Upload
harumhr2000
View
76
Download
0
Embed Size (px)
DESCRIPTION
ITRG01 _ IT Organizational Design _ Storyboard _ 01-Build a Strategic Workforce Plan – Deliver Maximum Value
Citation preview
7/21/2019 ITRG01 _ IT Organizational Design _ Storyboard _ 01-Build a Strategic Workforce Plan – Deliver Maximum Value With Limited Staff-Sample
http://slidepdf.com/reader/full/itrg01-it-organizational-design-storyboard-01-build-a-strategic-workforce 1/12
Practical IT Research that Drives
Measurable Results
Deal More Efectively with Demand orIT Staf
7/21/2019 ITRG01 _ IT Organizational Design _ Storyboard _ 01-Build a Strategic Workforce Plan – Deliver Maximum Value With Limited Staff-Sample
http://slidepdf.com/reader/full/itrg01-it-organizational-design-storyboard-01-build-a-strategic-workforce 2/12
Introduction
Stay inormedabout requests
and stafavailability
• Organizations are aced with ongoing demands or serviceswhich cannot be met with available internal IT staf
• !oint "lanning with the organization#s senior management isessential to align IT resources with most "ertinent andvaluable initiatives
• Small requests and un"lanned "ro$ects com"ete with ma$orinitiatives or staf% and oten come in the bac& door
• Successul IT de"artments must wor& with the business todetermine which initiatives are o most value and resourceaccordingly
•
This solution set will hel" you' – Stabilize long(term staf "lanning
– Stay inormed about requests and staf availability
– )rioritize requests
7/21/2019 ITRG01 _ IT Organizational Design _ Storyboard _ 01-Build a Strategic Workforce Plan – Deliver Maximum Value With Limited Staff-Sample
http://slidepdf.com/reader/full/itrg01-it-organizational-design-storyboard-01-build-a-strategic-workforce 3/12
The Demand Management Roadmap
7/21/2019 ITRG01 _ IT Organizational Design _ Storyboard _ 01-Build a Strategic Workforce Plan – Deliver Maximum Value With Limited Staff-Sample
http://slidepdf.com/reader/full/itrg01-it-organizational-design-storyboard-01-build-a-strategic-workforce 4/12
Executive Summary
• What is success? * successul demand management "rocess
"rovides management with high level control over what getsdone% and deals with com"eting requests airly andtrans"arently
• Get management to lead planning. !oint Management(IT
"lanning% driven by the business% not IT% is essential to create along(term "lan that is aligned with staf budgets The "lannersshould meet monthly to review and revise the "lan in light ochanging organizational "riorities
• Handle unplanned requests consistently andtransparently * de+ned ramewor& or "rioritizing un"lannedrequests hel"s to reduce the amount o arm(twisting and
escalation that is characteristic o inormal environments• Don’t allow staf to make priority decisions. ,or&
assignments should be clearly "rioritized and the number oconcurrent tas&s minimized
7/21/2019 ITRG01 _ IT Organizational Design _ Storyboard _ 01-Build a Strategic Workforce Plan – Deliver Maximum Value With Limited Staff-Sample
http://slidepdf.com/reader/full/itrg01-it-organizational-design-storyboard-01-build-a-strategic-workforce 5/12
7/21/2019 ITRG01 _ IT Organizational Design _ Storyboard _ 01-Build a Strategic Workforce Plan – Deliver Maximum Value With Limited Staff-Sample
http://slidepdf.com/reader/full/itrg01-it-organizational-design-storyboard-01-build-a-strategic-workforce 6/12
Demand management spans several important business
processes and remains one of IT’s toughest challenges.
Managing Supply
Staff Capacity Planning: identifying thestaff skills and the number of staff required
to address the portfolio plans, and theanticipated change and other requests.
Resource Planning: identifying ITresource requirements to drive funding –labor costs compete with capital and externalservice costs.
Staff Allocation: assignment of staff torequired activities and tracking theiravailability.
Project Management: ensuring that workon maor initiatives proceeds to a successfulconclusion.
Managing DemandPortfolio Management: planning theoverall portfolio of applications andservices leads to maor proects.
Change Management: planning changesto existing applications or services leads tomaintenance releases and simple fixes.
Request Management: processing allservice requests not included in !ortfolio or"hange #anagement, approval or reectionas well as managing delivery.
7/21/2019 ITRG01 _ IT Organizational Design _ Storyboard _ 01-Build a Strategic Workforce Plan – Deliver Maximum Value With Limited Staff-Sample
http://slidepdf.com/reader/full/itrg01-it-organizational-design-storyboard-01-build-a-strategic-workforce 7/12
Ineffective management of demand is a ey problem! trumping
even IT"#usiness $lignment and %ro&ect %rioriti'ation.
