscore
the evermore vital role of the CIO.
The document summarizes findings from a study of over 3,000 CIOs across 71 countries and 18 industries. It identifies four distinct "CIO Mandates" that CIOs operate under based on their organization's business needs and goals. The mandates are Expand, Leverage, Transform, and Pioneer. The summary describes the typical responsibilities and focus areas for CIOs working under each mandate. It also provides examples of initiatives and priorities for CIOs depending on their assigned mandate.
The Business of IT - Managing Performance by Implementing StrategyPaul Wohlleben
The above article was published in the February 2005 edition of FEDTECH Magazine. It provides my thoughts on how CIO's should measure performance, deliver results, and ensure accountability once strategy has been set. The article is one in the series I write entitled "The Business of IT."
Enterprise IT Governance if properly supported eventually becomes embedded in the culture and
decision making process. The larger and more diverse the enterprise, the slower the evolutionary
process becomes. Digité Enterprise helps maintain a shared vision by allowing talent, skills
and knowledge to collaborate to achieve common goal, share ownership, and foster collective
communication with complete focus on the results.
1) IBM worked to integrate its global data centers to reduce costs and increase efficiencies. It consolidated 155 data centers down to 5 strategic sites and combined 31 networks into one globally managed network.
2) To update its data center strategy, IBM brought in outside experts to engage stakeholders and develop consensus on the key criteria to use, focusing on responsibility, finances, workloads, and governance.
3) IBM then took inventory of all its servers, data, applications and locations to determine which data centers to consolidate and which workloads could be relocated to more efficient centers.
CMMI Implementation with Digité EnterpriseDigite Inc
In an increasingly competitive world, software organizations must implement effective
processes to deliver useful and reliable software in time and within budget. IT organizations are
adapting CMMI models to help them streamline their software development activities. Digité
Enterprise platform has successfully supported corporate clients over the past two years to
manage more than a billion dollars worth of software projects. Digité Enterprise now supports
organizations implementing CMMI by providing support for CMMI process areas and key
practices implementation. To understand how Digité can help your organization in its CMMI
implementation roadmap, read on…
The document discusses reengineering the organization. It defines reengineering as fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements in performance. The key aspects of reengineering covered include preparing the organization for global competitiveness, defining the process, features like fundamental rethinking and radical redesign, and the role of information technology as an initiator, facilitator, or enabler of reengineering. The expected outcomes include redefining the business domain and processes as well as implementing new information systems.
The document discusses corporate performance management (CPM) software adoption among small and medium-sized companies. It notes that while CPM software adoption has traditionally been low, there has been a recent increase in smaller companies adopting the software. However, adoption levels remain relatively low. The purpose of the research is to examine the current adoption level of CPM software in small and medium companies, determine if adoption has increased in recent years, and identify factors preventing greater adoption.
Drive Cost Optimization with Open iT Software Metering ToolsOpen iT Inc.
The document discusses how software usage metering can help enterprises optimize costs by identifying unused software licenses and inefficient IT spending. It provides examples of how usage metering data can help answer key questions to restructure license agreements and reallocate spending. The software vendor OpeniT offers a usage metering tool that generates insights to lower software and IT costs through rightsizing, standardizing procurement, and automating license harvesting.
Office 2007 In Business Continuity Whitepaper: Microsoft CorporationMary Marks
I developed this whitepaper for Microsoft Corporation. The whitepaper describes how Office 2007 (emphasis Groove 2007) helps organizations develop business continuity plans.
Allianz Indonesia generously participated in a video to show how Groove 2007 helps their organization provide superior customer service, even during times of crisis. You can find the video here
http://www.microsoft.com/casestudies/resources/Files/4000001736/AllianzBusinessContinuityVideo.wvx
Fostering innovation and efficiency through collaborative change managementIBM Rational software
This paper discusses the recent genesis of collaborative change management. This new approach to systems and software development transforms the way organizations manage change across the life cycle to make it more transparent, flexible and efficient.It explores how the adoption of an open, uniform approach to commercial systems and software development, as well as the dynamic integration of project management capabilities with change management, can dramatically raise the bar on collaboration and productivity.
EXPLORING THE LINK BETWEEN LEADERSHIP AND DEVOPS PRACTICE AND PRINCIPLE ADOPTIONacijjournal
The document discusses exploring the link between leadership and DevOps practice and principle adoption. It analyzes data from interviews with 30 practitioners working in software-intensive organizations across different industries and countries. The interviews identified a set of agile, lean, and DevOps practices and principles commonly adopted as part of transitioning to DevOps. It was found that DevOps-oriented organizations can benefit from certain existing ITIL service management practices like change management and release management. Additionally, the research uncovered that DevOps adoption requires leadership, initially in the form of an individual role to guide the team through the transition process.
EXPLORING THE LINK BETWEEN LEADERSHIP AND DEVOPS PRACTICE AND PRINCIPLE ADOPTIONacijjournal
Our research focuses in software-intensive organizations and highlights the challenges that surface as a result of the transitioning process of highly-structured to DevOps practices and principles adoption. The approach collected data via a series of thirty (30) interviews, with practitioners from the EMEA
region (Czech Republic, Estonia, Italy, Georgia, Greece, The Netherlands, Saudi Arabia, South Africa, UAE, UK), working in nine (9) different industry domains and ten (10) different countries. A set of agile, lean and DevOps practices and principles were identified, which organizations select as part of DevOps-oriented adoption. The most frequently adopted ITIL® service management practices, contributing to DevOps practice and principle adoption success, indicate that DevOps-oriented
organizations benefit from the existence of change management, release and deployment management, service level management, incident management and service catalog management. We also uncover that the DevOps adoption leadership role is required in a DevOps team setting and that it should, initially, be an individual role.
Is Your Supply Chain Talent Ready For Growth[1]cjazh
Supply chains must embrace a
constant diet of volatility and create a level of operational excellence that will allow them to “sustain performance no matter what is occurring in the
larger economy.”
And while both of
these are core operational objectives,
we believe that, to excel, supply chains must also create a human capital strategy that integrates operational
performance objectives with the organization, talent, culture, leadership and analytic capabilities required to drive sustainable growth and create a lasting talent advantage.
