@aspiringarc
Are you tired of PITY?
Conquering PITY - Dealing with Performance IT anxietY �
Using IT Assessments �
Agenda: Conquering PITY – Performance IT anxietY�
• Know which assessment is right for you • Learn about JTBD • Understand where ITCMF help
IT Assessors, IT Assesseess Interested Parties& FACILITATOR & GUIDES: manage the process & help Have fun doing it!
Everyone participates no-one dominates No invalidation if you have a different idea share it Don’t be afraid Be active & alert
1. Mick Callan Intro 2. GMC Intro 3. Review the agenda 4. Conquering PITY 5. Quick Poll 6. Meet the characters 7. JTBD 8. WORKSHOP 1 9. IT Assessments Overview 10. ITCMF Primer & HowTo 11. WORKSHOP 2 12. Q&A / Close
Organizations dealing with this often turn to an IT Assessment �
Hmm IT Assessment is the way to go? We’ll see
the conversation started like this�
Yes of course…. but what job are you trying to do?
Can we meet Tuesday to discuss the ‘job’ further?
Job -‐ what does he mean job?
Hi do you do IT Assessments?
Suffering from PITY �Performance IT anxietY �
anxious, confused, scared
?? ? ?
CALL 0800 4ASSESS
NOW!!!
QUICK POLL �
1. How many people are thinking about doing an assessment in the next 3 months?
2. How many know what kind of assessment they will undertake? 3. How many people know the outcomes they want to achieve from
the assessment?
revenue generation�
shared services �
optimize biz process �
customer experience �
digitize e2e �
oversee operations �
THE GOALS�
some background … the Future of the CIO�
Peter Weill �MIT CISR �Chair & �Snr Research Scientist �
Stephanie Woerner�MIT CISR �Research Scientist �
Jeanne Ross�MIT CISR �Director & �Principal Research Scientist �
http://cisr.mit.edu/locker/WeillWoernerMISQE2013FutureofCIO.pdf �http://cisr.mit.edu/blog/documents/2012/08/16/2012_0801_customer-facingdigitization_woernermcdonaldweill.pdf/�
Joe �‘order-taker’�
John�‘facilitator’�
Tony�‘optimizer’�
Angela�‘experience-shaper’�
1508 CIOs - 60 Countries �
44%� 36%� 10%� 10%�
let’s meet the characters�
‘Joe’�IT Services (Order Taker) CIO �Managing IT Organization�INFRA | APPS | PROJECTS �Concerns: Cost, Risk, Service levels ��
44%�
Performance Measure �
Mixed overall performance �Lower return on equity�
Increase sales from existing products �Increase price competition �
& impact on profitability�
‘John’�Embedded (Facilitator) CIO �Business Strategy�INFRA | APPS | PROJECTS �Concerns: Non-IT focused�process optimization, new product/service dev �reg. compliance, risk, investment prioritization��
36%�Performance Measure �
Better ROIC �
‘Tony’ �Enterprise Process (Optimizer) CIO ��External focus, customer oriented�CUSTOMERS | SUPPLIERS | USERS | EMPLOYEES | GOVERNMENT�Concerns: Relationship management, alignment ��
Performance Measure �Profitability (net margin %) �10%�
‘Angela’�External Customer (Experience-shaper) CIO �External focus, customer oriented�CUSTOMERS | SUPPLIERS | USERS | EMPLOYEES | GOVERNMENT�Concerns: Shaping services, creating experience, vertical integration��
Performance Measure �Innovation �
(sales from new products / 3 years) �10%�
JTBD Adapted from https://medium.com/the-job-to-be-done/replacing-the-user-story-with-the-job-story-af7cdee10c27 Alan Klement
JOBS REMAIN VALID OVER TIME.
