“partnering to make it happen” welcome to the emf symposium february 23, 1999 enhancing...

“Partnering to Make IT Happen”

Welcome to the EMF Symposium

February 23, 1999

Enhancing Alignment of IM/IT with

Business

Enhancing Alignment of IM/IT with

Business

Chief Information Officer Branch

Treasury Board of CanadaSecretariat

Secrétariat du Conseil du Trésordu Canada


Agenda for the Day

•Enhanced Management Framework for IT

•Aligning IM/IT with business directions

•Break

•Managing for value and getting results

•Lunch

•Practitioner workshops


So Why Business Alignment?

Source: GartnerGroup


How do you make IT Happen in your Department?

Corporate Planning

Corporate Planning

InternalAudit

InternalAudit

CorporateFinance

CorporateFinance

Corporate IM/IT Planning

Corporate IM/IT Planning

Business Lines

Business Lines

CIO Head of IT

CIO Head of IT


How do we Make IT Happen Horizontally in Government?

AuditOffice of the Auditor

General (OAG)

AuditOffice of the Auditor

General (OAG)

Procurement / Risk PolicySupply Operations, PWGSC

Risk, Procurement and Asset Management Policy, TBS

Procurement / Risk PolicySupply Operations, PWGSC

Risk, Procurement and Asset Management Policy, TBS

BusinessProgram Branches,

TBS

BusinessProgram Branches,

TBS

CIO Government

of Canada

CIO Government

of Canada

Corporate Planning and FinanceExpenditure and Management Strategies Sector, TBS

Corporate Planning and FinanceExpenditure and Management Strategies Sector, TBS


What is Industry’s Track Record?

• 9% on-time, on-budget, met requirements

• 61.5% fail to fully meet objectives (189% cost overrun)

• 29.5% cancelled

Source: Chaos Report, Standish Group

Government is no better/no worse

Relatively new discipline — this is improving


What are the Opportunities for Improvement?

PLANNING/STRUCTURE• Support and involvement of senior

management-critical• Improved accountability framework• Improved initial project definition, justification

and prioritization• Improved client/business focus

EXECUTION• More disciplined project management • More experienced and disciplined project managers• Improved scope management


What are the Opportunities for Improvement? (cont’d...)

MONITORING• Regular “sanity” checks • Progress measured and reported

PROCUREMENT• More disciplined approach to procurement

management

CULTURE & ATTITUDES• A culture that is more open to discussion, problem

resolution and change


Our Response is the EMF!

• Best Practices• Methods• Tools• Education• Advice• Support

EMF was established to improve the management and success rate of IT investments and minimize risk, through—


How do we do this?

CCMDCCMD

EMFImplementation Council

&Special Interest Groups

EMFImplementation Council

&Special Interest Groups

Institute,PWGSCInstitute,PWGSC

Portfolio Management, CIOB

Portfolio Management, CIOB

IT Community Renewal, CIOBIT Community Renewal, CIOB

Project, Materiel & Risk Management, TBS

Project, Materiel & Risk Management, TBS

Other External; SEI, SPIN, IEEE

etc.

Other External; SEI, SPIN, IEEE

etc.

OAGOAG


EMF is Based on Four Principles

CORPORATE DISCIPLINESCORPORATE DISCIPLINES

ACCOUNTABILITYACCOUNTABILITY

DECISIONS BASED ON

RISK MANAGEMENT

DECISIONS BASED ON

RISK MANAGEMENT

IM/IT ALIGNMENT TO BUSINESS DIRECTIONSIM/IT ALIGNMENT TO

BUSINESS DIRECTIONS

BEST PRACTICES

BEST PRACTICES

ENHANCED MANAGEMENT FRAMEWORK FOR IT

Best Practices, Methods, Tools, Education, Advice and Support

Portfolio of ProjectsPortfolio of Projects

Project Management Disciplines

Project Management Disciplines

Project CharterProject Charter

CORPORATE DISCIPLINES

Business CaseBusiness Case

• Select• Prioritize• Resource• Ongoing

Review and Integrated Management

Business IM/IT

• Select• Prioritize• Resource• Ongoing

Review and Integrated Management

Business IM/IT

• Planning• Tracking and

Oversight• Requirements

Management• Configuration

Management• Contract

Management• Quality Assurance• etc.

• Planning• Tracking and

Oversight• Requirements

Management• Configuration

Management• Contract

Management• Quality Assurance• etc.

R I S K M A N A G E M E N T

BusinessStrategyBusinessStrategy

IM/IT Strategy

DECISIONS BASED ONRISK MANAGEMENT

IM/IT ALIGNMENT TOBUSINESS DIRECTIONS

ACCOUNTABILITY

EMF Division, TBS


What are the Potential Benefits?

ROI:$4 - $6 saved

for every $1 invested

Productivity increases

10% - 100%

Quality improvements

45% - 70%

Rework reductions

from40% - 25%

Schedule delays

reduced50% - 70%

Source: Carnegie Melon


What Are the CIOB-EMF Priorities for the Next Two Years?

• Support Y2K

• Roll out EMF key practices

• Executive toolkit

• Mechanisms for sharing best practices

• Measure and monitor value

• Continue learning approach to improve model


How do we Institutionalize EMF:Continuous Improvement

People SolutionsPeople

Solutions

Process SolutionsProcess Solutions


How do we Institutionalize EMF:A Five Step Approach

BusinessAlignment and Risk Management


Project PlanningProject Planning

Product QualityProduct Quality

Organization FocusOrganization Focus

Continuous ImprovementContinuous Improvement







Organization FocusOrganization FocusContinuous ImprovementContinuous Improvement

“partnering to make it happen” welcome to the emf symposium february 23, 1999 enhancing...

Documents

tbs slide

scope management slide

risk management decisions

materiel risk management

canada slide

oag slide

risk management imit

disciplined project