selected work products
DESCRIPTION
TRANSCRIPT
Work Samples Mark Dattoli
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4
8
15
18
Strategic Planning
Portfolio Management
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23
26
33
41
45
53
66
69
PMO
Budgeting
Metrics
Reporting
Roadmaps
Processes
SOA Strategy
SDLCs
Sourcing
Architecture
Models
Audits
Contents
2
Marketing
IT R&DFunction
IS
Controller
ITSteering
Committee
IT MetricsFunction
BusinessUnits
Agent
Office of
the CIO
ISBusinessAnalysts
AVLExec Mgmt
Industry & Competitive
Metrics
IT Industry Benchmark
Metrics
IT MetricsDatabase
AVLStrategic Plan
Aligned:
• Business priorities
• IT goals (e.g. building
inhouse OO ability by 1/01)
HistoricalResults
Business
Alternatives
Technical Opportunities
Input
Ideas
OSR withBusiness Value
ProjectAnalysisData
ProjectClosureDocument
AlignedIS
Portfolio
TechnicalAlternatives
IS Planning Process
IT Value
Process
IS
Business
Analysts
Systems
Develop.
PMO
TP&T
TechnicalProject
Enterprise-LevelProject
RoutineProject
Non-RoutineProject
IS Project Analysis & Cost Estimation
ProjectSponsor
Project Specwith BallPark Estimate
Exec.Summary
3
4
5
Created
by Mark
Dattoli
Strategic
6
7
ISSLC Stage 1
The Project Assessment & Review (PAR) Processv 1.0
Gate 1Inputs
Request Types
Request Mechanism
IS Request Central
Outputs
Project Sponsor
Funding Source
Business Case
Estimated Timeline
Team Structure
High-level Scope
Tech Impact
New system functionality Enhancement to existing
system functionality
Major system performance
enhancements
Request Submission Any USC Associate
Gate 2 Gate 3 Gate 4 Gate 5 Gate 6
Objectives
Define needs Socialize concepts Gather initial
requirements
Participants
Requester, BPO, BRD
Deliverables
Decision Makers
Requester’s Manager BPO BRD
Manager advances BPO advances BRD advances High level estimate
of benefits High level
requirements
Objectives
BRD, Delivery
Participants
Understand requirements
Develop cost ROM Determine benefit
Objectives
Prioritization Team
Participants
Determine business priorities
Define delivery needs
Estimate schedule
Objectives
Sponsor, Owner, BRD
Participants
Build Business Case
Define compellingneed
Secure funding
Objectives
BPO, BRD, ESC
Participants
Assess business case
Align request with business strategy
Select best fit
Deliverables
Decision Makers
Rough estimate of cost (ROM)
Project Assessment Calculation
IS Delivery Teams BPO BRD
Deliverables
Decision Makers
Prioritization Committee
IS Delivery Teams
Project Inventory Ranking
Estimated Delivery Schedule (top requests)
Deliverables
Decision Makers
Sponsor, Champion IS Delivery Teams
- Short Form: >$250K- Long Form: >$1MM
Business Case:
Enhancement Case:<$250K
Deliverables
Decision Makers
ESC, ISLC
Formal Decision Communication
Project Roadmap Update based on Estimated Delivery
Schedule
Objectives
PMO, Delivery,Change Mgmt
Participants
Evaluate release plan
Align request with release schedule
Select best fit
Deliverables
Decision Makers
Project Office IS Delivery Teams Change Management
Revised Release Schedule
Formal Decision Communication
Phase 1
Concept
Phase 2
Insight
Phase 3
Prioritization
Phase 4
BusinessCase
Phase 5
ProjectSelection
Phase 6
ReleasePlanning
BPO : Business Process OwnerBRD : Business Relationship Director
ESC : Executive Steering CommitteeISLC : IS Leadership Council
8
B. Supply ManagementB. Supply Management
A. Demand ManagementA. Demand Management
1. Discovery 2. Portfolio Management
Request Definition Request Screening Program Assessment
Alignment Initiation Control
• Requirements
• Scope
• etc.