Office 2007 Business Value Whitepaper, Microsoft and CapgeminiMary Marks
Customer Ready Whitepaper I developed in collaboration with Capgemini for Microsoft Corporation. Whitepaper summarizes business value results of Office 2007 early adopters. Link: http://download.microsoft.com/download/D/D/2/DD26CDAF-97B8-49A2-B292-2FAB69BF6980/bizvaluewhitepaper.pdf
Is Your Supply Chain Talent Ready for Growth? Andy Green
An Accenture white paper written by Geoff Deines and Terry Nulty on how to re-tool and re-align your supply chain talent to meet the significant opportunities that are coming as the global economic cycle moves from recession to growth.
This document discusses a study that aimed to develop and validate an instrument to measure critical success factors for Enterprise Resource Planning (ERP) system implementations. The study defines 12 constructs related to ERP implementation success. It then describes the methodology used, which involved developing measurement scales for each construct and testing them on a survey of 53 organizations in Australia. The results validated a 65-item instrument measuring seven dimensions of ERP implementation. The document argues this model provides a valuable tool for researchers and practitioners to assess ERP implementation projects.
Business Intelligence: Performance Management AXIS, Q1, 2009telcobiaas
This document provides an overview of performance management and key barriers to its success. It discusses how best-in-class companies focus on agility, growth, and bottom-line results through defining, tracking, and taking action on key performance indicators. The document also introduces Aberdeen's AXIS methodology for evaluating performance management software vendors and provides snapshots of four top vendors: Dundas, Microsoft, Oracle, and QlikTech.
The document provides an overview of performance management software and key performance indicators (KPIs). It discusses how top-performing companies focus on KPIs across financial, customer, process, and organizational areas to improve agility, growth, and bottom-line results. The document also identifies common barriers to successful performance management initiatives such as data quality issues and a lack of easy-to-use tools. It analyzes the performance of vendors in the space such as Dundas, Microsoft, Oracle, and QlikTech and provides recommendations for companies looking to select a performance management solution.
Restructure with less risk and more confidence. Business integration and its inherent transformational elements always present
a number of tough challenges as well as opportunities for the business as a
whole – e.g. deciding what the target operating model will look like and choosing
which systems best suit new ways of working. Lack of clarity with these new ways
of working can cause additional hurdles. For example, sometimes politics can
get in the way; with ‘pet’ systems chosen over those systems that actually fit the
target operating model and the desired culture of the merged organisations.
IBM Rational Software Conference 2009: Modeling, Architecture & Construction ...Kathy (Kat) Mandelstein
Track Keynote for the Modeling, Architecture & Construction Track at the IBM Rational Software Conference 2009
Software development is a business process requiring many different talents to implement effectively. The software architect and the software developer are key roles for successful software delivery. The architect is responsible for turning requirements into analysis and design models built on a sound architecture. Software architecture is crucial for designing reliable, flexible, and maintainable software systems, and helps communicate the high-level design to the various stakeholders at a level of detail that is meaningful to them. It also allows developers to create software systems that enable reuse and integration with legacy and third-party systems. Developers create the reality of the architecture ideas and models through building, modernizing, extending, integrating, and deploying software. Sessions in this track explore the benefits of a well-architected system, present the tips and techniques of organizations that have made software architecture an important part of their software delivery process, and show how both visual and code-centric development can help organizations adopt the right paradigm for their particular development needs. This track is for architects and developers interested in best practices and the latest innovations in methodology and tools for supporting architectural design, discovery, and control, and software construction and assembly.
Track Keynote for the Enterprise Architecture Management Track at the IBM Rational Software Conference 2009
Today's organizations need to make faster, better-informed decisions in order to seize business opportunities. Enterprise Architecture (EA) delivers enterprise blueprints for change and transformation, with visibility across strategy, business architecture, IT architecture and technology. Further, EA helps organizations prioritize IT investments to support business goals in order to maximize the business value from IT investments by installing a powerful communication and collaboration platform between business and IT stakeholders. Organizations that practice EA report more effective decision-making, improved business and IT alignment, IT cost savings, better insight during organizational transformations, and improved time-to-value of in their IT investments. EA also improves the success of IT Governance, SOA and Business Process Management (BPM) initiatives.
This track focuses on the management aspects of EA and therefore balances two areas of concern: Building an EA, and using an EA. Building the EA applies modeling notations, processes, methodologies, and tools surrounding various forms of business and solution architecture, addressing both current and future states. Using the EA addresses how those activities and associated artifacts are linked to solution requirements, software development, and application deployment processes. By addressing both building and using concerns, participants learn how to makes EA more actionable -- integrating strategy and solution delivery -- thereby improving time-to-value for affecting transformation and overall business results.
Participants who will find the greatest value from this track include: Business LOB Executives, IT Executives, Business Strategists, Enterprise Architects, Business Architects and Business Analysts. This track will also benefit IT Architects, Solution Architects, Software Architects, Data Architects and Project managers who are interested in best practices, real-world experiences, and the latest innovations in enhancing organizational agility and the communication and collaboration between business and IT.
How to define your digital strategy. What is digital strategy? How can you make your business digitally ready though a model of people, process and technology? A good strategy follows a logical process of diagnosis, policy and action that enables you to define a focus, develop a guiding policy and tactical applications that are coherent and deliver for your business.
Whitaker & Company is an Atlanta-based consulting firm specializing in post merger and acquisition integration services. They offer integration planning and strategy services to help clients plan successful integrations and maximize synergy capture. They also provide execution and training services to help clients manage integration and continually optimize their capabilities. Their experienced team has worked on over $25 billion in mergers and acquisitions across various industries.
Critical Success Factors for Contract Management Automation_IACCMZycus
Critical success factors for contract management automation implementations include: 1) Executive sponsorship to drive change, 2) Support across functions to avoid resistance, 3) Establishing credible metrics to measure success, 4) Strong project management, and 5) Frequent communication to stakeholders using multiple channels.
The document discusses the challenges of implementing large-scale, organization-wide initiatives in state government businesses. It provides the case study of a state-run power utility that implemented an ERP system across all business functions on time and budget. This helped overcome issues like outdated processes, lack of infrastructure and qualified staff. It improved transparency, productivity and competitiveness, demonstrating how such initiatives can drive transformation if challenges around mindset change, resistance to change and local management commitment are addressed.
Benefits of Coaching in a Process Improvement InitiativePetri Voltti
This is my European SEPG 2007 presentation. The presentation shows the benefits of coaching when improving SW process efficiency and SW quality in la large, complex organization.
