IT Alignment - Match your Technology to your Mission

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Presentation created for the NTEN Technology Leadership Academy on Implementing and Budgeting for technology.

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  • Steve welcome
  • Steve will walk through
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  • John ask this question
  • SteveA tool to help you determine where you are in the IT Alignment model.
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  • Inventory of hardware, software and skills, plus security scan of network (Spiceworks or TechAtlas)Determine replacement schedule, needed upgrades and new needsDetermine resources needed to implement (training, support and consulting)Create timelineNOTE: You may not have the skills to complete this yourself. Find a volunteer, form a committee or hire a consultant (it will be worth it)
  • Key is to shift from fighting fires to being proactive. Find time to be strategic.Rely on small teams or outside resources managed by one of your staffMove commodities to the cloudUse what you have
  • Get quotes based on your replacement and upgrade timeline.Look for warranties to help supportCloud moves budget to monthly operating costsDistribute expenses to programs or centralize?Funding, regulation considerationsLeverage your NPO status – donations*, discounts, volunteers, TechSoup*NOTE: set a minimum standard for donated tech, old donations will cost more than they help.
  • Ideally collect Dept needs from Operations plan or create Tech Project request processSet priorities of requested project (possibly through committee)Identify process, policy and skill changes needed to implement, support, sustain and grow tech.Determine resources needed to implement (training, support and consulting)Create timelineNOTE: Involve key stakeholders to begin building understanding & buy-in for technology
  • Investigate a range of solutions for each projectFree, Cheap, Mid-range, Top of the LineCapital or operations expense?
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  • Budget will be driven by the organization’s overall budget and strategic plan, plus the technology plan.Move toward a technology fund of 2-4% of operating budget.
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  • SteveYes these are funny examples, but humor is often created because there is an element of truth present. Key Thoughts here:Where is technology represented in your org chart. Under CEO, CFO, or ?Who owns the website? Marketing – IT - ?How centralized is the software and data across the org?What is the relationship between IT and the rest of the org?How far removed from the strategic plan is IT?
  • SteveYes these are funny examples, but humor is often created because there is an element of truth present. Key Thoughts here:Where is technology represented in your org chart. Under CEO, CFO, or ?Who owns the website? Marketing – IT - ?How centralized is the software and data across the org?What is the relationship between IT and the rest of the org?How far removed from the strategic plan is IT?
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  • SteveStrategy Execution: this perspective views the business strategy as the driver of both organization design choices and the logic of IS infrastructure (the classic, hierarchical view of strategic management). Top Management is strategy formulator, IS Management is strategy implementer. [Arrow 1]Technology Potential: this perspective also views the business strategy as the driver, however involves the articulation of an IT strategy to support the chosen business strategy and the corresponding specification of the required IS infrastructure and processes. The top management should provide the technology vision to articulate the logic and choices pertaining to IT strategy that would best support the chosen business strategy, while the role of the IS manager should be that of the technology architect - who efficiently and effectively designs and implements the required IS infrastructure that is consistent with the external component of IT strategy (scope, competences and governance). [Arrow 2]Competitive Potential: this alignment perspective is concerned with the exploitation of emerging IT capabilities to impact new products and services (i.e., business scope), influence the key attributes of strategy (distinctive competences), as well as develop new forms of relationships (i.e. business governance). Unlike the two previous perspectives that considered business strategy as given (or a constraint for organizational transformation), this perspective allows the modification of business strategy via emerging IT capabilities. The specific role of the top management to make this perspective succeed is that of the business visionary, who articulates how the emerging IT competences and functionality as well as changing governance patterns in the IT marketplace would impact the business strategy. The role of the IS manager, in contrast, is one of the catalyst, who identifies and interprets the trends in the IT environment to assist the business managers to understand the potential opportunities and threats from an IT perspective. [Arrow 3]Service Level: This alignment perspective focuses on how to build world class IT/IS organization within an organization. In this perspective, the role of business strategy is indirect. This perspective is often viewed as necessary (but not sufficient) to ensure the effective use of IT resources and be responsive to the growing and fast-changing demands of the end-user population. The specific role of the top management to make this perspective succeed is that of the prioritizer, who articulates how best to allocate the scarce resources both within the organization as well as in the IT marketplace (in terms of joint ventures, licensing, minority equity investments, etc.). The role of the IS manager, in contrast, is one of business leadership, with the specific tasks of making the internai business succeed within the operating guidelines from the top management.
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  • IT Alignment - Match your Technology to your Mission

    1. 1. The Tech Leadership Academy is made possible by generous funding from Microsoft Community AffairsThese materials are available under the Creative Commons Attribution-NonCommercial 3.0 License.
