Embed Size (px)
Citation preview
World e-Parliament Conference 2016#eParliament
28-30 June 2016 // Chamber of Deputies of Chile // Valparaiso
The ICT Strategic plan execution toolbox
Agenda
Elements of an ICT strategic plan Processes and roles needed to deliver on
an ICT strategic plan Tools to support the effort needed to
deliver on an ICT strategic plan Questions
Traditional system implementation approaches typically leadto costly infrastructure spaghetti
Corporate network & infrastructure services
Data
Application
Technology
• IT costs that exceed the benefit they deliver
• Rising IT costs without increasing benefits
• One or more major project failures
• Long delays in the delivery of new systems
• Fractious relationships between IT and business leaders
• System disasters• Difficulty recruiting and
retaining top IT talent
Source
Definition: the use of existing IT and business process capabilities to rapidly generate new business value while limiting costs and risks.
The key to agility is reuse. Agility leads to profitable growth. The Agility Paradox: more digitized and standardized
business processes and platforms tend to make a parliament more agile.
A platform for agility simultaneously enhances parliament’s ability to launch new products, increase efficiency, redesign a business model, and span boundaries.
ICT Strategic plan must drive to ICT-Enabled business Agility
ICT-Enabled Business Agility
© 2008 MIT Sloan CISR – RossCenter for Information Systems
Research
Architecture Planning and Design Senior executive oversight Enterprise architecture guiding principles Enterprise architecture artifacts Process owners Full-time enterprise architecture team
Standards Management Architects on project teams Technology research & adoption process Architecture exception process Formal compliance process Centralized standards team
IT Funding Business cases Centralized funding of enterprise
apps Infrastructure renewal process IT Steering Committee
Project Management Project methodology Post-implementation assessment IT program managers Business leadership of project teams
Key Elements for an ICT strategic plan execution
Management practices within each practice set are statistically significantly correlated with each other. All four competencies are significantly correlated with architecture benefits.
© 2008 MIT Sloan CISR – RossCenter for Information Systems
Research
Building ICT execution Competencies in Stages
Business Silos StandardizedTechnology OptimizedCore BusinessModularity Business Cases Project Methodology
Architects on Project Teams IT Steering Committee Architecture Exception Process* Formal Compliance Process* Infrastructure Renewal Process* Centralized Funding of Enterprise Applications* Centralized Standards Team
Process Owners* Enterprise Architecture Guiding Principles* Business Leadership of Project Teams* Senior Executive Oversight* IT Program Managers
Enterprise Architecture Graphic* Post-Implementation Assessment* Technology Research and Adoption Process* Full-time Enterprise Architecture Team
Evolution
LegendArchitecture
Planning & DesignProject ManagementIT Funding Standards
Management
* Items are statistically significantly related to architecture maturity—they are associated with greater value in later stages.
Source: Enterprise Architecture as Strategy: Creating a Foundation for Business Execution, J. Ross, P. Weill, D. Robertson, HBS Press, 2006.
Senior executive accountable for the definition, design, implementation, and, in some cases, use of a firm’s digitized process platform.
In most organizations, the CIO is assuming this role, shifting the IT organization from enabler to leader.
An ICT Strategy Execution Officer
IT as an Enabler offering IT Capabilities IT as a Leader offering a platform for
innovation
Digitized process platform
The Role of the SEO
Enterprise IT & Process
Governance
Project Design & Implementation
Ongoing Operations/ Continuous
Improvement
Designs Platform
Builds Platform Components
Leverages Platform
Ensure clarity among senior executives about platform design.
Establish a clear ICT governance structure– Coordinate demands for enterprise change projects, most of
which involve IT implementations. – Establish priorities for change projects based
on multiple criteria:• Organizational readiness• Contribution to platform• Ability to use platform• Expected benefits
– Work with senior executive team which either makes investment decisions or approves SEO recommendations.