Drive Cost Optimization with Open iT Software Metering ToolsOpen iT Inc.
The document discusses how software usage metering can help enterprises optimize costs by identifying unused software licenses and inefficient IT spending. It provides examples of how usage metering data can help answer key questions to restructure license agreements and reallocate spending. The software vendor OpeniT offers a usage metering tool that generates insights to lower software and IT costs through rightsizing, standardizing procurement, and automating license harvesting.
Office 2007 In Business Continuity Whitepaper: Microsoft CorporationMary Marks
I developed this whitepaper for Microsoft Corporation. The whitepaper describes how Office 2007 (emphasis Groove 2007) helps organizations develop business continuity plans.
Allianz Indonesia generously participated in a video to show how Groove 2007 helps their organization provide superior customer service, even during times of crisis. You can find the video here
http://www.microsoft.com/casestudies/resources/Files/4000001736/AllianzBusinessContinuityVideo.wvx
Fostering innovation and efficiency through collaborative change managementIBM Rational software
This paper discusses the recent genesis of collaborative change management. This new approach to systems and software development transforms the way organizations manage change across the life cycle to make it more transparent, flexible and efficient.It explores how the adoption of an open, uniform approach to commercial systems and software development, as well as the dynamic integration of project management capabilities with change management, can dramatically raise the bar on collaboration and productivity.
EXPLORING THE LINK BETWEEN LEADERSHIP AND DEVOPS PRACTICE AND PRINCIPLE ADOPTIONacijjournal
The document discusses exploring the link between leadership and DevOps practice and principle adoption. It analyzes data from interviews with 30 practitioners working in software-intensive organizations across different industries and countries. The interviews identified a set of agile, lean, and DevOps practices and principles commonly adopted as part of transitioning to DevOps. It was found that DevOps-oriented organizations can benefit from certain existing ITIL service management practices like change management and release management. Additionally, the research uncovered that DevOps adoption requires leadership, initially in the form of an individual role to guide the team through the transition process.
EXPLORING THE LINK BETWEEN LEADERSHIP AND DEVOPS PRACTICE AND PRINCIPLE ADOPTIONacijjournal
Our research focuses in software-intensive organizations and highlights the challenges that surface as a result of the transitioning process of highly-structured to DevOps practices and principles adoption. The approach collected data via a series of thirty (30) interviews, with practitioners from the EMEA
region (Czech Republic, Estonia, Italy, Georgia, Greece, The Netherlands, Saudi Arabia, South Africa, UAE, UK), working in nine (9) different industry domains and ten (10) different countries. A set of agile, lean and DevOps practices and principles were identified, which organizations select as part of DevOps-oriented adoption. The most frequently adopted ITIL® service management practices, contributing to DevOps practice and principle adoption success, indicate that DevOps-oriented
organizations benefit from the existence of change management, release and deployment management, service level management, incident management and service catalog management. We also uncover that the DevOps adoption leadership role is required in a DevOps team setting and that it should, initially, be an individual role.
Is Your Supply Chain Talent Ready For Growth[1]cjazh
Supply chains must embrace a
constant diet of volatility and create a level of operational excellence that will allow them to “sustain performance no matter what is occurring in the
larger economy.”
And while both of
these are core operational objectives,
we believe that, to excel, supply chains must also create a human capital strategy that integrates operational
performance objectives with the organization, talent, culture, leadership and analytic capabilities required to drive sustainable growth and create a lasting talent advantage.
Office 2007 Business Value Whitepaper, Microsoft and CapgeminiMary Marks
Customer Ready Whitepaper I developed in collaboration with Capgemini for Microsoft Corporation. Whitepaper summarizes business value results of Office 2007 early adopters. Link: http://download.microsoft.com/download/D/D/2/DD26CDAF-97B8-49A2-B292-2FAB69BF6980/bizvaluewhitepaper.pdf
Is Your Supply Chain Talent Ready for Growth? Andy Green
An Accenture white paper written by Geoff Deines and Terry Nulty on how to re-tool and re-align your supply chain talent to meet the significant opportunities that are coming as the global economic cycle moves from recession to growth.
This document discusses a study that aimed to develop and validate an instrument to measure critical success factors for Enterprise Resource Planning (ERP) system implementations. The study defines 12 constructs related to ERP implementation success. It then describes the methodology used, which involved developing measurement scales for each construct and testing them on a survey of 53 organizations in Australia. The results validated a 65-item instrument measuring seven dimensions of ERP implementation. The document argues this model provides a valuable tool for researchers and practitioners to assess ERP implementation projects.
Business Intelligence: Performance Management AXIS, Q1, 2009telcobiaas
This document provides an overview of performance management and key barriers to its success. It discusses how best-in-class companies focus on agility, growth, and bottom-line results through defining, tracking, and taking action on key performance indicators. The document also introduces Aberdeen's AXIS methodology for evaluating performance management software vendors and provides snapshots of four top vendors: Dundas, Microsoft, Oracle, and QlikTech.
The document provides an overview of performance management software and key performance indicators (KPIs). It discusses how top-performing companies focus on KPIs across financial, customer, process, and organizational areas to improve agility, growth, and bottom-line results. The document also identifies common barriers to successful performance management initiatives such as data quality issues and a lack of easy-to-use tools. It analyzes the performance of vendors in the space such as Dundas, Microsoft, Oracle, and QlikTech and provides recommendations for companies looking to select a performance management solution.
Restructure with less risk and more confidence. Business integration and its inherent transformational elements always present
a number of tough challenges as well as opportunities for the business as a
whole – e.g. deciding what the target operating model will look like and choosing
which systems best suit new ways of working. Lack of clarity with these new ways
of working can cause additional hurdles. For example, sometimes politics can
get in the way; with ‘pet’ systems chosen over those systems that actually fit the
target operating model and the desired culture of the merged organisations.
