Successful IT Organizations - Lacisd
Successful IT OrganizationsLouis BoyleVice PresidentGartner Executive Programs
AgendaW5 1
Agenda1. Introductions2. 2011 Gartner ExP CIO Survey Results3. Key Principles of Successful IT Organizations4. IT Organizational Maturity Model5. Discussion: Best Practices IT Metrics6. Discussion: Successful IT Models7. Wrap-up
Agenda1. Introductions2. 2011 Gartner ExP CIO Survey Results3. Key Principles of Successful IT Organizations4. IT Organizational Maturity Model5. Discussion: Best Practices IT Metrics6. Discussion: Successful IT Models7. Wrap-up
Three Transitions are reshaping theenviornment facing the Enterprise and IT. Economic conditions are in transition as markets,regulatory and customer markets define the terms ofcompetition and success.- There is a premium on focus and speed of execution to capturevolatile market opportunities. Enterprise strategies are in transition as they move from afocus on consolidation and efficiency to growth andproductivity.- Firms will face their own challenges based on industry, geographyand size. Technology is in transition as heavy weight owner-operatedmodels are giving way to light weight service basedmodels.- Cloud Computing, Social Media, Mobile and other technologieschange IT capabilities, economics and responsibilities.
CIOs see the future in building businessrelevance and raising IT productivity.What are the most important issue facing IT between now and the next three years?Positioning the IT organization to be perceived as partners with the businessDemonstrating IT’s value proposition to the businessRaising collaboration across the enterprise and with external partiesRaising business productivity by more than 10%20.411.910.08.951.2Managing a common set of technology priorities across multiple business unitsReorganizing IT to raise its performance (efficiency, quality, productivity)Improving IT investment priorities and decisions (e.g. higher ROIC)Assessing and securing the right level of IT skills to deliver IT’s mandate6.46.05.85.523.7Consolidating business operationsImproving IT productivity and quality (e.g. Six Sigma, Lean for IT etc.)Incorporating cloud computing into IT’s strategy and operationsAdopting social computing and Web 2.0 technologies into the enterprise4.63.13.02.4Addressing new information and data security requirementsSupporting new reporting requirements to the board, regulators, and customersManaging a heavily outsourced IT organization (greater than 75%)Defining and managing an IT services catalogue2.32.32.21.3
Agenda1. Introductions2. 2011 Gartner ExP CIO Survey Results3. Key Principles of Successful IT Organizations4. IT Organizational Maturity Model5. Discussion: Best Practices IT Metrics6. Discussion: Successful IT Models7. Wrap-up
Characteristics of Successful IT Organizations Align, align, align Communicate in business terms- Demand management (“business relationship mgmt”) portfolio management- Explicitly IT goals/strategies/initiatives to business drivers- Present the IT Budget in 100% business terms Business services IT services IT processes IT organizationalstructure- IT Services catalog- More than one “right” way to organize IT use “right” process CIOs asked to participate directly in external customer-facing activities Often asked to take on business functions (“back office”) Become indistinguishable from “the business” Measure to improve- Business Performance Framework (“Demand”, “Supply”, “Support”)
Agenda1. Introductions2. 2011 Gartner ExP CIO Survey Results3. Key Principles of Successful IT Organizations4. IT Organizational Maturity Model5. Discussion: Best Practices IT Metrics6. Discussion: Successful IT Models7. Wrap-up
IT’s role determines capabilities required for success Gartner CIO/IT Organization Maturity Model
Gartner CIO/IT Organization Maturity Model
Agenda1. Introductions2. 2011 Gartner ExP CIO Survey Results3. Key Principles of Successful IT Organizations4. IT Organizational Maturity Model5. Discussion: Best Practices IT Metrics6. Discussion: Successful IT Models7. Wrap-up
Executive IT Dashboard –Mature IT Organization “Business Value”- Business leaders reviews of IS quarterly- Financial performance against budget- Quarterly business value delivered- % invested in top projects (top 20) “Always On”- Response time KPI’s- Uptime KPI’s- Base service levels met “Best People”- Target IS employees to getsubstantial career advancement each year- Staff with training plans- Training per employee.- Voluntary turnover “Excellence in Execution”- Relationship managers satisfaction- Projects On-Time, On-Budget, In Scope- Customer Satisfaction of Delivery- Speed to Market Projects 6 months “Top 10 Project Status” – See Page 2TargetStretch