Responsibility 1: ICT and Process Governance
Effective ICT Governance• ICT governance is specifying the decision rights and
accountability framework to encourage desirable behaviors in the use of ICT
• Effective ICT governance requires a significant amount of management time and attention
• Well-designed ICT governance arrangements distribute ICT decision making to those responsible for outcomes
• Research shows that organizations implementing effective ICT governance to support their business strategies realize superior results
Source: IT Governance: How Top Performers Manage I/T Decision Rights for Superior Results By: Peter Weill and Jeanne W. Ross
ICT Governance Must Address …
What decisions to make Who should make the decisions How to make and monitor the decisions
Source: IT Governance: How Top Performers Manage I/T Decision Rights for Superior Results By: Peter Weill and Jeanne W. Ross
Tools and roles needed Senior executive oversight Enterprise guiding principles Process owners Business cases ICT Steering Committee Technology research & adoption process
Formal compliance process Centralized standards team
ICT Governance Structure Models Model 1: For small organizations where a single tiered
central steering committee, chaired by highest level executive, can effectively govern IT deployment for entire organization
Model 2: For medium size organizations that have two to four operational divisions that are highly dependent on IT resources
ICT Governance Structure: Model 2
AdministrativeSteering
Committee
Services to MembersSteering
Committee
ProceduralSteering
Committee
eServicesInter/Intranet
• Chaired by Secretary or appointed official• Meets bi-monthly or quarterly• Defines IT governance structure • Sets decision parameters for committees• Approval board for IT business policies• Includes steering committee chairs• Includes senior IT executive
• IT Steering Committees (ITSC)• Chaired by appointed official• Meets bi-weekly or monthly• Plan/prioritize division projects• Management level participants
Governance Committee
(ITGC)
Important ICT Governance Factors
Ideally, your highest level governance committee should be chaired by the Secretary General/Clerk
Active involvement by the highest level of organization management
Committees should be chaired by business executives
Important Governance Factors cont…
• Committees should be organized around key business operations or divisions rather than IT operations
• Formalized business based methodology for prioritizing IT projects
ICT Governance Practices Example: Project Priority Matrix
PriorityBusiness Drivers WT A B C D Score
Return on Investment
6.0
> 30 % ( )6.0
> 20 %( )4.5
> 15 %( )3.0
> 10 %( )1.0
Efficiency Gains- One-Time Savings - Annual Savings
4.06.0
> $500K( )( )6.0
> $250K( ) ( )4.0
> $100K( )( )2.0
< $100K( )( )0.0
Marketing Impact - Improves Customer Service- Provides New Service
3.0
4.0
High( )( )5.0
Medium( ) ( )4.0
Low( )( )2.0
Indirect( )( )1.0
Scope of Impact- Multi-Department - Single Department
4.02.0
> or = 6 ( )( )6.0
> or = 4( ) ( )4.0
> or = 2( )( )2.0
= 1( )( )1.0
Business Risk:- Key IT Resources - Implementation Timeline
-2.0-1.5
Hi/Long ( )( )5.0
Lo/Long( )( )4.0
Hi/Short( )( )3.0
Lo/Short( )( )1.0
Ensure disciplined, effective project methodology.
Engage all key stakeholders early and often. Provide expertise on process design. Provide oversight and/or support of change
management.
Responsibility 2: Project Design/Implementation
Project methodologyPost-implementation assessment IT program managers roleBusiness leadership of project teamsArchitects on project teamsArchitecture exception processSenior executive oversightProcess owners involvement
Key tools, processes and roles
Project methodology
22
Project success factors Stakeholder involvement Executive management support Clear statement of requirements Proper planning Realistic expectations Smaller project milestones Competent staff (internal and external) Ownership Clear vision and objectives Hard working and focused staff
Architecture exception processFormal compliance processCentralized funding of enterprise apps
Infrastructure renewal processEnterprise architecture artifactsFull-time enterprise architecture team
Key Tools, processes and roles
At the Business level: – ICT strategic plans – Shared ICT business services
Information:– Common information structure standards
• Debates, Bills, Motions, Questions, Petitions,…– Information management policies and practices
Technology platforms:– A parliamentary shared private cloud
Application platform:– Shared Record keeping applications
Where parliaments can collaborate
Enterprise guiding principlesBusiness cases ICT Steering Committee model and structures
Technology research & adoption processFormal compliance processCentralized standards teamProject methodologyPost-implementation assessment Infrastructure renewal process
Where parliaments can collaborate and share.