IBM Rational Software Conference 2009: Modeling, Architecture & Construction ...Kathy (Kat) Mandelstein
Track Keynote for the Modeling, Architecture & Construction Track at the IBM Rational Software Conference 2009
Software development is a business process requiring many different talents to implement effectively. The software architect and the software developer are key roles for successful software delivery. The architect is responsible for turning requirements into analysis and design models built on a sound architecture. Software architecture is crucial for designing reliable, flexible, and maintainable software systems, and helps communicate the high-level design to the various stakeholders at a level of detail that is meaningful to them. It also allows developers to create software systems that enable reuse and integration with legacy and third-party systems. Developers create the reality of the architecture ideas and models through building, modernizing, extending, integrating, and deploying software. Sessions in this track explore the benefits of a well-architected system, present the tips and techniques of organizations that have made software architecture an important part of their software delivery process, and show how both visual and code-centric development can help organizations adopt the right paradigm for their particular development needs. This track is for architects and developers interested in best practices and the latest innovations in methodology and tools for supporting architectural design, discovery, and control, and software construction and assembly.
Track Keynote for the Enterprise Architecture Management Track at the IBM Rational Software Conference 2009
Today's organizations need to make faster, better-informed decisions in order to seize business opportunities. Enterprise Architecture (EA) delivers enterprise blueprints for change and transformation, with visibility across strategy, business architecture, IT architecture and technology. Further, EA helps organizations prioritize IT investments to support business goals in order to maximize the business value from IT investments by installing a powerful communication and collaboration platform between business and IT stakeholders. Organizations that practice EA report more effective decision-making, improved business and IT alignment, IT cost savings, better insight during organizational transformations, and improved time-to-value of in their IT investments. EA also improves the success of IT Governance, SOA and Business Process Management (BPM) initiatives.
This track focuses on the management aspects of EA and therefore balances two areas of concern: Building an EA, and using an EA. Building the EA applies modeling notations, processes, methodologies, and tools surrounding various forms of business and solution architecture, addressing both current and future states. Using the EA addresses how those activities and associated artifacts are linked to solution requirements, software development, and application deployment processes. By addressing both building and using concerns, participants learn how to makes EA more actionable -- integrating strategy and solution delivery -- thereby improving time-to-value for affecting transformation and overall business results.
Participants who will find the greatest value from this track include: Business LOB Executives, IT Executives, Business Strategists, Enterprise Architects, Business Architects and Business Analysts. This track will also benefit IT Architects, Solution Architects, Software Architects, Data Architects and Project managers who are interested in best practices, real-world experiences, and the latest innovations in enhancing organizational agility and the communication and collaboration between business and IT.
How to define your digital strategy. What is digital strategy? How can you make your business digitally ready though a model of people, process and technology? A good strategy follows a logical process of diagnosis, policy and action that enables you to define a focus, develop a guiding policy and tactical applications that are coherent and deliver for your business.
Whitaker & Company is an Atlanta-based consulting firm specializing in post merger and acquisition integration services. They offer integration planning and strategy services to help clients plan successful integrations and maximize synergy capture. They also provide execution and training services to help clients manage integration and continually optimize their capabilities. Their experienced team has worked on over $25 billion in mergers and acquisitions across various industries.
Critical Success Factors for Contract Management Automation_IACCMZycus
Critical success factors for contract management automation implementations include: 1) Executive sponsorship to drive change, 2) Support across functions to avoid resistance, 3) Establishing credible metrics to measure success, 4) Strong project management, and 5) Frequent communication to stakeholders using multiple channels.
The document discusses the challenges of implementing large-scale, organization-wide initiatives in state government businesses. It provides the case study of a state-run power utility that implemented an ERP system across all business functions on time and budget. This helped overcome issues like outdated processes, lack of infrastructure and qualified staff. It improved transparency, productivity and competitiveness, demonstrating how such initiatives can drive transformation if challenges around mindset change, resistance to change and local management commitment are addressed.
Benefits of Coaching in a Process Improvement InitiativePetri Voltti
This is my European SEPG 2007 presentation. The presentation shows the benefits of coaching when improving SW process efficiency and SW quality in la large, complex organization.
The document discusses lessons learned from an ITIL implementation. It emphasizes that truly achieving ITIL's goals requires a cultural change within the organization. The adoption of ITIL processes will lead to changes like new roles, a shift from a hierarchy to a matrix structure, standardization, and managing to metrics. Reasons for failure include a lack of cultural change, commitment, education and training. For success, organizations should start with senior management support, set objectives, empower a transition team, and use training and communication. Monitoring and measurements are also important to guide behavior.
Zero Defect Initiative - Quality Index GeneratorQuEST Forum
Zero Defect Initiative - Quality Index Generator presented by Parthasarathy Mohanraj - Cognizant. The primary objective of the Zero Defect system is to bring in a scorecard system, to provide better learning plans for each and every individual, achieve Delivery Excellence through delivering work products with zero defects and to keep the team motivated throughout, through weekly rewards program.
Kaizen events - jump start your continuous improvement cultureEd Kraay
Kaizen means continuous daily improvement, small changes that make things better. Kaizen events are a way to accelerate your company's continuous improvement culture. In this presentation, learn how to leverage the power of your employees and partners to make a culture of improvement at your company.
If you are involved in treating patients, managing and/or improving health services or
managing or training those that do, you will understand the importance of providing the
best care possible for all our patients.
Great progress has been made in improving service standards and access and in reducing
waiting times, but there is still some way to go to ensure consistently high standards of
patient care across the NHS.
It is clear that we need to ensure we are getting it right first time, which means better care
and better value through the reduction of waste and errors and the prioritisation of effective
treatments. Quality, innovation, productivity and prevention (QIPP) is the mechanism through
which we can achieve this.
QIPP is about creating an environment in which change and improvement can flourish; it
is about leading differently and in a way that fosters a culture of innovation; and it is
about providing staff with the tools, techniques and support that will enable them to take
ownership of improving quality of care.
The Handbook of Quality and Service Improvement Tools from the NHS Institute brings
together a collection of proven tools, theories and techniques to help NHS staff design and
implement quality improvement projects that do not compromise on the quality and safety of
patient care but rather enhance the patient experience.
Business Process Management: Implementing Continuous Improvement in Your Orga...Henry Chandra
Patrick from ACME is advocating for a structured approach to business process management (BPM) implementation. He outlines a framework that includes establishing organizational, process, and technology foundations first before elaborating on current processes, developing improvements, deploying solutions, and instituting continuous monitoring and improvement. Patrick's message is that BPM requires close collaboration between business and IT and following a rigorous methodology to minimize risks and ensure success. He is seeking help to further refine the BPM implementation framework.