• Impact Analysis
• Feasibility
• Estimation• Cost/Benefit Analysis
• Program to project breakdown
• Project dependencies
• Funding
• Resource allocation
• Scheduling
• Approval
• Prioritization
• Change requests
• Re-planning
• Re-funding• Re-prioritization
• User Relationship Mgmt
• User Education• IS Marketing
Business Needs
• IT Strategy
• Innovation
• IT R&D
Technological Opportunities
• Application Strategy
Application Needs
C. Results ManagementC. Results Management
D. Document ManagementD. Document Management
1. Process Engineering
(Process Definition)
2. Process Management
(Ongoing control)
3. Program Management
(Active program oversight)
4. Project Management
(Project liaison & support)
5. People Resource
Management
6. Deliverables Management
(App. development products)
Projects 1. Project Metrics Database Project Planning
Products 2. Product Quality Metrics Process Engineering
Services 3. Customer Satisfaction
4. Service Level Agreements 6. IT Value Report
Business Results 5. ROI & Financial Measures
1. Process
Documentation
2. Business
Documentation
4. Systems / Application
Documentation
3. Project
Documentation 9
10
11
12
13 13
14
15
16
17
18
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20
21
The Change Curve
= Development = Install and Roll Out $$ = Benefits Begin
ProjectChange Index:Development
/ Roll-Out
’98Q1
Q2 Q3 Q4’99Q1
Q2 Q3 Q4’00Q1
Q2 Q3 Q4 Change Status Risks
Foundational Projects
• AW End Vision 36 / 40 $$ Informed Pessimism Budget; Acceptance
• Technical Architecture 37 / 37 Hopeful Realism Budget
Completed Projects
• WAN 33 / 35 Completion
• MTMC 29 / 34 $$ Completion
• Layers (Release 1) 31 / 37 $$ Completion
• Move Mgmt (Release 1) 29 / 36 $ Completion
Active Development Projects
• Move Mgmt (Release 1.5) 19 / 21 $ $$$ Uninformed Optimism Conv. conflicts with busy season
• Bottom Line 16 / 15 $$ Hopeful Realism Benefits; Budget; Data Acquisition
Active Technical Projects
• EMS Replacement Uninformed Optimism Training; Change
• Technical Infrastructure 36 / 31 Uninformed Optimism Budget
Planned Projects
• Layers (Release 2) 31 / 37 $$ Uninformed Optimism Budget
• Move Mgmt (Release 2) 32 / 39 $$ Uninformed Optimism Budget; R& R Work
• Data Capture: Rewrite 36 / 40 $$ Uninformed Optimism Benefits; Scope, Performance
• Billing – PeopleSoft 37 / 38 Uninformed Optimism Agent Expectation (Not for them)
Fixed Factors 0 42 24 22 0 42 24 22 0 42 24 22 Fixed factors account for busy season, contract renewals & conventions
Totals, by quarter 93 166 209 232 277 360 339 299 224 227 132 22 Totals include project indexes and fixed factors
Warning Change Index from “Predicting the Impact of Change”, © O. D. Resources
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23
S:\Information Services\IS Planning\IS Capabilities\Capability Development\SOA\SOA-Program-Plan-vx.vsd
Pro
jects
Govern
ance
Serv
ice M
gm
tBPM
Dev/S
upport
Infr
a/O
ps
SOA Program Plan (High-Level), v0.3
Oct 2008 Nov Dec Jan 2009 Feb March April May June July Aug Sept Oct Nov Dec
..PHASE 1: EXPLORING (Early Learning / Ad Hoc Services).. ..PHASE 2: EXPANDING (Standard Services & Processes)..
Oct 2008 Nov Dec Jan 2009 Feb March April May June July Aug Sept Oct Nov Dec
..EII, Phase 1..
SOA Roadmap
SGB (startup)
SOA Security Planning
Customized SOA
Ref Architecture
Registry / Repository Implementation (Excel)
ESB (in Production & operationally ready)
Ad Hoc / Agile SDLC for Services
Testing Tools Selection & Trials Final Tools Selection
Biz Partner EngagementBiz & Leadership Communications
EST (startup)
Capability Plan
Technical Training (as needed)
ServiceCatalog
v.1
Org Assessment
Data Model Exploration (SID)
Run-Time Security (in Production)
Testing Lab RequirementsTesting Lab Prototype
Testing Lab (in Production)
Tools Standardization & Training
Finalize SDLC for Services
Technical Training (formalized)
SOA Biz Case
Customized SOA Strategy
PAID Diagrams for RBT
Templates for EII
Ops/Monitoring Tools Selection & Trials
Final Tools Implementation
Service Catalog, v.2
EST (ongoing)
SGB (ongoing)
Red dotted line represents
date of report
.. ..EII, Phase 2.. ?