Freescale Semiconductor: IT services that touch the user directly.What’s the user performance implied by these metrics?IT ServicesPCsCost Metrics Email Helpdesk Infrastructure Services- Voice Network- Data Network- Servers- Telecom Business Applications Service Level MetricsCost Per PCDesktop/Laptop Ratio Cost Per MailboxMailboxes Cost Per ContactContacts / User Total Cost Unit Cost xVolume Cost / Function PtCost By BusinessAreaProjects: Delivery to Schedule Delivery to Budget Defects in ProductionSupport: Time to Resolve ProblemsSource: Sam Coursen, CIO, Freescale Semiconductor Time to InstallTime to Resolve ProblemsAvailabilityMessage Delivery TimeTime to Resolve ProblemsUser rksHackett,Compass,Gartner,others
Pinellas County: IT services that touch the user directly.What’s the user performance implied by these metrics?BTSServicesIncluded in ServiceCostMetricsService LevelMetricsNetworkInternet Access, Wide Area Network (WAN), Local AreaNetwork (LAN), 100Mb at the port and BusinessContinuityCost per Availabilityactive portTelephonesPhones, phone numbers, voicemail, caller ID, callwaiting, local and LD calling and Business ContinuityCost perphoneAvailabilityEmailIndividual, group and facility Email and calendaraccounts, Sunshine law compliance for archiving andretrieval and Business ContinuityCost permailboxAvailabilityCustomerIncoming contacts, infrastructure monitoring, ticketSupport Center creation, first level resolution or escalation, Incidenttracking, tape management and loaner equipmentservicesPersonalComputingServicesCost per Incident resolutioncustomer compliance % Time to answercontact Customersatisfaction scoresCost perPC Image creation, testing & maintenance for all PCmodels. Base software lifecycle management. Packaging deviceof customer software for distribution. Maintenance ofdistribution software toolsSource: Paul Alexander, CIO, Pinellas County, FLAvailability
Pinellas County: IT services that touch the user directly.What’s the user performance implied by these metrics?BTSServicesIncluded in ServiceCost MetricsCost per averageCounty Web Internet/Intranet hosting. Internet domain management,number of uniqueServicesavailability monitoring & reporting. Internet, Intranet &users per monthExtranet contributor training, support & licensing;backup/archiving; search engines. Centralized publishing &file management. Enterprise SharePoint hosting. ExtranetSharePoint management. Web forms/surveys. Streamingvideo infrastructure & support. Internet Public lMetricsAvailabilityCost per userAvailabilitySelf Service Human Resources, Payroll, Time Keeping,Benefits, Learning Management, Purchasing, ProjectsCosting, Budgeting, Performance Scorecard Reporting,Accounts Payables, Accounts Receivables, Fixed Assets,Bank Reconciliations, General Ledger, User ProductivityKit, Business Intelligence Enterprise ReportingAvailabilityServes the Pinellas portion of the 6th Judicial Circuit for the Cost per primaryCriminal, Civil, Juvenile, Probate & Traffic CourtsuserCost for total usersSource: Paul Alexander, CIO, Pinellas County, FL
CIO Summary Dashboard – SimpleYet Details (25 p.) Run a 2B IT Key IssuesDeliver Existing AutomationDeliver New AutomationCost EffectivenessOnly 17% Projects Completed Within Budget for YTD (Page 7)30% of Function Point counts are estimated - significantly exceeds target of10%, (Page 12)Run IT Like Financial ResultsA BusinessRisk ManagementProcess Improvementand QualityMeeting CustomerExpectationsPlans and exception requests for date changes still pending from severalprojects (Page 19)Desktop survey results continue to drop, and several customer satisfactiondrivers are below their targets (Page 20)Major initiative this yearModernize the InfrastructureDevelop Human ResourcesShortage of personnel with critical skills continues to exist in severalportfolios (Page 24)Legend: Color is lowest common denominator of all charts within objective Only charts with R/A/G rating, or a target/objective value used for rating16
KPIs That Are Broadly Applicable to ITOrganizationsIT MaximMetricsActual TargetITMission/Value– Optimize the return on IT – % of revenue spent on ITinvestment– % of IT budget spent on new– Contribute value toinvestmentsbusiness processes– IT opinion survey/sat. rating1.2%15%2%50%N/A75%ITCustomers– Optimize use of business – Infrastructure alignment indexservices– Post-acceptance satisfaction– Streamline business-unit scoreservices– Application alignment index0.852.52.04.00.502.0InternalIT Processes– Technology migration– Establish value focus– Faster applicationdevelopment– % facilities at bus. standards– % of projects coming throughvalue process– On-time delivery75%50%95%100%30%90%– Improve moves, addsand changes (MAC)management– % SLA requests to install met– # of ver. installed at same time– # of software releases and dist.methods per platform70%N/AN/A100% 3max. rs– Leverage ESP– % of noncore positionsoutsourced– Attract and retain staffwith appropriate skills for – Attrition rate improvementservices offered-2%10% perper year yearOtherOptions: Costoptimization Innovation PMO
