Business architecture for business specialists and IT professionals wanting IT project success

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is a unique business driven Cloud solution to help you to build a

Corporate Profile on-line so that you can manage all your business project planning information from one single source so that you as business people have instant accessibility to it when you need it, rather than waiting on other people to find it from a myriad of disparate sources…………

What is

Corporate Profiling?

A Blueprint of your Organizations functions, departments, processes,

systems, people & external value chain customers & suppliers

that identifies how each component is interconnected to whom, to where & to

what so that your project pre-implementation planning is accurate.It keeps the Wannabe’s out and

the business experts involved…….

What is a Corporate

Profile?

Business Architecture for Business Professionals in plain business speak.

A Business Tool that enables you to

develop a business architecture model of your organization for IT project planning

and change management.

Extensive ProfilingQuestions & Responses to drive rigor for

planning & investment decisions.

What does a Corporate Profile

look like when it is

finished?

Training

RequirementsRisk

Identification

Functions

Incumbent Processes

(formal & informal)

DepartmentsOr Bus Units

Incumbent systems

Organizational Strategies

Req

uire

men

ts

Requirements&

Communications Sources

Obsoletesystems

New Processes

New systems

New API’s

ObsoleteAPI’s

ObsoleteProcesses

Investment Decisions

InvestmentDecisionMakers

Corporate Profiling

Identifies BusinessArchitecture Model

Profiling Questions & Responses

Executives&

Managers

Users

External Value chain Customers & suppliers

Here’s a Diagram of what’s Involved …..

Building a Corporate

ProfileThere are tips in this presentation to help you build your Profile

more accurately

P.S you get sneak peaks of your progress along the

way………………

Start at the Top of the organization and

peel the layers off to create top down Visibility, beginning with

identifying……….

OrganizationalStrategies

• Develop an organizational communication strategy for employees, users, customers, suppliers, and stakeholders before implementation.

• This will help them understand how the new system will work and what changes will affect them.

• Asking for their input will also include them in the change process to support their ‘buy in’ to the project.

Tip 1. Communications

e.g. FinanceHR

SalesIT

Functions

These belong to your functions.

Finance HR Sales IT

Accounts Recruitment Corporate Development

Invoicing Training Online Portal Governance

Departments orBusiness Units

Incumbent Systems

Incumbent

Processes

(formal & informal)

OK…………so this is

where we

are at so far………..Great Visibility………….

Sneak Peak………………..

Functions

Incumbent Processes

(formal & informal)


Incumbent systems


Corporate Profiling


Pretty impressive !

• Change process – What type of change process will be utilized and who will administer and monitor it and how?

• Has the change process been communicated & embraced across the organization?

• Organizations and people say that they want and embrace change. But often these responses are only the “polite” answer to an unavoidable question.

• What risk mitigation strategies do you have in place to address TVC (thinly veiled contempt), dead wood, old school mentality, power struggles etc.

Tip 2. Change

The next step is to identify people

This first group of people

Identifies those who need to be

accountable

for strategic investment & planning decisions.

Lets carry on

and I will give you

another peak shortly…………………………..

Executives & Managers of Functions & Departments

• Be sure to take all necessary steps to secure the support of stakeholders, executives, managers, and users before proceeding with an investment decision.

• Involve users early in the process to ensure that their input, feedback, requirements and support are secured.

Tip 3. Executive, Stakeholder and User Support

System ExpertsOwners & Users

ProcessExpertsOwners & Users

• To ensure user adoption of the final system, users need to be included at the outset of the IT project planning phase.

• This will ensure all their requirements have been appropriately sourced, including all aspects of scoping (such as the user interface design).

• By involving users at the outset, they will also feel included and be more inclined to take ownership of the new system when it goes into production.

Tip 4. User Adoption

OK………… By inputtingAll of the relevant peopleYou have just correctly identified

The primary sources for:– Accountability – Collaboration – Communications – Executive & User Support and – Requirements from within your organization.

Now we are cooking with Gas !

Sneak Peak…………………………

Functions

Incumbent Processes

(formal & informal)


Incumbent systems


Req

uire

men

ts

Corporate Profiling


Executives&

Managers

Users


Impressive !

But, nothing is complete

without your

Customers & Suppliers requirements & input.

So we also need to look externally………………

External Value Chain Customers

& Suppliers


Requirements&


Functions

Incumbent Processes

(formal & informal)


Incumbent systems


Req

uire

men

ts

Corporate Profiling


Executives&

Managers

Users


Really Impressive !

• Base the solution decision on the requirements of the company, users, and business issues the solution needs to solve rather than attractive but unnecessary features and functionality.

• Make sure your requirements come from the sources accurately identified earlier in this profile rather than people who think that they know your business, self appointed experts or wannabe’s.