..Ring-Back Tones.. ?
1/22/09
..Others ?..
Skills Tracking & Mgmt
Service Design Standards
Scrum Enablement
Grey are not yet started
Black lines are complete Project Start DateEnd DateContinues beyond 2009
Scrum Pilot
24
25
26
January 12, 2005 9*** US Cellular - Confidential Information ***
Mission
Philosophies
Goals & Objectives
Standards, Tools & Templates
Process Governance (Communications, Measurement & Reporting, Governing Council, Operating Procedures, Change Control, etc.)
C. Delivery & SupportB. Acquisition & ImplementationA. Planning & Organization D. Monitoring
ITStrategic
Plan
ProcessDevelopment(Standards forStandards)
IT ProcessAreas
ProcessCategory
ProcessSupport
Risk Assessment
R&D
TechnicalDirection
OrganizationalDevelopment
IS Organization
Manage HR
IS/Business Communication
IT Results/Value
Measurment &Reporting
Project Mgmt
IT Governance
Continuous Process Improvement
IS Budget
Make vs. Buy
Guidelines
• Vendor Mgmt
• Contract/
Contractor
Mgmt
SystemAcquisition
Acquire & Maintain Infrastructure
Manage Changes
Manage Aging Applications
Manage Documents
Manage Knowledgebases
• Educate Users
• Application
Optimization
• BusinessRelationship
Mgmt
ManageRelationships
• Service Desk
• 3rd-Party Mgmt
• Performance Mgmt
• Capacity Mgmt• Service Level Mgmt
Provide Service
• Configuration Mgmt
• Change Mgmt
• Release Mgmt
• Incident Mgmt
• Problem Mgmt
• Security Mgmt
Systems Mgmt
• Asset Mgmt
• Procure Equipment
• Maintain Equipment
• Facilities Mgmt
• Operations Mgmt
• Desktop Mgmt & Support
Equipment Mgmt
Monitoring
Monitor Processes
Assess InternalControl Adequacy
Obtain Independent Assurance
Provide forIndependent Audit
• Tools & Templates
• Standards & Guidelines
• Best Practices
System Development:
• Project Initiation• Architecture Planning
• Requirements Mgmt
• Build & Test
• Implementation
SDLC:
Portfolio Mgmt
Quality Mgmt
27
28
29
Dis
aste
r R
eco
ve
ry T
ea
m
Event Assessment Notification Decision/Declaration Communication Mobilization Communication
Crisis
Mg
mt
Te
am
Recovery Status Updates Business Ops
Bu
sin
ess
Lia
iso
n T
ea
m
Sto
res, P
olic
e,
Fire, C
ivil
Au
tho
ritie
s, e
tc.
Th
ird
Pa
rtie
sS
en
ior
Le
ad
ers
hip
T
ea
mIn
cid
en
t M
gm
t T
ea
m
TimingThreshold
Exceeded?
Assess Incident
N
BuildingSafe toEnter?
ProvideOnsiteUpdate
Wait 4 Hours & Request
Updatefrom Site
N
Notify CM Team &
Leadership
Y
Go on Standby
N
IsComputer
RoomUsable?
Recommend D/R
Go/No-Go
Inspect Building
Review Options, Risks & Costs Declare
DisasterYes
Confirm Location
of Hot Site
Meet at Command
Center
Activate Recovery Command
Center
Review Current DR Plan
Un
pla
nn
ed
E
ve
nt
Go on Standby
Go on Standby
Go on Standby
Go on Standby
Implement D/R?
