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SESSION 202 Wednesday, November 2, 11:30 AM - 12:30 PM
Track: The Futurist
Strategic Partnerships: Moving Up the Value Chain
Suresh GP Managing Director,TaUB Solutions [email protected]
Session Description Businesses today are struggling to qualify IT value primarily because the KPIs and metrics that IT uses to benchmark aren’t validated from a business context. This session will present a practical case study and show you how a telecom company used IT4IT reference architecture to develop value chain and value stream mapping of the existing service management framework to demonstrate business results. You’ll learn why organizational change management is so important, and how it proved crucial in joining the IT-centric view to the business-oriented aspects of the organization.
Speaker Background Suresh GP is the founder and managing director at TaUB Solutions and an itSMF India board member. He has more than fourteen years of IT experience, eight of those spent at HP. His expertise is varied, including ITSM, IT governance, project and program management, and business simulations. Suresh has been a regular blogger and speaker at itSMF events around the world, and he was awarded the itSMF Contributor Award from itSMF Singapore.
Strategic Partnerships: Moving up the value chain
Suresh GP, Managing Director TaUB Solutions
2
Why are we here today?
"Here is Edward Bear, coming downstairs now, bump, bump, bump, on the back of his head, behind Christopher Robin. It is, as far as he knows, the only way of coming downstairs, but sometimes he feels that there really is another way, if only he could stop bumping for a moment and think of it."— A.A. Milne (Winnie the Pooh and the House At Pooh Corner)
IT Transformation – Value Creator
How does IT deliver Value?
IT Value Chain
IT Service Model
About Client Profile
• Telecom Provider in South East Asia
• SMB segment
• Operational Excellence
• Needed Improvement across value chain
• Single Unified Architecture/Methodology to get everyone on same page
Selling point for IT4IT
Val Sribar, Group Vice PresidentGartner Enterprise Software Research Group
Organizational Driver
Common Understandi
ng
End-End value Chain
Holistic view of
Business
Leveraging Best
Practices across
Learn, Equip &
Excel
Client Org Structure
IT4IT Content
ValueStream Context
Overview Why it matters Deeper dive KPIs High level flow ComponentsReference
Architecture Context
Detailed Architecture
How did they adopt IT4IT
As-Is vs To be
Mapping with IT4IT
VS & SS
Practical CSI & Value
Delivery
Approach to IT4ITChallenges with CMO Department IT4IT Value Stream/Supporting
Services
Increased Time with releasing PO`sProcurement
Request to Fulfillment
Payment to Vendors not done on time
Finance Detect to Correct
Hiring cycle and Security Clearance Process HR
Requirements to Deploy
Management of Multi Supplier Contracts, Performance and Deliverables
Vendor Management Governance & Request to Fulfillment
Business Agility and Competitive Advantage
IT Strategy to Portfolio
Procurement
Vendor Selection
Req & Compliance
Approval Chain
Linkage to SAP system
Generation of PO
a.Spooling of Posb.Downtime of Systemsc.Reset of Counter
Use Request to Fulfill to quantify the value of self-service catalog subscriptions
Proving value KPIs
POs per period per serviceDeliver
% self-service requestsCosts
% of Pos delivered on time with automation
Speed
% of subscriptions active or expiring
Broker
% of successful vendor deployments
Usage
% of subscriptions requiring an incident
Satisfaction
Human Resources
Security Clearance took about 2 weeks
Re-choose Vendor/Change Cycle
Revised Business Process Cycle
Business Forecast & Sourcing
Screening
Initial Interview
Final Interview
Feedback
Shortlisting & Offer
Joining Formalities
& Verification
- Strengthening IJP- Encouraging Contractors- Global Pool
Using Requirement to Deploy to measure investment effectiveness
Proving value KPIs
% of requirements – Business, Departments
Requirements
% of resources ready for deployment to project
On time
% of automated build, tests, deployAutomation
% of detected vs closed at releaseDefects
% of successful resource deployments [Performance]
Deploy
% of emergency changesChange
Finance Challenges
• - PO`S not released on time
• - Physical Invoices as supposed to Digital Invoices
• - Backlog of Payments
• Compliance Check additional
• Finance ( Internal) vs Finance (External)
Business vs IT
Source – BRMBOK from BRMI
IT
Common Interface?
ITIL
Agile
Lean
DevOps
1.
The Grab@Pizza team
Business Managers
IT Management
Game Leader
CEO
Business Manager
Logistics
Supplier
Business Team
HR
IT management
FinanceIT Support IT Operations
Change MngtAppl development
CEO
Supplier
Steps in each Month
Process Calls Accept, and solve calls using SD en IM processes
Analyze closed calls (PM), identify Known Errors
Analyze Business Demands
Check the Business Demands and Technology Opportunities
Analyze Performance Check the Performance and Capacity of the Infrastructure
Plan Development Plan changes (RFC’s) and Development. Prepare them and plan them for
Implementation (Change Calendar)
IT Financial Report Report your IT costs to the Business
Analyze Grab@PizzaOrganize Roles
NEW INFOReports
Game Leader will prepare new situation
- Calls/workload on infrastructure
- Financials for Grab@Pizza
Check all available materials, improve process and organize IT roles
Plan Changes
Incident/Calls Process
MADE
SD
SOLVED
IMOPEN
PM
ReportMade 9Not taken by SD
3Solved by SD 1Solved by IM 4Open 1
KE
Game Board
2,3
4
7
5
9, 10
6
8
Plan Changes
RFC
PREP 2
PREP 1
IM 1
IM 2
Change Preparation
Change Calendar
Application
Development
DEV 2
DEV 1
5
6
7
8 &9
1, 2
3,4
Dashboard
Result of Business Simulation
• People more focused on current scope of work and deliverables
• Complete absence of end-end value chain
• IT to come up with Strategic, Tactical and operational initiatives to address business goals
Using Strategy to Portfolio to quantify the value of portfolio planning
Proving value KPIs
% of new investment vs maintenance
Innovation
% planned vs actualCosts
% CapEx vs OpExSP/TP/OP
Business Forecast, PipelineMarket Trends & Competitive Intelligence
Demand
% satisfied customers, users and business
Usage
Deficiencies in security policies and standards
Compliance
Challenges
OCM – Big Cheetah
Imagine how about IT and other functions?
DevOps Insitute USA
Internalization and Communication
Credit – www.scoop.it
Lessons Learnt
Top 7 Mistakes of Org Change
Neglect - People Dimension of Change
Not Managing Expectations - Trough of Despair
Persisting with Old World Measures vs New world outcomes
Over Reliance on Centralized CHM to Usher Change
Push Change instead of Pull
Losing Focus while Undergoing Transformation
Not Pausing for Celebration and Reflection
Resources
Next Steps
Coordinates
@sureshgp
https://www.linkedin.com/in/sureshgp
www.taubsolutions.com
Thank you for attending this session.
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