WHAT CHANGES IS THE SOLUTION PEOPLE USE TO GET IT DONE
⇒ THE PRODUCT/SERVICE
DOES NOT CREATE THE JOB
JOB STORIES
WHEN_________________ I WANT TO _________________ SO I CAN_________________
SITUATION/CONTEXT MOTIVATION/FORCE EXPECTED OUTCOME
For example: �When I’m starting a new IT strategy, I want to know how good my IT organization is, so I can plug the holes .��When all of my money is tied up in ‘Run the business’, I want the board to approve a bigger budget so I can invest more in transformation initiative.��When my job is under threat, I want to show how good I am, so that I don’t have to go look for a new one.�
JTBD IT ASSESSMENT�When I’m starting a new IT strategy, I want to know how good my IT organization is, so I can plug the holes .�When I start in a new organization, I want to know what I’ve inherited, so that I can begin to plan.�When I’m looking to the future, I want to know if I have the right mix of people, so that I can train, hire o fire�When I’m about to undertake a major initiative, I want to know if we have the ability to deliver, so that I can set expectations.�When I don’t know where the money is going, I want to find the money sucking pits, so that I can �When I get asked why I need more money, I want to be able�When I need more budget, I want to show how good we are to the c-suite�When I don’t get listened to, I want to get a seat & a voice at the big boy table, so that I can educate the c-suite�When the CFO is cost-cutting and looking at alternate sourcing, I want to show what value for money we are, so that I can retain control �When no-one knows how things work and I have to rely on key people, I want standardise and normalise the process, so that I can get control �When I need to know what’s under my management, I want data on all of my assets (licencing, usage, lifecycle) so that I can manage my portfolio �When I’m asked to “tighten my belt”, I want to know where I can save money, so that I can put a cost-cutting plan together �When I want to show off how good we are, I want to compare against peers and others in the indsutry, so that I can showcase�When I don’t get enough money to do what I know we need to do, I want to show the CFO that he’s under investing, so that I can justify a larger investment �When I’m about to acquire or merge with another organization, I want to know what I’m buying or merging with, so that I’m not surprised�When I need a stick to beat the CIO with, I want some to show what a terrible job they are doing, so that I can lever them out ��
“It isn't that they can't see the solution. It is that they can't see the problem.!”
Gilbert Chesterton
WORKSHOP 1 �
1. Break into pairs (someone you don’t work with) & introduce yourself? -‐1 minute
2. Get a coffee or tea – 3 minute 3. Review a JTBD interview 4. Spend 10 minutes (each) conducfng a JTBD interview 5. Capture as many JTBD as you can and post them 6. Map the jobs to the characters
THE LAST TIME �
1. When did you last buy an assessment? 2. Where were you? 3. What fme of year was it? 4. What was the weather like? 5. Was anyone else with you when you decided? 6. How did you purchase the assessment? 7. Did you buy anything at the same fme?
FINDING THE FIRST THOUGHT�
1. When did you first realize you [needed something to solve your problem]?
2. Where were you? 3. Were you with someone? 4. What were you doing, or trying to do when this happened?
BUILDING THE CONSIDERATION SET�
1. Tell me about how you looked for a product to solve your problem.
2. What kind of solufons did you try? Or not try? Why or why not?
BE CURIOUS ABOUT EMOTION�
1. Did you ask anyone else about what they though about the you were about to make?
2. What was the conversafon like when you talked about purchasing the product with your <boss/spouse/friend/peers>?
3. Before you purchased did you imagine what using the product would be like? Where were you when you were thinking this?
4. Did you have any anxiety about the purchase? Did you hear something about the product that made you nervous? What was it? Why did it make you nervous?
IT ASSESSMENTS�
BUSINESS CAPABILITY IT CAPABILITY IT PROCESS
AUDIT, STANDARDS & CONFORMANCE
ANALYST/BENCHMARK COMPETENCE
NEXT TIME J
• Governance ISO 38500 • Project management ISO 21500:2012 • Service management ISO 20000 • Informafon security management ISO 27000 • Risk management ISO 31000 • Records management ISO 15489 • Systems and sosware engineering: applicafon management, sosware life-‐cycle processes, system life-‐cycle processes, architecture descripfon ISO 15504
• Business confnuity and disaster recovery ISO 22301 • Energy efficiency ISO/IEC JTC 1/SC 39 • Quality ISO 9000
Managing IT Like a Business
Managing the IT Budget
Managing the IT Capability
Managing IT for Business Value
ITG IT Leadership & Governance FF Funding & Financing EAM Enterprise Architecture Management TCO Total Cost of Ownership
BPM Business Process Management BGM Budget Management TIM Technical Infrastructure
Management BAR Benefits Assessment & Realization
BP Business Planning PPP Portfolio Planning & Prioritization PAM People Asset Management PM Portfolio Management
SP Strategic Planning BOP Budget Oversight & Performance Analysis KAM Knowledge Asset Management