Stand Down
Recovery teams
No
Y
• UNIX/Oracle • Tuxedo• Cares• Cares Apps• Batch Jobs• 3
rd-Parties
• Stores• Agents• Call Ctrs
Perform Recovery & Validate
Commun-icate
Decision
Receive D/R
Decision
Confirm RPO & RTO
Commun-icate
Statusto Biz
Liaison
Forward Statusto Biz
Receive Commun-
ication
Forward Statusto Biz
Receive Commun-
ication
Commun-icate
RecoveryStatus
RestartBusiness
Functionality
Work with Recovery
Teams
Normal Incident mgmt
Stand Down
Stand Down
Receive D/R
Decision
Receive D/R
Decision
Receive D/R
Decision
Receive D/R
Decision
Stand Down
Stand Down
Confirm Location
of Hot Site
Meet at Command
Center
Assemble at
Recovery Site
Receive Commun-
ication
Disaster Recovery Swim Lane
30
31
32
33
Context Diagram
Overview Diagram
Strategic Planning
Architecture Planning
Project Portfolio Mgmt
Project Initiation
Project Execution
Annual Budgeting
SLRF Needs Directions
Delivered Solutions
3rd Party Solicitation,Evaluation, Selection
Require-ments
SolutionArchitecture
(Design)
Develop(Code/Test)
AQMTest
Delivery(Deployment)
ProjectClose
3rd Party Solicitation,Evaluation, Selection
ProjectLaunch
ProjectInitiation
Project Planning and Project Control
Resource Capacity Planning
Project Performance Metrics and Earned Value
Contract Negotiation
3rd Party/USC Source Code Control & Configuration Management
Environments Management(USC Look-Alike)
3rd Party Communication Process
3rd Party Issue Resolution Process
3rd Party Change Management Process
3rd PartyPlanning
3rd Party DeliverablesInspections/Review
3rd PartyAcceptance
3rd Party Performance Management Process (VM)Detailed
Work Plan
3rd PartyTurnover
3rd PartyFeedback
Contract (VM)3rd Party Accounting and Payment Process (VM)
3rd Party Contract Management (VM)
Joint SDLC Approach Plan
On / Off SiteConsiderations
2-WaySLA’s
VendorProposal
VendorSelection
RFP (or RFI / RFQ)
SOW
36
ISSolutionsLife Cycle
Initiation
Design
ProjectAssess-ment &Review
Build& Test
Implement
Support&
Operations
Retire /Renew
ApprovedRequests
Approved,Detailed
Requirements
Approved, FeasibleDesign
Certified System orUpgrade
Solution inProduction
AgingSolutions
Sunset & Replace-ment Plans
Analysis/BusinessReq’ts
Scoped & Resourced
Project
EXAMPLES:• Service Requests• Break/Fix Repair• Maintenance
EXAMPLES:• New Functionality Requests• Strategic Initiatives• Enhancements• Quick Hits
Request Central
Non-Routine Requests Routine Requests CompleteWorkQueues
37
STAGE 2Initiation
STAGE 4Design
STAGE 1PAR
STAGE 5Build
STAGE 6Implement
STAGE 7Support& Ops
STAGE 8Retire
STAGE 3Require-ments
• Cost of Getting There (Stages 2-6): +/- 50%• Cost of Living There (Stage 7): +/- 50%• Cost of Stage 2: +/- 10%• Management Decision: Go/No-Go
ISSLC: Gates & Accuracy of Estimates
Gate
Gate
Gate
Gate
Gate
• Cost of Getting There: +/- 30%• Cost of Living There: +/- 30%• Cost of Stage 3: +/- 10%• Management Decision: Go/No-Go
• Cost of Getting There: +/- 20%• Cost of Living There: +/- 20%• Cost of Stage 4: +/- 10%• Business Unit Decision: Go/No-Go
• Business Unit Decision: Go/No-Go
• OperationsDecision:Ready for
Acceptance or Not
Cost of LivingThere Cost of
Getting There
Gate
• Cost of Getting There: +/- 10%• Cost of Living There: +/- 10%• Cost of Stage 5: +/- 10%• Business Unit Decision: Go/No-Go
38
39
41
People Process Technology
IS Capability Initiative Brief:
Dream Statement
Statement of Opportunity
Imagine the business agility that could result if IS could deliver robust business services in a matter of days or weeks instead of months. Imagine further, if some business solutions could be built and implemented by our business partners without any IS involvement. And imagine business interruptions no longer occurring, as self-healing networks and systems resolve incidents transparently to our customers and business partners through automated monitoring and recovery processes. Finally, imagine the cost of IT decreasing 20% (per Gartner Group). SOA promises faster, cheaper, better, more business-aligned, and more customer-focused IT.
These capabilities would give a significant competitive advantage in the wireless telecom space.
