150 likes | 239 Vues
Learn how to align IM/IT with business strategies, maximize ROI, and minimize risks in this symposium on managing IM/IT for results, featuring updates on investment management processes and successful case studies. Discover key areas for improvement based on industry standards and incorporate best practices for effective performance management. With a focus on corporate disciplines, accountability, and portfolio management, ensure success by implementing the Enhanced Management Framework. Explore the importance of business alignment, user involvement, executive support, and clear objectives to drive successful IM/IT projects. Join us in partnering to make IT happen!
E N D
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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