Implementing ITIL® Service Strategy Through Enterprise ArchitectureNUS-ISS
The document discusses how implementing ITIL Service Strategy through enterprise architecture can help organizations. It provides background on the presenter and their organization, an overview of ITIL Service Strategy and why adoption has been low. The presentation then examines how enterprise architecture can be leveraged to help jumpstart implementation of ITIL Service Strategy processes and principles.
Renewal in an Established Business and Product PortfolioThoughtworks
The document discusses the need for innovation to evolve and mature. It argues that barriers are vanishing, markets are becoming more open, and unprecedented creative capacity exists. However, innovation needs to focus on creating complex new ecosystems of value, delivering ecosystems through diverse domains, and organizing for continuous change. Big innovations require dreaming disruptive dreams, inventing ecosystems of value, and focusing on outcomes rather than outputs.
Applying Robotic Process Automation in Banking: Innovations in Finance and Riskaccenture
Robotics is quickly gaining traction in banks to automate their everyday finance and risk processes. Accenture's presentation covers the impact of Robotic Process Automation (RPA) on a bank's finance and risk function. Read Philippe Guyonnet’s blog to learn more about RPA in banking and finance and risk innovation:http://bit.ly/2dprACR
Accenture DevOps: Delivering applications at the pace of businessAccenture Technology
Are you ready to shift to continuous delivery? DevOps, a leading software engineering innovation, makes this shift possible by bringing business, development and operation teams together to streamline IT and applying more automated processes.
DevOps and Continuous Delivery Reference Architectures (including Nexus and o...Sonatype
There are numerous examples of DevOps and Continuous Delivery reference architectures available, and each of them vary in levels of detail, tools highlighted, and processes followed. Yet, there is a constant theme among the tool sets: Jenkins, Maven, Sonatype Nexus, Subversion, Git, Docker, Puppet/Chef, Rundeck, ServiceNow, and Sonar seem to show up time and again.
Whitepaper Practical Information Technology GovernanceAlan McSweeney
The document discusses implementing effective IT governance. It describes how IT governance creates a framework for effective IT management and decision making aligned with business objectives. COBIT is presented as a flexible IT governance framework that incorporates other best practice standards. Implementing IT governance using COBIT can provide quick wins such as ensuring IT priorities align with business priorities and developing metrics to demonstrate IT's business value. COBIT's process structure and control objectives provide a practical approach for translating IT governance principles into implementation.
The document discusses the results of a study of 622 midmarket CIOs across different countries and industries. It identifies four distinct "CIO mandates" that CIOs take on based on their organization's business needs and goals. The four mandates are: Leverage (focus on managing core IT services and increasing organizational effectiveness), Expand (refine business processes and enhance collaboration to drive growth), Transform (change the industry value chain through improved relationships), and Pioneer (radically innovate products, markets, and business models). The document then provides more details on the typical responsibilities and focus areas of CIOs with the Leverage and Expand mandates.
The document summarizes findings from a study of over 3,000 CIOs across 71 countries and 18 industries. It identifies four distinct "CIO Mandates" that CIOs operate under based on their organization's business needs and goals. The mandates are Expand, Leverage, Transform, and Pioneer. The summary describes the typical responsibilities and focus areas for CIOs working under each mandate. It also provides examples of initiatives and priorities for each mandate based on responses from CIOs in the study.
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Top 10 Imperatives for Leading a Successful IT Improvement Program
1. • Cognizant 20-20 Insights
Top 10 Imperatives for Leading a
Successful IT Improvement Program
When companies understand the critical success factors for leading an IT
performance and process improvement program, they can advance their
business objectives and increase adoption across the corporation.
Executive Summary 1. Obtain senior leadership commitment to
initiating and managing IT organizational
Rapid technological advancement (e.g., cloud,
performance and process improvement initia-
social media, mobile and analytics) and increased
tives.
globalization are having a profound impact on
the IT operating model.1 IT organizations are 2. Perform an objective assessment, leverag-
struggling to improve their operating perfor- ing standard models, for defining realistic
mance in response to market demands for lower improvement goals.
costs, higher quality services, shorter response 3. Focus on identifying the right processes
times and higher return on investments. and their process owners to achieve the
established goals.
Many IT organizations are applying quality
improvements pioneered and perfected in the 4. Develop a roadmap that is well understood
manufacturing sector to drive organizational per- and accepted by the identified process owners.
formance and process excellence. Although most 5. Institute a targeted marketing strategy that
organizations clearly understand the benefits, it creates enthusiasm and greater participation.
has traditionally been a struggle to successfully
6. Establish a governance model that enables
implement IT organizational performance and
process improvements, even for top-performing effective management of the program.
companies. 7. Develop processes that are standard and “fit
to use.”
This paper presents solutions and best
8. Facilitate organizational change
practices for mitigating challenges and success-
fully deploying such initiatives. Based on our management to ensure smooth implementa-
experience assisting Fortune 1000 clients with tion of the recommended improvements.
large IT organizational performance and process 9. Enable effective benefit tracking and
improvement programs, we believe there are 10 reporting to ensure sustained top-manage-
key implementation imperatives: ment support.
cognizant 20-20 insights | may 2012
2. Top 10 Imperatives for IT Improvement Programs
1
CIO/top management commitment (required across the program)
2 3 4 7 9 10
Process Roadmap Benefit
Goal setting identification Execution realization
creation
Continuous improvement
Program Management
5
Program marketing
6
Program governance
8
Program change management
Figure 1
10. Focus on continuous improvement of the The next section describes how to effectively lay
IT organizational performance and process out the vision of such initiatives, as well as effec-
improvements. tively manage the implementation journey for
achieving desired goals and outcomes.
The New IT Mandate
Several technology trends are building the case Top 10 Imperatives for IT Improvement
for enhancing IT performance, including exter- 1. Obtain senior leadership commitment to
nalized service delivery, global market demand, initiating and managing IT organizational
increased data volumes, social media explosion, performance and process improvement ini-
IT in business shared services and increased tiatives.
complexity of the IT ecosystem (see Figure 2, next
Key Challenges
page). Overcoming these challenges will help the
IT organization increase its agility and respon- IT organizational performance and process
siveness to business requirements. improvements require sustained effort and
commitment across all levels of the organization.