One of the key leading practices in the IT industry is the concept of Service-Oriented Architecture (SOA). • The primary value proposition of SOA lies in business agility – “increasing the reuse of services and business rules, by allowing internal processes to be driven from established and trusted business data, resulting in nimble response to changing conditions” (Corp Exec Board). • IS has embarked upon the SOA journey with a number of initiatives by various IS groups. We can benefit by ensuring that all these efforts are aligned and building in concert toward a mature IS SOA capability.
IS
is leading the business in the governance of SOA
is promptly developing robust services
is effectively deploying services
is efficiently monitoring services & resolving issues
Business partners
are trained on the concept and impact of SOA
are providing leadership and governance
are acting as SMEs for new service definitions
are thinking with a service mindset and envisioning new solutions that capitalize on SOA opportunities
The links and interfaces among SOA, eTom, BPM, ITIL and other disciplines are defined *
Leading practices for service development are implemented throughout IS
Service Repository processes are in place
Technical training resources are finalized for IS associates, and made available as needed
Training processes and materials are identified for business partner training
All related process documentation is updated and communicated appropriately
* AbbreviationseTom: Enhanced Telecom Operations Map (TMForum)BPM: Business Process Mgmt/ModelingITIL: IT Infrastructure Library
After analysis of SOA approaches and alternatives (such as WOA) our near-term architectural approach is adjusted to enhance results and minimize risk
A long-range Roadmap for SOA implementation, integration, and adoption is created and placed under change control
Existing templates used in the IS SDLC are tweaked to support service development
Appropriate tools will be selected and rolled out
The Services Catalog is updated and rolled out
The Services Repository is updated and rolled out
Appropriate metrics are defined, collected, reported and operated on
Implementing SOA as an IS Capability
42
Impacted Area,
Process, or
Capability
ISLT SOA Program
Manager
SOA
Governance
Board ("SGB")
Service Mgmt /
Architecture
Business
Process Mgmt
Enterprise
Services
Team ("EST")
Infrastructure /
Operations
Worker
Bees
Analysis
What is the source
of the change?
Overseeing of
the SOA
initiative
Developing,
maintaining &
communicating
the SOA
Roadmap
Governing the
major SOA
decisions
Maintaining the
SOA
Reference
Architecture
(RA)
Thinking in
terms of
services, ser-
vice
ownership, &
shared
services
Coordinating
the
development
of services;
New SDLC &
Tools
New
responsibilities
& tools
New tools &
processes
Is the impact large or
small in size?
Big Huge Huge Big Huge Huge Huge Big
Is the impact positive
or negative?
Positive Positive Positive Positive Positive Positive Positive Positive
How does the
source of the
change impact the
end product of the
process or
capability?
ISLT will need
to periodically
review
progress;
provide
strategic
direction to the
SGB;
authorize
resources for
SOA; and
resolve
escalated
issues.
Champion the
SOA initiative,
driving the
strategy with
the SGB &
informing the
ISLT of
direction.
Ensuring IS
readiness and
training.
Set SOA
direction for
governance
and
technology.
Prioritize
service
requests and
their resource
allocation.
Maintain the
RA; ensure
standards
adherance,
and provide
service design
patterns.
Standardize
biz
terminology;
Document,
analyze, &
improve biz
processes;
Educate the
biz;
Arbitrate
tradeoffs
Provide first
line analysis of
shared service
needs.
Manage the
service
catalog.
Provide SMEs
to SOA
projects as
needed.
A new
dimension of
managing run-
time activities
Move from
waterfall to
agile
methods, to
document
and develop
services,
and align to
the RA;
A new range
of testing
concepts &
activities.
What benefits and
rewards might we
expect with the
implementation of
this change?
Enhanced
project
throughput &
business
alignment
Identification
of
opportunities
for org
improvement
Identification
of better
project
alignment &
sequencing
Better chance
to blend EA
direction into
IS Roadmap
Identification
of
opportunities
for biz process
improvement
Identification
of
opportunities
for reuse
Chance to be
more involved
in business
operations
Enhanced
skills
43
Impacted Area,
Process, or
Capability
ISLT SOA Program
Manager
SOA
Governance
Board ("SGB")
Service Mgmt /
Architecture
Business
Process Mgmt
Enterprise
Services
Team ("EST")
Infrastructure /
Operations
Worker
Bees
What challenges and
difficulties might we
expect with the
implementation of
this change?
