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Evolving IT / Business Alignment

Discover valuable lessons on IT & business alignment, project management, and strategic planning from Peggy Willingham, Managing Director at Alaska Air Group. Learn about resource allocation, measuring business results, and executing major initiatives effectively. Gain insights on managing change, focusing on key priorities, and collaborating for success.

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Evolving IT / Business Alignment

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  1. Evolving IT / Business Alignment

  2. IT/Business Alignment Peggy Willingham Managing Director, Strategy Management Alaska Air Group, Inc.

  3. Background • Education • BA Sociology, MS Project Management • Alaska Airlines – 20 years • Finance, Workers Comp, Environmental Affairs, Safety, Project Management, Strategic Planning • Strategy Management Department • Strategic Planning • Lean Six Sigma (process improvement) • Project Management • Change Management • Chair, Investment Council

  4. Projects Are Investment Decisions • Select the best investments • Focus precious resources to execute company strategy • Balance the portfolio for maximum return • Measure business results

  5. Sponsor, Controllers & Stakeholders Investment Council Strategic Planning Sponsor & Division Controllers Develop Business Case Select Initiatives Approve & Schedule Projects Prepare Project Proposal Investment Council Sponsor, PMO & Project Team Sponsor, PMO & Controllers Plan Resources Execute Project Measure Results Project Planning, Selection and Execution Major Projects Initiatives Strategic Resource Execution & Planning Allocation Measurement

  6. 2008 Lessons Learned • Focus on just a few really important things • Make organization and process improvements first, technology later • Measure inputs, not just outputs • Manage projects well 

  7. Measuring Business Results

  8. 2009 Lessons Learned • Measure inputs, not just outputs • Understand what is going to move the needle, and by how much • Manage change • Respond to changing business needs

  9. Introducing the Resource Committee • Cross-divisional group of resource owners (IT, Corporate Real Estate, PMO, Lean Six Sigma) • Focuses on the docket of emerging projects • When can it start? • If it needs to be accelerated it, what will it displace? • Identifies and escalates resource conflicts

  10. 2010 Lessons Learned • Focus on just a few really important things • Make enterprise and implementation risks part of the discussion • Execution, execution, execution

  11. Kris - Lessons Learned • Look for solutions outside your organization • Find partners to help • Timing can be everything. Look for opportunities to work on big problems. Make the case for change. • Strive for support from the top • Be persistent, but patient. Change happens iteratively. Tell stories, use data and lessons learned to further push agenda.

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