IT organizations are responding to these trends The morale of employees and their involvement
by adopting effective IT operating models (see in the improvement initiative is directly related to
Figure 3, page 4). The building blocks for any CIO/top management commitment and clarity of
IT operating model — organization, process and goals.
technology — are undergoing a radical rethink to
ensure tight alignment to meet the demands of Key Recommendations
the aforementioned trends. Based on our experience, IT organizational per-
formance and process improvements that have
To improve their IT operating model, companies been driven or sponsored by the highest levels in
are increasingly adopting IT performance and the organization are more likely to succeed. We
process improvement initiatives based on indus- advised one of our clients to include improvement
try-standard frameworks such as CMMI, ITIL, goals and objectives as part of the company’s CIO
COBIT, Lean, etc. to support and drive changes to performance targets and cascade them down
their IT organizational functions or technologies. to various departmental leaders. This strategy
resulted in increased commitment from all levels.
cognizant 20-20 insights 2
3. Drivers for Improving IT Organizational and Process Performance
Externalized service delivery: IT organizations are increasingly
leveraging cloud-based or software as a service (SaaS) delivery
models, resulting in significant IT operating model impacts.
Global market demand: Business from emerging markets
is growing significantly, mandating diverse IT models for
supporting business growth.
Increased data volumes: Emerging use of mobile devices is
driving a need for enhanced data management to support
the exponential growth in data volumes.
Social media explosion: Social media has enhanced customer
and employee interaction with the organization by providing
an easy-to-use medium.
IT in business shared services: Centrally provided applications
and infrastructure are being embedded in business services and
delivered by business shared services.
Increased complexity of the IT ecosystem: Significant
customization and proliferation of IT assets has increased
the complexity of the IT landscape.
Figure 2
2. Perform an objective assessment, large insurance clients define and manage a com-
leveraging standard models, for defining prehensive two-year roadmap to transition from
realistic improvement goals. Level 2 to Level 3 on Gartner’s IT maturity model
(see sidebar, page 8).
Key Challenges
It has been a challenge to establish appropriate 3. Focus on identifying the right processes
goals and objectives for an IT organizational per- and their process owners to achieve the
formance and process improvement initiative. established goals.
Various organizations have struggled to set
Key Challenges
realistic goals based on change management
considerations. Based on the maturity assessment, once the
organization is made aware of areas for improve-
Key Recommendations ment, the next challenge is to identify process
IT organizational performance and process areas with high impact and associate them with
improvements should focus on every aspect of the right process owners.
the IT value chain (as described in Figure 4, page
Key Recommendations
5) and set up realistic goals that reflect the orga-
nizational appetite for the change. There are A software engineering process group (SEPG)3
several industry-standard assessment models — or dedicated cross-functional team respon-
(e.g., CMMI, ITIL, the Gartner IT maturity model,2 sible for driving the performance and process
etc.) that could help chart out an improvement improvement initiative — should lead the exercise
roadmap. of identifying process areas for improvement and
associating them with the right process owners.
The two forms of assessment methods seen in This should be conducted via a series of program
the industry are formal third-party assessments definition workshops involving key stakeholders
and self-assessments. The choice of a maturity from each of the IT functional areas.
model and assessment methodology will depend
on the focus of the improvement initiative Based on our experience of implementing such
(e.g., CMM/CMMI is more focused on software programs, the appropriate process owner should
processes, while ITIL is aimed at operations), be someone who is involved with many aspects
organizational relevance and cost considerations. of the process. When there are multiple entities
It typically takes 18 to 36 months to transition using a process equally, then it is best to assign
from one level to the next. We helped one of our the process governance or ownership to a broader
cognizant 20-20 insights 3
4. Traditional IT Operating Model
Business Corporate Functions
Finance Risk and Compliance
Enterprise Learning Procurement
Business Unit 1 Business Unit 2 Business Unit N
Human Resource Sales/Marketing
IT Organization
Plan Build Control Operate
• Business relationship • Business and technical • System testing organization • IT infrastructure services
Organizations/
management organization analysis competence • IT service delivery
Functions
• QA support – performance,
• IT portfolio management • Development organization regression, etc. • IT service support
Strategic Vendor Services
organization • IT audit and controls • Application management
• Vendor management office organization and support
• Enterprise management
• Business engagement • Requirements management • Test case creation • Infrastructure standup
Process
• Demand management • Code development • Load testing • Service-level management IT Operating
• Finance and budgeting • Verification and validation • UAT support • Production support Model
• Vendor relationship • Code move • IT audit • Application maintenance
management
• Application portfolio • Application lifecycle • Quality center • Remedy
Technology
management tool management tools • Performance testing tools • Service Now
• Project portfolio management • Unit and integration tools • Load testing tools
• Database tools
• Collaboration tools
External provider-enabled services (e.g., SaaS, integrated BPO, etc.)
Figure 3
process management entity (e.g., SEPG). The • Change impact: Although the appetite for
process owner should be sufficiently senior in the change may vary across organizations, no
organization to drive the change. It is imperative more than two improvement initiatives should
to identify the right process owner with adequate be targeted at the same functional group
empowerment and interest in driving the change. within a quarter.
• Project interdependencies: All project inter-
4. Develop a roadmap that is well understood
dependencies must be captured and factored
and accepted by the identified process
into the roadmap.
owners.
Key Challenges For one of our clients, we conducted a joint
While developing the program roadmap, IT orga- workshop with various process owners to clearly
nizations do not always consider the change establish impacts and interdependencies while
impact, as well as process interdependencies. developing the multi-year roadmap. The joint
workshop helped ensure faster consensus-build-
Key Recommendations ing on the roadmap.
Various process areas requiring improvement are
5. Institute a targeted marketing strategy
carved out as dedicated projects that form part
of the overall roadmap. Key considerations for that creates enthusiasm and greater
roadmap definition include: participation.
• Process owner buy-in: It is critical to obtain Key Challenges
process owner buy-in, as these individuals are IT organization process and performance
ultimately accountable for making the process improvement programs invariably lose traction
implementation successful. over a period of time due to lack of top-down
commitment, ongoing business distraction and
• Project size and complexity: This is an
lack of ownership. In addition, when impacted
important factor in creating the roadmap, as it
stakeholders are not appropriately engaged
helps companies gauge the effort required for
through the entire process, the results will be
each project and aggregate the processes into
sub-optimal.
waves for execution.
cognizant 20-20 insights 4
5. Key Recommendations 6. Establish a governance model that enables
Organizations should focus on establishing an effective management of the program.
effective marketing strategy that helps sustain Key Challenges
enthusiasm for IT organizational performance The lack of well-thought-out program governance
and process improvement efforts. Key facets of impedes progress due to delays in decision-
an effective marketing strategy are as follows: making (e.g., funding, resourcing, change
management, etc.).