Complex
technical
issues may
not be fully
appreciated
Coordinating
and aligning all
the various
active threads
Normal start-
up issues with
any new board
Biz resistance
to costs/delays
needed by
shared
services
Developing
resources just
in time for
project needs
Operational
complexity
leads to more
potential
failures
Learning
curve for
new
technologies
Are the process or
capability owners
aware of the planned
changes?
Yes Yes Yes Yes IS-Yes;
Biz-No
Some ? Some
What are the
consequences of not
making the change?
Continued
delivery issues
and resource
contention
(N/A) (N/A) Diminished
skill
competencies
Continued high
integration
costs & time to
market
(N/A) (N/A) Diminished
skill
competencie
s
What expectations
do we have of the
process or capability
owners in helping
drive the changes so
that they are
successful and
sustainable?
Commit to
SOA and
demand the
same from
their teams
Coordinate the
overall
program and
monitor
progress
Make timely
decisions and
communicate
them
Maintain &
explain the Ref
Arch as
needed
Biz take time
to learn SOA
concepts, and
see bigger
picture
Proactively
plan and
communicate
what needs to
be done
Build &
maintain skills;
Follow any
documented
tasks
Build &
maintain
skills; Follow
any
established
standards
Will there be impacts
to costs for this
change?
(N/A) (N/A) (N/A) (N/A) Reusable
services take
longer to
develop
(N/A) (N/A) (N/A)
/1/.What, if any, risks
are associated with
the impact to this
area, process, or
capability?
/2/.How will the risk
be mitigated?
/3/.Will the risk
require the attention
of your Leadership &
Sponsorship?
(N/A) 1/. IS Groups
may mature at
different rates
2/. Close
follow up
3/. Yes
(N/A) ? 1/. Biz
resistance
2/. User ed
3/. Yes,
including high-
level "arm-
twisting" when
necessary
1/.
Vendor/Produc
t changes (e.g.
Oracle-BEA
ESB)
2/. Close
monitoring
3/. Yes
? 1/. Mistakes
while
learning
2/. Build time
in plans
3/. No
How will the
proposed change
affect the sequence,
dependencies,
effort, or duration of
any other
implementation tasks
to be executed?
(N/A) Relation
between SOA
and ITIL is to
be determined
Relation
between SOA
and EII/RBBT
will be
managed
(N/A) Time to
document
processes &
services
carefully (e.g.
PAIDs)
Relation
between SOA
and BSS/OSS
is to be
determined
(N/A) (N/A)
List the tasks,
reviews, and or
action items that are
required to be
carried out in order
to fully assess and
confirm the identified
impact.
1.) Review
plans & docs
periodically
2.) Set
priorities
3.) Fund &
staff as
necessary
(Numerous) 1.) Define role
& charter
2.) Clarify
members
3.) Begin
meeting
1.) Review
plans &
suggest
improvements
1.) Focus
group
education &
brainstorming
with selected
biz partners
1.) Define role
& charter
2.) Clarify
members
3.) Begin
meeting
1.) Review
readiness
assessment
2.) Identify
tasks
3.) Plan for
readiness
4.) Get ready
1.) Review
readiness
assessment
2.) Identify
tasks
3.) Plan for
readiness
4.) Get
ready44
45
46
eSCM Model: Tailored for IS SVM Part 1: Ongoing (Foundational) Processes
9.
Threat
Mgmt
8.
Technology
Mgmt
7.
Knowledge
Mgmt
6.
People
Mgmt
5.
Organiza-
tional
Control
Mgmt
4.
Value Mgmt
3.
Relation-
ship Mgmt
2.
Governance
Mgmt
1.