• REMEMBER to always include External Value Chain Customers & Suppliers

• Include internal and external users at the outset for input, collaboration and to identify requirements. They are the most valuable people if you want to achieve success!

Tip 5. User input and requirements gathering

We now have Visibility across the Organization & have accurately identified People who need to be involved.

This next section makes sure that there is rigor, accountability,

collaboration, accuracy and validity underpinning the key strategic investment decision making and pre-implementation

planning processes.

Lets carry on and I will give you another peak shortly…………………

The Investment Decision

• Design a roadmap with clearly defined outcome success metrics. Weight each criterion.

• Are success metrics aligned with strategy?

Tip 6. Success metrics and strategy

Next we need

to identify

the

following………………..

• Organizations need to carefully select who, how, what, and why parties will be involved in the investment decision and implementation.

• Always promote information transparency so the right information is available when needed to support optimal decision making.

• Also, be aware that various members of the organization have very different agendas that will influence the selection processes.

Tip 7.Pre-Investment Decision Making

New systems

New API’s

• Undertake a Customer Site visit or a Reference check to ensure that they have done or actually provide what you are asking for.

• Make sure that the vendors selected are the right fit because they will be with the organization for a very long time.

• Make sure that their solution meets business requirements rather than fitting the organization around their solution.

• Their solution or service offering must be their core business, with a proven track record and not a secondary business offering or service.

• Their solution must be inclusive of training, maintenance and support, licensing,

documentation, testing and account management, with no extra hidden costs.

• Also be aware that if vendors have a hidden agenda to increase their revenue from the project by introducing ancillary add-ons or services, organizations can be certain the core project will not receive their full attention.

Tip 8. Vendor and Solution Selection

Obsolete systems

Obsolete API’s

New Processes

Obsolete Processes

We are nearly there !

Here is where we are up to.

Sneak Peak ………………………

Functions

Incumbent Processes

(formal & informal)


Incumbent systems


Req

uire

men

ts

Requirements&


Sou

rces

for

Req

uire

men

ts,

Col

labo

ratio

n &

Com

mun

icat

ions

Obsoletesystems

New Processes

New systems

New API’s

ObsoleteAPI’s

ObsoleteProcesses



Corporate Profiling



Executives&

Managers

Users


Very Impressive Indeed !

By identifying all of the new processes,

systems & API’s we now have identified

new training requirements in terms of:

• Administering & using new processes• System use, proficiency, speed & adoption• Vendor training• Additional skills gap training

• What training is required for system administrators and users to ensure that they are proficient in using and administering the system?

• Do they require any additional training to address identified skill gaps or new processes?

• Has the cost of training been fully factored into the project’s budget?

• Do not even contemplate skimping on training – that is a sure fire way to have incompetent users & a poorly adopted system.

Tip 9. Training and development

And lastly………

By identifying all of the obsolete processes, systems & API’s we are able to clearly identify where we could encounter elements of risk in terms of :

• Non-obliging out going Vendors• Power struggles • Poor communications & withholding information• Lack of support from experts, managers & users

of obsolete entities• Homeless & ownerless API’s • Dead wood mentality • Stuck in the past -That’s the way we have

always done it around here!

• Is the right IT infrastructure in place to support the solution being considered?

• Has everything possible been done to minimize IT risks, such as application integration, service levels, strategies evaluated and aligned, disaster recovery and roll-back strategies, and the like.

• IT governance has more success when it is an independent process rather than being encumbered under an IT or PMO umbrella, because at that point everyone is responsible but no-one is accountable.

Tip 10. IT governance and risk

Functions

Incumbent Processes

(formal & informal)


Incumbent systems


Requirements&


Obsoletesystems

New Processes

New systems

New API’s

ObsoleteAPI’s

ObsoleteProcesses



Corporate Profiling



Executives&

Managers

Users


Training Requirements

Risk Identification

Congratulations on a Job Well Done !

Profiling Questions and Responses

1. Pre-investment decision-making process2. Communications 3. Executive, stakeholder, and user support4. IT governance and risk 5. Success metrics and strategy6. Change process7. User input and requirements gathering 8. Training and process development9. User adoption10.Vendor and solution selection

HERE IS AN OVERVIEW OF THE DISCIPLINES THE QUESTIONS COVERS

For in-depth question & responses please refer to Profiling-Pro Cloud Solution

I would like to personally invite you to join us & become part of our global growing Profiling-Pro and Corporate Profiling community by

visiting us at www.profiling-pro.com

•Sign up for an upcoming 2 day Seminar in your City to learn about how Corporate Profiling and Profiling-Pro can improve your IT project success

•Register Now for your 30 day exclusive complimentary trial of Profiling-Pro

•Purchase the e-book or paper version of “Stop Blaming the Software – Corporate Profiling for IT Project Success”

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