Of several essential businesses processes on the list of things adversely affecting
organizational effectiveness, organizations are least happy with current Demand Management practices. More than
2! o"organi#ation
s areunsatis$edwith current
DemandManagement
practices.
Likely causes for this assessment include:• Lack of consistency and visibility into prioritization processes.• Minimal management direction and involvement in prioritization.• oo many re!uests receiving approval.• "naccurate deadline estimation due to lack of historical data.
7/21/2019 ITRG01 _ IT Organizational Design _ Storyboard _ 01-Build a Strategic Workforce Plan – Deliver Maximum Value With Limited Staff-Sample
http://slidepdf.com/reader/full/itrg01-it-organizational-design-storyboard-01-build-a-strategic-workforce 8/12
Info(Tech sees t)o types of organi'ations.
*hich are you! chaos or order+
Ad-Hoc Consistency
"haotic $escription %ligned with business
&usiness rubber'stampIT proposals
#anagementInvolvement
in !lanning
(enior managementinitiates and prioriti)esall initiatives
*equests are processedfirst'in with frequentescalation and pressureto move up the queue
!riority'setting for
smallerinitiatives
*ules defined in apriority'matrix allowconsistent prioriti)ationof small requests
Techs use personal udgement to prioriti)ea large number ofconcurrent requests andtasks
+mpowermentof IT (taff
Techs are assigned alimited number ofconcurrent tasks
7/21/2019 ITRG01 _ IT Organizational Design _ Storyboard _ 01-Build a Strategic Workforce Plan – Deliver Maximum Value With Limited Staff-Sample
http://slidepdf.com/reader/full/itrg01-it-organizational-design-storyboard-01-build-a-strategic-workforce 9/12
Individual priorities are constantly competing
head(to(head )ith organi'ational goals. "#s goal to get the right work done in the right order is often aggravated by politics $ typically the loudest individual or department gets the highest priority,
regardless of what else is on "#s plate.
%&' of our tasks are not prioritized tomeet business priorities( they serve the
re!uestors# personal ob)ectives.
IT $irector, #anufacturing
*olitical status affects prioritization. +!ueakywheel, perceived pain level, those all weigh into the
decisions of who is doing what."I, -overnment/ /
&usiness involvement increases alignment to overall organi)ational goals. 0aving a balanced frameworkfor prioriti)ation takes accountability off of IT and ensures effective handling of unplanned requests.
"nfoech "nsight
7/21/2019 ITRG01 _ IT Organizational Design _ Storyboard _ 01-Build a Strategic Workforce Plan – Deliver Maximum Value With Limited Staff-Sample
http://slidepdf.com/reader/full/itrg01-it-organizational-design-storyboard-01-build-a-strategic-workforce 10/12
,rgani'ations )ith an IT Steering -ommittee are half as
liely to rate their prioriti'ation process as
ineffective than those )ithout.
We all want to do more than we can manage and many projects addvalue. We consistently must make hard choices to not do projects that
do not strategically support operations. Management of urgent vs.important will always be a challenge.
IT Director, ealthcare
/
Steering-ommittees
increase theoverall
efectiveness othe "rioritization
"rocess
7/21/2019 ITRG01 _ IT Organizational Design _ Storyboard _ 01-Build a Strategic Workforce Plan – Deliver Maximum Value With Limited Staff-Sample
http://slidepdf.com/reader/full/itrg01-it-organizational-design-storyboard-01-build-a-strategic-workforce 11/12
Despite good intentions! staffing is liely to be
inadeuate to address all reuests.
-s we have increased our longerterm planning, we have done more advancecommunication with management on our plans, and thus we have increased thenumber of things that management sees us delivering later than epected.
"t Director, Manufacturing
/nfortunately, the 01O believes that if you brief him on a date that something will bedelivered and you miss that date, shame on you. 2e doesn#t always want to hear
that other things got in the way. " don#t know that that#s a failure on the part of thisdepartment, but it#s an issue.
+enior *rogrammer, *rofessional +ervices
/
/
Demand will always eceed supply. +ome re!uests will undoubtedly be delayed, postponed,
or turned down, regardless of planning.
rgani)ations fear transparency because they don1t want to bring problems out into the open. 2isibilitysheds light on the problems to the business, which makes IT uncomfortable, but this is the first essentialstep towards finding a solution.
"nfoech "nsight
7/21/2019 ITRG01 _ IT Organizational Design _ Storyboard _ 01-Build a Strategic Workforce Plan – Deliver Maximum Value With Limited Staff-Sample
http://slidepdf.com/reader/full/itrg01-it-organizational-design-storyboard-01-build-a-strategic-workforce 12/12
Info-Tech Helps Professionals To:
Sign up for free trial membership to get practical
Solutions for your IT challenges
!Info"Tech helps me to be proactive instead of reactive " a cardinal rule instable and leading edge IT environment.#
( *.-S -ommercial Mortgage -o% /)