“Partnering to Make IT Happen”
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“Partnering to Make IT Happen” Welcome to the EMF Symposium February 23, 1999 Enhancing Alignment of IM/IT with Business Chief Information Officer Branch Treasury Board of Canada Secretariat Secrétariat du Conseil du Trésor du Canada
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Treasury Board of Canada Secretariat. Secrétariat du Conseil du Trésor du Canada. Chief Information Officer Branch. Welcome to the EMF Symposium. Enhancing Alignment of IM/IT with Business. “Partnering to Make IT Happen”. February 23, 1999. Agenda for the Day. - PowerPoint PPT Presentation
Transcript of “Partnering to Make IT Happen”
“Partnering to Make IT Happen”
Welcome to the EMF Symposium
February 23, 1999
Enhancing Alignment of IM/IT with Business
Chief Information Officer Branch
Treasury Board of CanadaSecretariat
Secrétariat du Conseil du Trésordu Canada
“Partnering to Make IT Happen”
Agenda for the Day
•Enhanced Management Framework for IT
•Aligning IM/IT with business directions
•Break
•Managing for value and getting results
•Lunch
•Practitioner workshops
“Partnering to Make IT Happen”
So Why Business Alignment?
Source: GartnerGroup
“Partnering to Make IT Happen”
How do you make IT Happen in your Department?
Corporate Planning
InternalAudit
CorporateFinance
Corporate IM/IT Planning
Business Lines
CIO Head of IT
“Partnering to Make IT Happen”
How do we Make IT Happen Horizontally in Government?
AuditOffice of the Auditor
General (OAG)
Procurement / Risk PolicySupply Operations, PWGSC
Risk, Procurement and Asset Management Policy, TBS
BusinessProgram Branches,
TBS
CIO Government
of Canada
Corporate Planning and FinanceExpenditure and Management Strategies Sector, TBS
“Partnering to Make IT Happen”
What is Industry’s Track Record?
• 9% on-time, on-budget, met requirements
• 61.5% fail to fully meet objectives (189% cost overrun)
• 29.5% cancelled
Source: Chaos Report, Standish Group
Government is no better/no worse
Relatively new discipline — this is improving
“Partnering to Make IT Happen”
What are the Opportunities for Improvement?
PLANNING/STRUCTURE• Support and involvement of senior
management-critical• Improved accountability framework• Improved initial project definition, justification
and prioritization• Improved client/business focus
EXECUTION• More disciplined project management • More experienced and disciplined project managers• Improved scope management
“Partnering to Make IT Happen”
What are the Opportunities for Improvement? (cont’d...)
MONITORING• Regular “sanity” checks • Progress measured and reported
PROCUREMENT• More disciplined approach to procurement
management
CULTURE & ATTITUDES• A culture that is more open to discussion, problem
resolution and change
“Partnering to Make IT Happen”
Our Response is the EMF!
• Best Practices• Methods• Tools• Education• Advice• Support
EMF was established to improve the management and success rate of IT investments and minimize risk, through—
“Partnering to Make IT Happen”
How do we do this?
CCMD
EMFImplementation Council
&Special Interest Groups
Institute,PWGSC
Portfolio Management, CIOB
IT Community Renewal, CIOB
Project, Materiel & Risk Management, TBS
Other External; SEI, SPIN, IEEE
etc.
OAG
“Partnering to Make IT Happen”
EMF is Based on Four Principles
CORPORATE DISCIPLINES
ACCOUNTABILITY
DECISIONS BASED ONRISK
MANAGEMENT
IM/IT ALIGNMENT TO BUSINESS DIRECTIONS
BEST PRACTICES
ENHANCED MANAGEMENT FRAMEWORK FOR IT
Best Practices, Methods, Tools, Education, Advice and Support
Portfolio of Projects
Project Management Disciplines
Project Charter
CORPORATE DISCIPLINES
Business Case
• Select• Prioritize• Resource• Ongoing
Review and Integrated Management
Business IM/IT
• Planning• Tracking and
Oversight• Requirements
Management• Configuration
Management• Contract
Management• Quality Assurance• etc.
R I S K M A N A G E M E N T
BusinessStrategy
IM/IT Strategy
DECISIONS BASED ONRISK MANAGEMENT
IM/IT ALIGNMENT TOBUSINESS DIRECTIONS
ACCOUNTABILITY
EMF Division, TBS
“Partnering to Make IT Happen”
What are the Potential Benefits?
ROI:$4 - $6 saved
for every $1 invested
Productivity increases
10% - 100%
Quality improvements
45% - 70%
Rework reductions
from40% - 25%
Schedule delays
reduced50% - 70%
Source: Carnegie Melon
“Partnering to Make IT Happen”
What Are the CIOB-EMF Priorities for the Next Two Years?
• Support Y2K
• Roll out EMF key practices
• Executive toolkit
• Mechanisms for sharing best practices
• Measure and monitor value
• Continue learning approach to improve model
“Partnering to Make IT Happen”
How do we Institutionalize EMF:Continuous Improvement
People Solutions
Process Solutions
“Partnering to Make IT Happen”
How do we Institutionalize EMF:A Five Step Approach
BusinessAlignment and Risk Management
Project Planning
Product Quality
Organization Focus
Continuous Improvement
“Partnering to Make IT Happen”
How do we Institutionalize EMF:A Five Step Approach
Project Planning
Product Quality
Organization Focus
Continuous Improvement
BusinessAlignment and Risk Management
“Partnering to Make IT Happen”
How do we Institutionalize EMF:A Five Step Approach
BusinessAlignment and Risk Management
Product Quality
Organization Focus
Continuous Improvement
Project Planning
“Partnering to Make IT Happen”
How do we Institutionalize EMF:A Five Step Approach
BusinessAlignment and Risk Management
Project Planning
Organization Focus
Continuous Improvement
Product Quality
“Partnering to Make IT Happen”
How do we Institutionalize EMF:A Five Step Approach
BusinessAlignment and Risk Management
Project Planning
Product Quality
Continuous Improvement
Organization Focus
“Partnering to Make IT Happen”
How do we Institutionalize EMF:A Five Step Approach
BusinessAlignment and Risk Management
Project Planning
Product Quality
Organization FocusContinuous Improvement
