Technology Investment Management

1
Technology Investment ManagementPerformance
Measures
2
Introduction
Speaker John Wheatley
Executive Management Support Services
Socius Corporation
3
the symptom
Can you relate to any of the following?

• There seems to be a disconnect between
  executive business management and IT Management

• What IT delivers does not support what the
  business needs

• The organization cannot see the contribution of
  or value of long-standing IT expenditures

• The IT shop spends an extensive budget each
  year, but nothing gets delivered

• IT doesnt understand the business and doesnt
  deliver appropriate products

4
the Diagnosis

• A lack of technology investment management
  best practices

• So whats the cure and how does it work?

5
the Treatment

• Information Technology Investment Management
  (ITIM)

• Business Methodology

• Guide, a framework for IT investment decisions

• It is a series of standard repeatable processes

6
the Treatment (The long version)

• ITIM is a business methodology resulting in a
  move toward a more business-driven IT approach
  and use of best practices across IT investment
  management, strategic planning, program
  management, project management and change/risk
  management.

7
the Treatment (Where did it start?)

• Born of the 1996 Clinger-Cohen act, the
  framework/guidelines were developed by the
  General Accounting Office (GAO) in 1997.

• The Clinger-Cohen act requires federal agencies
  to focus more on the way in which they invest in
  IT and how those investments are monitored.

8
the Treatment (What does it look like?)
9
Active Ingredients (How does it work?)

• ITIM has a three phase approach

• Select

• Screen

• Rank

• Control

• Select

• Monitor

• Evaluate

• Remediate

• Conduct Reviews

• Make Adjustments

• Apply Lessons Learned

10
Active Ingredients (Structure)
11
Active Ingredients (Steering Committees)
Roles Responsibilities Best Practice
Relationships

• Understand the needs of the business

• Responsible for compliance with APD (Advance
  Planning Document) and supporting development
  of APD updates

12
Active Ingredients (Steering Committees)
Roles Responsibilities Best Practice
Relationships

• Prioritize all requests for system changes and
  enhancements within the assigned business area

• Monitor the progress of system development
  activities in terms of timeliness, budget and
  delivery of requirements

13
Active Ingredients (Steering Committees)
Roles Responsibilities Best Practice
Relationships

• Reach consensus on all functional elements of
  system requirements and communicate these
  decisions to IT

• Monitor local, state and federal government
  policies and legislation, ensuring appropriate
  changes are made to the business/program
  function and software applications

14
Active Ingredients (Steering Committees)
Roles Responsibilities Best Practice
Relationships

• Ensure that all required changes and approved
  enhancements are communicated to all appropriate
  stakeholders in a timely fashion

• Identify user testers for all required changes
  to the functionality and assist other groups in
  cross-functional testing

15
Active Ingredients (Steering Committees)
Roles Responsibilities Best Practice
Relationships

• Monitor the quality of system maintenance and
  support and establish priorities in this area as
  needed

16
Active Ingredients (Tools)

• Steering Committee Annual Plans

• Decision Support Packages

• Decision Ranking Question Set

• Weighted Decision Matrix

• Project and Initiative portfolio

17
Active Ingredients (Process)
18
Monitoring the Patient(Maturity)
19
Discharge Instructions (Obstacles)

• Absence of an organization-wide strategic plan

• Diversity of Business operations customer
  groups

• Inadequate investment in workforce training

• Rapidly rising expectations from customers

• Rapidly changing information technology

20
Being A Good Patient (Benefits)

• ITIM is flexible and can be applied many
  different ways to produce the same result

• It will involve partners and stakeholders

• It will create ownership

• In using ITIM you are using a federal model

21
Side Effects

• ITIM is a way of doing business, it may change
  the culture of your organization

• ITIM is not a silver bullet, it takes time and
  commitment from all levels of the organization

• The ripple effect will touch many elements of
  the organization

22
(No Transcript)
23
(No Transcript)
24
PresentationInformation
_at_
www.SociusOnline.com
or contact
John Wheatleyjwheatley_at_sociusonline.com