• Effective delivery of program- and project-level
messages. Key Recommendations
• Assurance that marketing is a continuous Effective governance depends on factors such as
endeavor throughout the lifecycle of the the organization’s culture and size, the diversity
program. of IT functions, improvement approach chosen,
• A cost-effective approach that leverages etc. It is, therefore, best to include representa-
existing organizational communication vehicles tion from all functional areas within the organi-
as much as possible. zation in the governance model (see Figure 5,
next page). Typically, three to four governance
Our experience reveals that some of the most elements are needed:
effective marketing channels for IT organization-
al performance and process improvement include • Executive leadership team: The team
roadshows, newsletters, company town halls and responsible for sponsoring the program and
program portals/internal Web site postings. One reviewing/ approving the roadmap, budgets
of our large insurance clients used a combina- and progress.
tion of roadshows, newsletters and an annual
• Program steering committee: Typically made
company town hall meeting to champion its
up of a cross-functional set of senior team
program. These mechanisms allowed our client to
members. This group regularly advises perfor-
establish a bi-directional communication medium
mance and process improvement teams on the
(i.e., communicate the improvement initiative
changes desired, plans, progress and status.
and also gather feedback on refinements to
the initiative) that resulted in greater employee
engagement and success.
Key Focus Areas for IT Performance and Process Improvements
1 Software Engineering Processes
2 Business Relationship Engagement
3 Architecture Management
®
CMMI Maturity Model ITIL
Project monitoring and control 4 Project Portfolio Management
Service desk Incident
Project planning management
5 IT Workforce Management
Requirements management Problem management
Supplier agreement management 6 Application Portfolio Management Configuration management
Measurement and analysis Change management
Configuration management 7 Sourcing and Vendor Management
Release management
Etc.
8 Application Operations and Support
Etc.
CMMI is a collection of capability 9 IT Financial Management ITIL is a group of methods that are
maturity models that are used as focused on managing and handling
10 Knowledge Management
an approach to improve business different aspects of information
processes within an organization. technology such as operations,
infrastructure and development.
COBIT COBIT provides a set of generally accepted
Planning and organization measures, indicators, processes and best
Delivery and support practices, to assist in maximizing the ben-
Monitoring and evaluation efits derived through the use of information
Etc. technology, and developing appropriate IT
governance and control in a company.
Figure 4
cognizant 20-20 insights 5
6. • Software engineering process group: Made activity to be of lower priority and do not focus on
up of process experts and champions to drive it adequately, leading to a prolonged turnaround.
the improvement program. Moreover, standard process definition shortcom-
ings often create difficulties in adoption across
• Performance and process improvement
the organization.
team: Formed as needed to execute perfor-
mance and process improvement activities (i.e., Key Recommendations
analysis or aid in implementation). This group
We recommend involving dedicated subject
is often led by a member of the SEPG and made
matter experts for process definition. It is also
up of consulting subject matter experts.
essential to standardize the organization’s
• Program manager: Depending on the scale of processes, including process descriptions, process
the IT organizational performance and process maps, roles and responsibilities, and measures.
improvement program, a dedicated program
manager is required to manage the program • Process description: Clearly illustrates the
from inception to closure. purpose of the process. The description may be
depicted graphically, textually or both.
Importantly, periodic governance reviews among
these three to four teams ensure that the initiative • Standard operating procedure: SOPs provide
is continuously steered in the right direction. a repeatable way of executing the process.
It includes process maps, roles and respon-
The following review checkpoints are usually rec- sibilities, templates, guidelines, standards,
ommended for successful program execution: checklists, etc.
weekly status reporting, monthly steering
• Measures and metrics: This enables measure-
committee updates and monthly process owner
ment of the improvements and successes of
forums (i.e., fortnightly meetings to share lessons
the initiative.
learned across implementations).
8. Facilitate organizational change manage-
7. Develop processes that are standard and
ment to ensure smooth implementation of
“fit to use.”
the recommended improvements.
Key Challenges
Key Challenges
CIOs and top managers most often treat IT orga-
In our experience, the biggest constraint to a
nizational performance and process improve-
successful IT organizational performance and
ments as internal projects that can be performed
process improvement program is resistance to
by employees on a part-time basis. This approach
change.
fails in most cases, as employees consider the
Governance Model for the IT Improvement Program
Executive Program Steering
Leadership Team Committee
Performance /
Process
Improvement
Program Team, Led by
Manager SEPG
Process Owner 1 Process Owner 2 Process Owner 3 Process Owner N
Figure 5
cognizant 20-20 insights 6
7. Key Recommendations 9. Enable effective benefit tracking and
• Adoption model: There are several ways to reporting to ensure sustained top
adopt effective IT organizational performance management support.
and process improvements. Some of the best Key Challenges
ways to do so (but not exclusive of each other) Aligning improvement measurements with orga-
include: nizational objectives has always been a challenge.
>> Top-down adoption: This approach first In our experience, demonstrating ROI of the
focuses on appropriate buy-in at the cor- improvement effort has proved to be a bane for
porate level (top management) and then many companies.
drives adoption down to the individual busi-
ness units. Key Recommendations
Based on industry best practices, high-level
>> Bottom-up adoption: This approach
benefit categories include reduced cycle time,
assumes that change is defined for any
improved quality, increased customer satisfaction
smaller sub-group through a project, or
and reduced costs.
a series of projects, and is then adopted
across the organization based on proven It is imperative that the metrics are natural
results. Typically, this approach is utilized byproducts of the process and that minimal effort
for driving improvements within business is spent on collecting and reporting. A typical
units (BU), based on specific BU goals. A BU best practice is to define, baseline and set targets
blueprint drives organizational change. for benefit measures during process definition.