    2. 2. IT Planning and Implementation Steve Heye Digital Content Services Manager YMCA of Metro Chicago @steveheye steveheye.blogspot.com
    3. 3. Session Objectives– Place the organization within the pyramid framework and determine where to focus technology expertise– Outline ways to build an organizational culture where technology is included in all planning and strategy for the organization.– Know how to budget effectively for technology by including all costs (not just the purchase price)
    4. 4. Session Objectives– Place the organization within the pyramid framework and determine where to focus technology expertise– Outline ways to build an organizational culture where technology is included in all planning and strategy for the organization.– Know how to budget effectively for technology by including all costs (not just the purchase price)
    5. 5. Make it Happen1. Determine where you are2. Get consensus on where you should be3. Create a plan to fill the gap
    6. 6. IT Alignment Maturity
    7. 7. Where do you thinkyour org is?
    8. 8. First complete theTechnology capability and maturity assessment Available on steveheye.blogspot.com
    9. 9. Technology Hemispheres Core Business Support Enterprise Business Value Applications Applications Strategic Infrastructure Management Desktop / Laptop Servers / NetworkCommodity • Patch Mgmt • Anti-Virus • Upgrades • Asset Tracking • Fault Mgmt • Performance Mgmt • Configuration • Upgrades Tactical Help Desk E-Mail • Password Reset • “How to” • SPAM • Equipment failures • Upgrades
    10. 10. Maturity of the tech Type of impact your in your org tech is having What insights does this bring about your org? What are some pros and cons about how well technology is impacting your org?
    11. 11. Mission OperationsInfrastructure
    12. 12. Make it Happen Infrastructure Operations MissionPlanning Tech Plan = Focus on Operations Plan = Org Strategic Plan = a solid foundation Integrate tools, Align technology and (network, hardware& people and process innovate to make an software) for to improve impact & add value efficiency effectivenessImplementing Focus on IT, stability Cross Departmental, Change program/ & basic support build collaboration & service delivery skills &organization cultureBudgeting Replace& upgrade Include process Allow for based on improvement, experimentation, software/hardware training and support innovation and inventory, build IT technology fund skills Infrastructure Infrastructure & Operations
    13. 13. Infrastructure Operations Mission Plan Implement Budget 1. Inventory (Spiceworks or TechAtlas) 2. Replace, upgrade, add 3. Training, support and consulting needs 4. Create timelineNOTE: Get expert help (audit & analysis)
    14. 14. Infrastructure Operations Mission Plan Implement BudgetKey is to shift from fighting fires to being proactive. Find time to be strategic. • Rely on small teams or outside resources managed by one of your staff • Move commodities to the cloud • Use what you have
    15. 15. Infrastructure Operations Mission Plan Implement Budget • Quotes based on your replacement and upgrade timeline. • Distribute expenses to programs or centralize? • Leverage your NPO status *NOTE: set a min. standard for donated tech, old donations cost more than they help.
    16. 16. Infrastructure Operations Mission Plan Implement BudgetShare an example of a process mapping orbusiness improvement project you have done.
    17. 17. Infrastructure Operations Mission Plan Implement Budget1. Create Tech Project request process2. Set priorities of requested project3. Identify process, policy and T F F S A skill changes needed4. Determine training, support and consulting needed5. Create timelineNOTE: Involve key stakeholders to begin buildingunderstanding & buy-in for technology
    18. 18. Infrastructure Operations Mission Plan Implement BudgetKey is to balance tools, process and people. • Rely on cross department teams to change process and policies • Training, training, training • Stop, Collaborate and Listen • Begin business improvement
    19. 19. Infrastructure Operations Mission Plan Implement Budget • Investigate a range of solutions for each project • Capital or operations expense? • 70/30 rule • Fund Projects, Not Technology
    20. 20. 70 / 30• Spend 30% on Technology – Nuts, bolts & infrastructure• Spend 70% on People & Support – Training, systems, maintenance
    21. 21. Infrastructure Operations Mission Plan Implement Budget 1. Look for ways to impact mission or change service delivery 2. What can you do differently? 3. Look for emerging technologyNOTE: These will typically be large projects and may takeyears to implement. You have to be willing to experiment(and possibly fail).
    22. 22. Infrastructure Operations Mission Plan Implement Budget Key is to tie outcomes to meeting mission, not building organizational capacity. • Involve leadership and full organization • Changes to org structure, service delivery and Mission strategic planning Org
    23. 23. Infrastructure Operations Mission Plan Implement Budget • Budget driven by org’s overall budget and strategic plan, plus technology plan. • Move toward a technology fund of 2-4% of operating budget.
    24. 24. Infrastructure Operations Mission Plan Implement BudgetShare a mission strategy you are working on thatcould benefit from technology.