Case Study: Electronic IT Scorecard With MaximsImproved Alignment and Cut IT SpendingActual Offense Question: What are the rightmetrics for managing efficiency of IT infrastructureand effectiveness of applications and projects? Root Cause: Better IT Alignment & TransparencyIT llowPercentage of software releasesdeployed on time94%100%49%GreenSecurity Spending as a % of Total ActualTarget4.6%Percentage of IT spending allocatedto delivering new capabilitiesTrendFinancial PerformanceOperate IT in afiscally responsiblemannerTotal IT Spending as a % of revenueProject PerformanceDeliver high qualityproductsOperational ExcellenceProtect and improvecustomer relationshipsUser Satisfaction — Survey ResponsesDeliver high qualityservices & solutionsEnd User Help Desk & IT ServicesSatisfaction Level
Agenda1. Introductions2. 2011 Gartner ExP CIO Survey Results3. Key Principles of Successful IT Organizations4. IT Organizational Maturity Model5. Discussion: Best Practices IT Metrics6. Discussion: Successful IT Models7. Wrap-up
IT Operating Model Choice DrivesOrganizational Design
Creating a lean and responsive ITorganizationA: Information andAnalyticsB: Agile SolutionEngineeringCIO uctureSourcingBService andVendorManagementC: BusinessProcessChangeChief Information OfficerOfficeof the CIOCustomChiefTechnical OfficerSolutionsArchitecture:Engineering Information Process/Application Infrastructure sourcing Security and RiskManagement Finance and Measurement CBPOApplicationsOutsourcing
Successful IT Organizations –The Credibility / Dependency MatrixEffectiveness HighCollaboration5% Trust70%25%LowHighBusiness Perception of Capability of formationInvestmentEfficiency
Creating Value in Each QuadrantAlignment:Velocity:via GovernedServicesvia InformationLeadershipTrust:Value:via QualityOperationsvia BalancedServicesLowHighBusiness Perception of Capability of ependencyonInformationLowHighEfficiency
Characteristics of Successful IT Organizations Align, align, align Communicate in business terms- Demand management (“business relationship mgmt”) portfolio management- Explicitly IT goals/strategies/initiatives to business drivers- Present the IT Budget in 100% business terms Business services IT services IT processes IT organizationalstructure- IT Services catalog- More than one “right” way to organize IT use “right” process CIOs asked to participate directly in external customer-facing activities Often asked to take on business functions (“back office”) Become indistinguishable from “the business” Measure to improve- Business Performance Framework (“Demand”, “Supply”, “Support”)
Wrap Up?!Thanks
Appendix Gartner Business Value Model
Gartner Business Value Model: The RelationshipBetween IT Costs and Business Benefits — Four Levels1. IT Performance MetricsProcessA Step1ProcessB Step1ProcessA Step2ProcessA Step 3ProcessB Step 2ProcessB Step 3OutcomeA2. Service-Level AgreementsSLAServiceOutcomeBSLA4. Financial Metrics3. Business MetricsGartner Business Value ModelIT has become the single biggest source of productivityimprovements in our economy, yet IT is viewed as a cost center.
The Gartner Business Value Model: Align to Key FinancialMetrics or the Leading Indicators of Financial enessDemandManagementSalesEffectivenessProduct ormationTechnologyResponsivenessFinance & RegulatoryResponsivenessPrimesTarget MarketIndexProduct PortfolioIndexSales OpportunityIndexCost of SalesIndexNew lier On-TimeDeliverySupplier ServicePerformanceCash to CashCycle TimeRecruitmentEffectiveness IndexHR AdvisoryIndexSystemsPerformanceNew ProjectsIndexComplianceIndexMarket CoverageIndexChannelProfitability IndexSales CycleIndexForecastAccuracyFeature FunctionIndexOrder FillRateCustomer CarePerformanceSupplier OrderFill RateSupplier n IndexHR TotalCost IndexIT SupportPerformanceIT TotalCost IndexAccuracyIndexMarket ShareIndexConfigure-abilityIndexSales CloseIndexCustomerRetention IndexTime to pplier MaterialQualitySupplier AgreementEffectivenessAssetUtilizationSkills tioService LevelEffectivenessAdvisoryIndexCost of ServiceIndexSales PriceIndexR&D lier ServiceAccuracySupplier Transformation RatioSigmaValueEmployeeTraining Index
IT Organizational Maturity Model 5. Discussion: Best Practices IT Metrics 6. Discussion: Successful IT Models 7. Wrap-up. Agenda 1. Introductions 2. 2011 Gartner ExP CIO Survey Results 3. Key Principles of Successful IT Organizations . The Credibility / Dependency Matrix. Effi
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