Sourcing
Strategy
Mgmt
AcquireSponsorship (1) Identify Potential
Applications (3)
Identify Constraints (2)
Define Objectives (4) Define Strategy (5)
Define Vendor MgmtProcedures (7) Define SVM & Organizational
Processes (9)Define Policy (6)
Define Internal Stakeholder Procedures (8)
Define Issue MgmtProcedures (16)
Define Vendor InteractionProcedures (13)
Define StakeholderInvolvement (28)
Plan Organizational Change (29)
Assign Sourcing Responsibilities (33)
Build Personnel Competencies (34)
Build Organizational Competency & Structures (35)
Define Roles (36)
Provide Required Information (37)
Define Asset MgmtProcedures (42)
Define License MgmtProcedures (43)
Plan & Implement Technology Integration (44)
Plan forBusiness Continuity (50)
Plan Measurement of Sourcing Performance (20)
Define OrganizationalRisk Mgmt (46)
Define SourcingRisk Mgmt (45)
Define Security & Privacy Requirements/Procedures (48)
Define Compliance Requirements/Procedures (49)
Design, Build & Populate Required Repositories (37a)
Embed SVM into the Project Lifecycle & SDLC (11.1)
Link SVM into Biz & EA Strategies (10-11)
47
eSCM Model: Tailored for IS SVM Part 2: Phased Processes
11.
Sourcing
Approach
13.
Service
Provider
Evaluation
17.
Sourcing
Completion
16.
Sourced
Service
Mgmt
15.
Service
Transfer
12.
Sourcing
Planning
14.
Sourcing
Agreements
10.Sourcing
Opportunity Analysis
Analyze &Prioritize Needs (52)
OrganizationalNeeds
VendorMarketplace
Analyze &Identify Options (53)
Write Biz Case forHigh-Priority Project (56)
Analyze & Select Sourcing Approach (55)
Make Decision to Initiate Sourcing (59)
Document the Project Governance Charter (57)
Plan Vendor Selection Procedures (62)
Define Evaluation Criteria (63)
Define Services & Conditions (61)
Establish Project Teams (60)
Write RFx’s (64)
Solicit Vendors (65) Evaluate Vendors (66) Select Vendor (67)
Customize ProjectNegotiating Guidelines (68)
Confirm Conditions (69)
Define SLAs and Measures (72)
Define all Roles and Responsibilities (71)
Plan & Track Negotiations (70)
Create Agreements (73)Amend Agreements as Necessary (74)
Plan for Transition of Service to Vendor (75)
Transfer Resources (77)
Transfer Personnel (78)
Transfer Knowledge (79)
Contracts (83)
Plan for Managing of Vendor (80) Financial Details (82)
Performance (81)
Service Chg Mgmt (86)
Problems/Incidents (84)
Delivery Chg Mgmt (85)
Monitor: Periodically Review Service Performance (87)
Collect Stakeholder Feedback (88)
Analyze Value (89)
Decide on Continued Service (90)
Transfer Personnel (94)
Transfer Knowledge (95)
Transfer Resources (93)Plan for Transition Back
from Vendor (91)
CO
MP
LE
TIO
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LY
SIS
DE
LIV
ER
YIN
ITIA
TIO
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TI
BFTIBFBBF
BF BF
BFTI
BFL
EPM Guidelines
BFTI
BFL BFL
BFT
BFTI
BFT
BFT
Define CurrentState (51)
Identify High-PrioritySourcing Needs (54)
Verify SourcedService Design (76)
Impact & Risk Assessment (58)
Ensure Service Continuity during Completion (92)
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C7. Secured Data
C8. Protected Intellectual Property
Data C5. Accessible Data
C6. Data Trustees
C1. Information Mgmt –
Everyone’s Responsibility
C3. Single Point of Data Entry
C2. Common Vocabulary C4. Shared
Data
D5. Enhanced Monitoring
D6. Compliance to Law & Regulation
D4. Business Continuity
Security D1. Balanced Level of Security
D3. No Single Point of Vulnerability D2. Defense in Depth
A2. IT Responsibility
A1. Primacy of Principle General
Principles
F11. Enhanced Monitoring
Architectural Principles
Categories Principles Results
A3. Maximized Enterprise Contribution
Change Management
E2. Interoperable Components E1. Proven Technologies
Managed Technologies
E5. Standardized Platforms
E6. Adaptive Architectures
B8. Common Use Applications
B7. Single Business Owner
B4. Design for Performance B3. Integration Friendly
B6. Diversity of Vendors B5. Minimal Package Customization
B2. Ease of Use B1. Technology Independence
E4. Controlled Technological Diversity E3. Proof of Concept
F2. Responsive Changes
F4. No Wholesale Turnkey Solutions
F1. Requirements-based Changes
F3. Minimized Business Disruption
F6. 80/20 Rule F5. Marketplace Decision Logic
F8. Fewer Components F7. Think Big; Execute Incrementally
F10. Build Competencies F9. Stick to the Roadmap 56
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Mind Maps
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Mind Maps
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Strength Comments Weakness Comments
Projects kept small & consistentlydone per plan (this is outstandingcompared to industry benchmarks)
No mgmt philosophy; No mgmtdevelopment process; Little skillsmanagement or career support. Project management
We take appropriate risks in project-related matters, e.g. InterTrans
People management
We sometimes avoid reasonablepeople risks, letting problems fester
Recognition & reward systemsLimited management ability orencouragement to recognizeoutstanding performance Hard working &
dedicated personnel
When needed, staff puts in long hours,works through weekends, etc.
