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Acquity Group Itpt Overview 2009
- 1. IT PLANNING & TRANSFORMATION OVERVIEW | 2008 ACQUITY GROUP
- 2. In today’s dynamic and challenging business environment, Enterprises of all kinds are under increased and diverse pressure to realize ROI from projects large and small. Dynamic and Challenging Business Environment IT budgets are shrinking. Business budgets are shifting. The ability to ask for more money has evaporated yet the demands of the business have grown and become increasingly varied. A commitment to service. As the expectation grows to do more with less, IT is forced to improve the quality of its services and improve its relationship with its business customers. Resources are diverse. Resource Management needs to account for virtual, near-shore, offshore, and onsite resources. Initiatives must be planned thoroughly, aggressively managed, and effectively governed. In order to drive effective Business Value Management, the scope, budget , resource requirements and risk/value of all initiatives must be defined and prioritized against other initiatives.
- 3. Delivering Differentiation Through Technology Efficient and profitable businesses maximize the value of their technology investments and drive positive results to the bottom line. How effectively your organization’s technologies, processes, and systems align directly impact performance. We can create valuable internal efficiencies in your business by answering the following questions: Are you meeting the demands of your business? Are your organization’s assets and technologies integrated and aligned to increase overall value? Are you working to create an agile IT environment so you can remain proactive and competitive?
- 4. Trends in the business of IT: What we have seen… Large Scale IT Programs are being used to Redefine Processes Companies completing ERP or other major initiatives are taking the program & project management disciplines and applying these to other IT initiatives of all size This approach has increased adoption, but often adds too much process Outsourcing is being re-evaluated First wave outsourcers have met with mixed success, most still looking to gain cost advantages Customer satisfaction in outsourcing quality is neutral to negative Companies are still committed to the outsourced model, but attempting to overcome the satisfaction and quality challenges IT Organizations have or are Centralizing Most large companies completed IT consolidation into a shared services model to cap runaway costs Mid-size and small companies are consolidating to reduce cost redundancy ITIL and other holistic frameworks are being evaluated to improve execution and operations consistency Visibility into what IT does is critical Many companies are questioning why many IT initiatives do not align with current business goals Companies are attempting to understand the true “value proposition for IT” IT Governance is seen as providing better visibility into the work of IT
- 5. Trends in the business of IT: Business and IT Alignment Maintaining Business and IT alignment begins with the definition of the business strategy and ends with the execution of the IT initiatives supporting that strategy. IT strategy is comprised of the guiding principles that align with the business strategy. In many organizations the first step in IT strategy is to work with the business to clarify or define its strategy so IT can align the appropriate people, process and technology to enable the successful execution of the business strategy.
- 7. The Facts Providing comprehensive solutions for our customers since 2001. End-to-end provider of strategy, technology and design solutions Headquartered in Chicago with regional offices in Dallas, Irvine, Los Angeles, Overland Park, and Scottsdale Seasoned professionals with an average 10 years of experience 70% CAGR, privately-held and profitable More than 300 customers
- 8. IT Planning and Transformation Total demand needs to be captured and prioritized based on existing Business and IT Strategies Labor and monetary resources needs to be effectively managed during work delivery Assets need to be supported and maintained to realize the expected benefits Assets needed to be continuously reevaluated based on total cost and remaining value The ITPT Solution focuses on the following concepts related to Business and IT Alignment:
- 9. How We Can Help With over 200 projects completed to date, Acquity Group has the experience to guide your organization with both strategic and operational initiatives ranging from Portfolio Management and business /IT alignment planning to deployment management and process definition.
- 10. Acquity Group Process Frameworks Acquity Group leverages industry-standard frameworks like IT Infrastructure Library (ITIL) to ensure a holistic view when defining key IT processes. We can assist you through your journey to becoming a service-centric IT organization.
