Maximizing IM/IT Results Through Enhanced Management Framework

1. Treasury Board of CanadaSecretariat Secrétariat du Conseil du Trésordu Canada Chief Information Officer Branch Welcome to the EMF Fall’ 99 Symposium ManagingIM/IT for Results “PartneringtoMakeITHappen” November 22, 1999

2. Agenda for the Day • Update on the Enhanced Management Framework for IM/IT • Implementing IM/IT investment management process - Lessons Learned • Break • Using Measurement to Manage • Lunch • Keynote Address: The Management Board and Its Strategic Priorities • Awards

3. Why effective management of IM/IT for results? • Aligning IM/IT with business strategies & plans • Maximizing return on IM/IT investments • Minimizing risks • Ensuring IM/IT projects are completed on time, on budget and deliver expected benefits

4. 26% 28% 46% 1998 1996 27% 40% 33% 1994 16% 31% 53% Succeed 0% 20% 40% 60% 80% 100% Failed Challenged What’s the track record? • Government’s track record is consistent with industry • IT is a relatively new discipline • Performance is improving by applying lessons learned • Increasingly management issue not just a technology issue • Historical information is more readily available • Best practices are evolving Source: Standish Group 1998

5. The CHAOS Top Areas for Improvement • Business Alignment • User Involvement 20 Points • Executive Support 15 Points • Clear Business Objectives 15 Points • Ownership 5 Points -------------- 55 points Source: Standish Group 1998

6. The CHAOS Top Areas for Improvement (…cont’d) • Project Management • Experienced Project Manager 15 Points • Reliable Estimates 15 Points • Small Milestones 10 Points • Firm Basic Requirements 5 Points • Competent Staff 5 Points • Proper Planning 5 Points ------------ 55 points Source: Standish Group 1998

7. ENHANCED MANAGEMENT FRAMEWORK FOR IM/IT CORPORATE DISCIPLINES IM/IT ALIGNMENT TO BUSINESS Portfolio Management Project Management Disciplines ACCOUNTABILITY BusinessStrategy • Select • Prioritize • Resource • Ongoing Review and Integrated Management Business IM/IT • Planning • Tracking and Oversight • Requirements Management • Configuration Management • Contract Management • Quality Assurance • etc. Project Charter Business Case IM/IT Strategy Human Resources Strategy Finance Strategy R I S K M A N A G E M E N T R I S K M A N A G E M E N T PERFORMANCE MANAGEMENT Asset Management Strategy Best Practices, Methods, Tools, Education, Advice and Support www.cio-dpi.gc.ca/emf-cag/index_e.asp

8. Portfolio Management BusinessStrategy • Select • Prioritize • Resource • Ongoing Review and Integrated Management Business IM/IT Business Case Project Charter IM/IT Strategy Human Resources Strategy Finance Strategy R I S K M A N A G E M E N T Asset Management Strategy ENHANCED MANAGEMENT FRAMEWORK FOR IM/IT CORPORATE DISCIPLINES IM/IT ALIGNMENT TO BUSINESS ACCOUNTABILITY R I S K M A N A G E M E N T PERFORMANCE MANAGEMENT Best Practices, Methods, Tools, Education, Advice and Support www.cio-dpi.gc.ca/emf-cag/index_e.asp

9. CORPORATE DISCIPLINES IM/IT ALIGNMENT TO BUSINESS Project Management Disciplines Portfolio Management ACCOUNTABILITY BusinessStrategy • Select • Prioritize • Resource • Ongoing Review and Integrated Management Business IM/IT • Planning • Tracking and Oversight • Requirements Management • Configuration Management • Contract Management • Quality Assurance • etc. Project Charter Business Case IM/IT Strategy Human Resources Strategy Finance Strategy Asset Management Strategy Best Practices, Methods, Tools, Education, Advice and Support ENHANCED MANAGEMENT FRAMEWORK FOR IM/IT PERFORMANCE MANAGEMENT www.cio-dpi.gc.ca/emf-cag/index_e.asp

10. Performance Management • How is IM/IT aligning with strategic, client and internal business needs and plans? • How is IM/IT supporting the delivery and effectiveness of the department’s programs? • To manage IT, we have to measure IT • There is no one “best” approach to IT performance management • Top management ownership and involvement is a critical success factor

11. EMF Implementation Council & Special Interest Groups How do we implement EMF? Procurement, Project, Materiel & Risk Management, TBS Other External: SEI, SPIN, IEEE etc. Institute,PWGSC CCMD Information Policy, CIOB OAG IM/IT Community Renewal, CIOB Portfolio Management, CIOB

12. Business Lines Corporate Planning Internal Audit CIO / Head of IT How do you make IT Happen in your Department? Corporate Finance Corporate IM/IT Planning

13. Key Success Factors • Senior management commitment & participation • Commitment & participation of key partners • Resourcing • Investment in people and processes not just technology • Long-term view of continuous improvement • Discipline ….. Back to the basics

14. 16 departments shared EMF Implementation Plans - and 4 updates Evolution of the Framework Piloted mechanisms for departments to share best practices, lessons learned etc. Developed and delivered IM/IT track at Project Management Symposium Developed Project Planning,Tracking and Oversight processes, procedures, templates Current Year accomplishments

15. Continue roll-out of EMF tools (e.g Executive Project “Health Check”, Audit Toolkit) • Deliver regular symposia and workshops on key aspects of EMF • Use benchmark study and other tools to measure effectiveness of the EMF • Develop and improve mechanisms for sharing best practices • Establish a pool of experts to provide external review function on high risk projects EMF key deliverables for the next 12 months