Productivity is not measured orimproving
Productivity is not achieved byosmosis; it must be engineered in
Tools training & supportQuality technical training availablejust-in-time in today’s IT world requiresmore attention than we give it
Tools acquisition processNeed to finalize & agree to the (pro-posed) standard so point-solution toolsdo not become de facto IS standards
Excessive periods of timeto implement upgrades
I had to support staff using Word 6.0for over 2 years after I got Word 97
Inputs
Good development toolsMS Office, Visual Studio, NTworkstations, Endevor, etc.
Tools sunset processPulling the plug sometimes donewithout valid cost/benefit analysis
Implementation of visionNo one appears responsible tomonitor the progress toward the goalswe’ve set, e.g. CBD skills
Personnel factors appearunder-addressed
Where are the plans for re-tooling, andwhat will we do with those who cannotlearn new skills? What’s our overallphilosophy?
Communication of vision & itsimplications to IS staff
Suggest a regular agenda item at ISmeetings be an update on this
Lack of actionable plan,with visible progress charts
Need more visionary leadership on anongoing basis, for people issues aswell as technical
Capacity planningPeoplesoft database decision;Supra/DB2 backout
Good strategic direction
Assisting AVL in defining its businessvalues, its network roles, and webenabling AVL systems are majorcontributions
IS security & disaster recoveryplans
A number of gaps were identified in a1996 study
PMO & Business Analyst Role Strengthens user/IS ties Agreement on user R&R Should be addressed soon
Processes
Appropriate use of promotionfrom within
Limited promotionopportunities
We’re a small shop; let’s proactivelyaddress how we can ameliorate thedownsides of this
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Improvement of softwareengineering and tools slighted
Progress in this area is too slow,especially in regard to OO/CBD
Need stronger commitment toquality by managers
Managers need to take ownership ofstandards enforcement
A visible commitment to QA &Standards
Insufficient attention onorganizational development
Suggest key personnel work throughthe OD binder I’ve drafted
TeamworkHas improved some(but gains have plateaud)
TeamworkCan improve yet, especially as itrelates to internal support groups
Processes(continued)
Communication
Project boards, staff meetings,Outlook email, PMO status report areitems that are helping
Communication
Need a standard IS group distributionlist maintained on Outlook; projectboards for all areas; PMO & otherdirector’s reports posted or madeavailable
Availability of user-orientedsystems overviews
We need to step up to the plate &create easy-to-access-and-usesystems documentation for users
Quality of systemsdocumentation
We need better documentation tools,and a long-term commitment tomaintaining documentation
Help Desk documentation
We need to develop doc tostandardize responses to help deskcalls; Also a FAQ facility to let userslook up their own answers
Little peer-review andcross-training
Instituting walkthroughs is a“low-hanging fruit” option
Testing process Needs to be re-engineered
Quality of delivered systemsGenerally low failure& defect rates
Need a formal defect analysisprocess
We don’t know which processes toimprove if we don’t know where & howbugs originate
Responsibility for innovationin system processes
No one seems to be given time &responsibility to sit back and think ofcreative process changes New network systems;
proactive technology solutions
IS is gaining a new levelof confidence from the agents
Little formal research ofenabling technologies
No one seems to have much time formonitoring the industry for promisingnew technology
AVL bragging rights “Family”-feel; casual dress; etc. IS bragging rights
Do have reference library & skillsdatabase (in SD), but less so for newtechnology, training, opportunities, etc.
Outputs
Generally low turnover
Proves we’re doing more good thanbad; Krohn’s longevity brings a much-needed stability
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