>> Agile improvement adoption: This agile As part of the implementation, realized benefits
method of adoption focuses on iterative should be assessed on a periodic basis.
changes to the process using a continu-
Based on our experience, IT organizational per-
ous customer feedback mechanism. This
formance and process improvement programs
approach is typically suitable for mature or-
typically help reduce costs by 8% to 10%, reduce
ganizations requiring continuous improve-
cycle time by 8% to 10%, reduce defects by 10%
ments.
to 12% and improve customer satisfaction by 2%
• Change agent involvement: Involvement to 5% over a two- to four-year time horizon.
of empowered stakeholders from impacted
groups ensures a smooth process roll-out. 10. Focus on continuous improvement of the
IT organizational performance and process
• Adoption survey: An evaluation is conducted
improvements.
as part of the process roll-out to assess
adoption effectiveness. Key Challenges
• Piloting: This provides a means of verifying IT organizational performance and process
that the processes will work in a broader improvement is often treated as a project,
practice and allows for necessary adjustments whose focus ends with project completion. This
before they are fully deployed. undermines the emphasis on incremental and
continuous improvement to the process.
• Communication: As part of the program plan,
an elaborate communications strategy is Key Recommendations
needed that aligns with overall organizational IT organizational performance and process
communication activities. improvements should be viewed as an ongoing
• Training: Roll-out usually entails training effort. Once the processes have been rolled out,
activities that officially introduce the new or the program should be reviewed and adjusted
revised processes. Typically, the process owner at least once a year. User feedback, ongoing
identifies a training subject matter expert who assessment of audit findings and effectiveness
is closely involved in the process definition to measurements drive the future direction of
instruct program participants. A best practice the improvement. Key success drivers include
is to record the training and host it as part of continuous planning, monitoring and control of
the company’s intranet. the organizational process assets.
cognizant 20-20 insights 7
8. CASE STUDY >>
Enabling a U.S. Insurer to Boost IT Organizational Maturity
Business Situation • Level 5: Optimizing. The organization is
Due to accelerated growth, the IT group of a major consistent, reliable and regularly improves and
U.S. insurance company was facing increasing changes itself based on measures.
business expectations. As a result, supporting IT Solution
processes needed to be improved/established.
• Created a process improvement team that
rolled under the client’s software engineering
An assessment of the IT organization’s maturity
process group.
was conducted using Gartner’s IT maturity model.
Based on the outcome, an organizational maturity • Worked with key stakeholders from the client
goal was defined by the CIO. organization to develop a multi-year IT orga-
nizational performance and process improve-
Objective ment roadmap. This effort included:
Achieve Level 3 on Gartner’s IT maturity model.
>> Identification of the right projects to
• Level 1: Ad hoc. The organization does not achieve the maturity level.
specify processes and leaves determination of
>> Determination of the schedule and budget
the right approach to individuals. requirements.
• Level 2: Repeatable. Processes are estab-
>> Establishment of the approach and gover-
lished in work teams or departments. Little nance.
consistency of approach.
>> Buy-in from key stakeholders on the road-
• Level 3: Defined. Defined and documented map and approach.
processes are established across each applica-
tion discipline. • Helped execute roughly 40 IT performance
and process improvement projects using our
• Level 4: Quantitatively Managed. Consistent three-step approach (see Figure 6). This effort
measurements are in place to refine and included:
optimize processes.
Three-Step Approach
Organizational readiness
Initiation and Planning Analysis Phase Implementation Phase
Onboard Project Current Future Implementation Communicated Trained Utilized Adopted Benefits Realized
Team Plan State State Plan (Project Closed)
Q4
‘11 Q1 ‘12 Q2 '12
# Action Item Dec Jan Feb Mar Apr May Jun Owned by Supported by
Pre-rollout activities
1 Develop / update communication material for rollout -Mgmt. Owner -AIT Communication
team
Rollout of Vendor Management
2 Communication on rollout of improved / Target State AIT -Mgmt. Owner -AIT Leadership
Financial Governance CBA processes -AIT Communication
team
3 Conduct training sessions on improved AIT Financial -Mgmt. Owner -Training SMEs
Governance CBA processes for various audiences
-Stakeholders internal to AIT (ROM estimation team,
BRM, IT Leads, etc.)
-Business, PMO, Annuities Finance
-Sample Benefit owners
4 Rollout formalized AIT Financial Governance CBA -Mgmt. Owner -Business
processes -PMO
-Annuities Finance
-BRM
-ROM Estimation team
-IT Leads
Adoption Assessment
5 Assess adoption of Target State Vendor Management -Mgmt. Owner
processes
Project Closure
6 Conduct lessons learned session -Mgmt. Owner
Key Activities Key Activities Key Activities
Onboard the process Perform process improvement analysis and develop stan- • Change communication
improvement team. Plan for dard operating procedures for the desired process area. • Training
the process improvement. • Current-state assessment • Adoption success measurement
• Project scope • Gap identification • Project closure/benefit realization
• Project plan • Future-state definition
Key Deliverables Key Deliverables Key Deliverables
• Project charter and • Standard operating procedure • Communication and training
project plan • Implementation plan • Benefits measurements
• Project closure documentation
Figure 6
cognizant 20-20 insights 8
9. >> Development and syndication of the target Benefits
state process packages, including process
We successfully implemented the IT organiza-
flows, standard operating procedures, roles
tional performance and process improvement
and responsibilities, control gates and mea-
program, delivering the desired benefits of
sures, as well as process templates.
defined and documented processes across the IT
>> Development and syndication of high-level value chain. The client achieved an 8% improve-
implementation plans to enable the client ment in customer satisfaction based on a business
to roll out the recommended improvements. partner survey; a 10% reduction in overall post-
production defects; a 12% improvement in cycle
>> Facilitated the roll-out of complex process- time due to faster rate of production stabilization
es (e.g., SDLC, Estimation, etc.), even as the
process owner had the primary responsibil- of projects delivered; and approximately 10%
ity of implementation. cost savings per year due to a decrease in post-
production defects after the first year of imple-
mentation. The success of the implementation
has encouraged other business units within the
client organization to start emulating the defined
implementation model.
Footnotes
1
An IT operating model is a representation of how an IT organization operates across people/organization,
process and technology dimensions to implement various business objectives.
2
Gartner’s IT maturity model overview for application organizations,
http://www.gartner.com/resources/175700/175750/itscore_overview_for_applica_175750.pdf.
3
A software engineering process group (SEPG) is a one-stop-shop for driving process excellence within
organizations. Typically, SEPG is responsible for process consultation, process assessments, process
improvements, process asset governance, process training, and process change management.
References
ITIL: http://www.itil-officialsite.com
CMMI: http://www.sei.cmu.edu/cmmi/
COBIT: http://www.isaca.org/Knowledge-Center/COBIT/Pages/Overview.aspx
cognizant 20-20 insights 9