DSM Demand & Supply Management RAM Relationship Asset
Management
CFP Capacity Forecasting & Planning RDE Research, Development, &
Engineering
RM Risk Management SD Solutions Delivery
AA Accounting & Allocation SRP Service Provisioning
ODP Organization Design & Planning UTM User Training Management
SRC Sourcing UED User Experience Design
IM Innovation Management� PPM Program & Project Management
SAI Service Analytics & Intelligence SUM Supplier Management
SICT Sustainable ICT CAM Capability Assessment & Management
EIM Enterprise Information Management
Each critical capability has five levels of
maturity:
WORKSHOP 2 �
1. Form groups of 5-‐7 (someone you don’t work with) & introduce yourself? -‐1 minute
2. Get a coffee or tea – 3 minute 3. Discuss & map JTBD to Assessments – 10 minute 4. Capture how they link
Managing IT Like a Business
Managing the IT Budget
Managing the IT Capability
Managing IT for Business Value
ITG IT Leadership & Governance FF Funding & Financing EAM Enterprise Architecture Management TCO Total Cost of Ownership
BPM Business Process Management BGM Budget Management TIM Technical Infrastructure
Management BAR Benefits Assessment & Realization
BP Business Planning PPP Portfolio Planning & Prioritization PAM People Asset Management PM Portfolio Management
SP Strategic Planning BOP Budget Oversight & Performance Analysis KAM Knowledge Asset Management
DSM Demand & Supply Management RAM Relationship Asset
Management
CFP Capacity Forecasting & Planning RDE Research, Development, &
Engineering
RM Risk Management SD Solutions Delivery
AA Accounting & Allocation SRP Service Provisioning
ODP Organization Design & Planning UTM User Training Management
SRC Sourcing UED User Experience Design
IM Innovation Management� PPM Program & Project Management
SAI Service Analytics & Intelligence SUM Supplier Management
SICT Sustainable ICT CAM Capability Assessment & Management
EIM Enterprise Information Management Increasing maturity improves IT’s
ability to deliver on key business priorities
Each critical capability has five levels of
maturity:
What is IT-CMF?
INTEGRATED
STANDARDISED
UNIFIED
REPLICATED
COORDINATED
Business Process Standardization
Busin
ess
Proc
ess
Inte
grat
ion
Source: Ross, Weill, Robertson, Enterprise Architecture as Strategy: Crea4ng a Founda4on for Business Execu4on
DIVERSIFIED
Where should I focus?
Managing IT Like a Business
Managing the IT Budget
Managing the IT Capability
Managing IT for Business Value
ITG IT Leadership & Governance FF Funding & Financing EAM Enterprise Architecture Management TCO Total Cost of Ownership
BPM Business Process Management BGM Budget Management TIM Technical Infrastructure
Management BAR Benefits Assessment & Realization
BP Business Planning PPP Portfolio Planning & Prioritization PAM People Asset Management PM Portfolio Management
SP Strategic Planning BOP Budget Oversight & Performance Analysis KAM Knowledge Asset Management
DSM Demand & Supply Management RAM Relationship Asset
Management
CFP Capacity Forecasting & Planning RDE Research, Development, &
Engineering
RM Risk Management SD Solutions Delivery
AA Accounting & Allocation SRP Service Provisioning
ODP Organization Design & Planning UTM User Training Management
SRC Sourcing UED User Experience Design
IM Innovation Management� PPM Program & Project Management
SAI Service Analytics & Intelligence SUM Supplier Management
SICT Sustainable ICT CAM Capability Assessment & Management
EIM Enterprise Information Management
Each critical capability has five levels of
maturity:
ITCMF helped me understand
Now I target therapies to remediate problems
SD
BPM
ITG
Priority 1 IT Leadership & Governance Business Process Management Solu=on Delivery
PPM
EIM
KAM
Priority 2
UTM
ODP
IM
FF
Organisa=onal Design & Planning Enterprise Informa=on Management Innova=on Management Program & Project Management Knowledge Asset Management User Training Management Funding & Finance Capacity Forecas=ng & Planning CFP
Importance
Maturity
Gap
“If I have the belief that I can do it,
Capability + Maturity = Value
I shall surely acquire the capacity to do it even if I may not have it at the beginning.”
IT-CMF is an industry standard framework to measure and improve IT maturity
Non-profit, open innovation consortium with membership from leading industry IT end-users, vendors, consulting firms, government, non-profit and academic organizations
www.ivi.ie
• tested with 300+ CIOs • holistic view of maturity • helps CIOs and senior IT decision-
makers • industry benchmark & trends • provides a holistic view of maturity • 85+ organizations worldwide
“To 'choose' dogma and faith over doubt and experience is to throw out the ripening vintage and to reach greedily for the Kool-Aid.” Christopher Hitchens
Anti-Pattern: Prediction Predilection�Our predilection for prediction and the certainty of uncertainty�
Based on those
assumptions
Of course
“The idea that the future is unpredictable is undermined every day by the ease with which the past is explained.”
Daniel Kahneman
contact me – [email protected] follow me - @aspiringarc link me in - http://ie.linkedin.com/in/garmaccriosta find out more – www.ivi.ie
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