    25. 25. Session Objectives– Place the organization within the pyramid framework and determine where to focus technology expertise– Outline ways to build an organizational culture where technology is included in all planning and strategy for the organization.– Know how to budget effectively for technology by including all costs (not just the purchase price)
    26. 26. CEO COO CFO Vision Tactics Budget Technology Goals Services ProgramsExecutive Membership ProgramDirectors Staff Staff
    27. 27. CEO COO CFO Vision Tactics Budget Technology Goals Services ProgramsExecutive Membership ProgramDirectors Staff Staff
    28. 28. But where is technology?Source:http://uncw.edu
    29. 29. Technology?Source:http://uncw.edu
    30. 30. ExecutiveFinance Fundraising Operations Program Communication Technology should not be the focus, so lets go back to a simple org chart without technology in it and review each of the areas. But we will look at them as topic areas, not positions.
    31. 31. What does alignment look Executive like at the Executive level?Early alignment stages Late alignment stages• Strategic plan created to • IT included earlier in the meet mission process• Leadership staff enabled to • IT allowed to participate in create operational plans to understanding the meet strategic plans operational goals• Individual departments pass • IT offers solutions to meet needs to IT goals not individual needs
    32. 32. What does alignment look Finance like in the Finances?Early alignment stages Late alignment stages• IT purchases approved • IT strategies approved with individually a budget• Technology purchases • Technology purchases reviewed as expenses weighed against benefit• Financial data used to • Financial data not sole measure progress against reports to determine budget success
    33. 33. What does alignment look Fundraising like in Fundraising?Early alignment stages Late alignment stages• Fin Dev software used as • Data analyzed to maximize financial record keeping donor experience (then tied• Fundraising campaigns to software) developed by Fin Dev team • Fundraising campaigns are that uses email and web to developed as a part of full deliver org communication plan• Individual Fin Dev staff • Fin Dev staff collaborate create own process to work with IT to understand around the systems to get business needs and work results together to improve process
    34. 34. What does alignment look Operations like across the Operations?Early alignment stages Late alignment stages• Individual Depts develop • Cross functional teams work processes to complete tasks to increase effectiveness in• Data stored and reported as processes needed by each staff • Data stored and reported• Tools and technology on is tied to measuring selected as parts of projects objectives in strategic plan • Tools and technology selected planned for during full org operational plan
    35. 35. What does alignment look Program like in Program delivery?Early alignment stages Late alignment stages• Work hindered by • Technology works well ineffective technology enough to be transparent• Views IT as team to “fix” all • Views IT as partner in the technology problems meeting the mission• Makes decisions, then asks • Includes IT in planning to IT to implement allow for better outcomes
    36. 36. What does alignment look Communication like in Communications?Early alignment stages Late alignment stages• Unclear who owns • Cross functional partnership website, email strategy or on communication strategy solely owned by IT or with roles to implement it Marketing • Define goals first, then• Starts with technology, then collaborate to pick looks to leverage it technology• Makes decisions, then asks • Includes IT in planning to IT to implement allow for better outcomes
    37. 37. 1 = Strategy Execution 2 = Technology Potential3 = Competitive Potential 4 = Service Level
    38. 38. 1 = Strategy Execution2 = Technology Potential Can you think of examples3 = Competitive Potential4 = Service Level of when one of these perspectives may be more effective than others?
    39. 39. Recommendations• Use IT process maturity model not as an end, but as a means• Automate only after good documentation• Be “State of the Shelf” Cost ≠ Value• Leverage staff across the org, they can be your best advocate for change• Make technology a part of the strategic process• Build a Technology Fund• Your CEO is your Partner
    40. 40. Session Objectives– Place the organization within the pyramid framework and determine where to focus technology expertise– Outline ways to build an organizational culture where technology is included in all planning and strategy for the organization.– Know how to budget effectively for technology by including all costs (not just the purchase price)
    41. 41. Budget
    42. 42. "Buying technology without a plan is sort of likegoing grocery shopping without a list afterfasting all day." Jason Saul, Chicago Tribune 4.29.2002
    43. 43. Start with Leadership Commitment
    44. 44. There’s No Budget Without a Plan• Form a technology team• Conduct assessment & research• Set goals & strategies• Operationalize & prioritize goals• Establish budget• Write plan• Implement• Evaluate – revise - update
    45. 45. 70 / 30• Spend 30% on Technology – Nuts, bolts & infrastructure• Spend 70% on People & Support – Training, systems, maintenance
    46. 46. Methods to present a budget? How do you present it?
    47. 47. Fund Projects, Not Technology
    48. 48. Review1. Determine where you are – Use the IT Alignment model and a technology inventory2. Get consensus on where you should be – Create the picture of where you want to be and start to share that3. Create a plan to fill the gap – Build the strategy for changes across the alignment, relationship and transparency of technology

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