- 11. How we engage Each customer needs individualized assistance so Acquity Group can engage in four different ways. Educate – help clients understand current norms and best practices Assess & Roadmap – evaluate a client’s current capabilities, identify risks and challenges and recommend improvement opportunities Deliver – partner with a client to implement a organization, a set of processes or a software product Transform – fundamentally change an organization to become more in line with an IT framework and ultimately more responsive and supportive of overall business goals and objectives
- 12. How we engage – Educate Educate provides clients practical industry knowledge and helps determine the trends and best practices to leverage We help clients understand current norms and best practices. Typical audience Business and IT leadership Typical topics Trends in Business and IT Alignment Budgeting fundamentals IT Operation Frameworks (e.g., ITIL) IT Strategy definition Typical duration and team size 3 – 7 days of sessions with 2 – 3 Acquity Group resources (Subject Matter Expert(s), Facilitator/Business Analyst) Typical Format High-level discussions with limited break out sessions
- 13. How we engage – Assess and Roadmap We perform an accelerated evaluation of a client’s current capabilities, identify risks and challenges and recommend tailored improvement opportunities Assess and roadmap efforts provide a finding-based action plan Typical audience Mix of leadership and line managers Typical topics Governance and Portfolio Management Program and Project Management Solution Delivery Management IT Service Management Typical duration 3 to 8 weeks with 2 – 4 Acquity Group resources (Subject Matter Expert(s), Project Manager, Business Analyst(s)) Typical format Interview sessions followed by analysis and roadmap development and presentation to Business and IT Leadership
- 14. How we engage – Deliver Deliver projects help clients implement solutions without having to hire/train subject matter experts and ensures corporate acceptance Typical audience Mix of leadership and line managers Typical implementations Define specific Business or IT processes Implement specific software products Define organizational structures including roles, responsibilities, key performance measurements Typical duration 8 to 16 weeks with 4 – 6 Acquity Group resources (Subject Matter Expert(s), Project Manager, Business Analyst(s)) Typical format Requirements definition, solution development (design and build), solution roll-out (validation and transition), change management We provide subject matter expertise in building and rolling-out organizations, processes and technologies
- 15. How we engage – Transform Transform projects change the way IT works and how it is perceived by the Business We work with clients to fundamentally change the way their IT organization works and how it relates to all other aspects of their business Typical audience All members of the impacted organization as well as key business sponsors Typical implementations IT Reorganization Complete framework alignment (COBIT, ITIL) Typical duration 6 to 24 months with 6 – 12 Acquity Group resources (Subject Matter Expert(s), Project Manager, Business Analyst(s)) Typical format Includes a series of all activities from Educate, Assess and Roadmap, and Deliver
- 16. Where we’ve done this before Success Stories
- 17. Case Study: Nissan Created a more flexible demand-based services model more aligned to the business strategy Developed a unified process model for all aspects of IS (business perspective, IS business management, application & infrastructure management, etc.) Improved management of outsourced vendors and awareness of service levels and other key performance metrics
- 18. Case Study: Exelon Identified IT spending reductions of more than $12MM (approx. 10% of project budget baseline) through portfolio analysis and rationalization Established business-focused portfolio management teams that facilitated project decision making and communication Integrated decentralized functions into an enterprise-level Project Management Office responsible for execution oversight of the consolidated IT project portfolio
- 19. Case Study: Takeda Created one standardized change management process that tightly aligns with current Takeda SOPs and has the versatility to manage ad-hoc work and project sized initiatives in a single Demand Management solution Increased visibility of all IT work through the use of PPM reporting, which subsequently improved collaboration between the Application Development and IT Infrastructure teams Consolidated existing legacy processes and data into a single solution that manages multiple tracks of change and work to create top-down visibility
- 20. Case Study: Takeda Leveraged existing paper-based Project Management Methodology, tools and templates into a robust and fully interactive IT Governance system Enhanced ability to prioritize and balance initiatives vs. resources, and vastly improved control and monitoring of projects, resources and time, with complete visibility into the entire IT portfolio of projects Created standard set of project controls (e.g., status reporting, issue tracking, project scheduling), retired two obsolete legacy systems, and trained over 200 IT professionals across the enterprise
- 21. Case Study: Baxter Identified improvements the Program Office could implement to make its efforts more effective and better reflect its value Enabled Program Office to adopt three-year strategic plan, focusing on: building infrastructure, executing projects consistently, and leveraging tools and processes to deliver a positive global impact Completion of activities significantly emphasized Program Office’s role in delivering value-added solutions to the Baxter organization
- 22. Case Study: Thrivent Financial Conducted a Project Portfolio Management (PPM) vendor selection process that evaluated and scored PPM tools which best aligned with the business and IT needs. Defined requirements, assessed current state, and developed a future state vision for the Project Portfolio Management (PPM) Framework. Developed a Project Portfolio Management (PPM ) Roadmap Plan which addressed Thrivent Financial’s key challenge areas in terms of implementation priority.
- 23. Michael Douglas, Business Development Representative (480) 361-0819 | [email_address]