the innovation value institute · architecture, including a list of apps to be decommissioned •...

© Innovation Value Institute 2018

The Innovation Value Institute

Building IT capability


What we’ll cover today

Who we are 1

The IT-CMF Framework 2

How we can help 3

IVI


Innovation Value Institute


The history of IVI

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Originated from work conducted in

Intel, led by Martin Curley

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Maynooth recommended BCG join

as the founding member of the IT-

CMF Consortium

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Brought into a development

partnership with Maynooth

University


The Innovation Value Institute – An open source framework

- Framework developed by our

Industry Consortium of over 200

organisations, past and present

- 1,500 content contributors committed

to the ongoing development of IT-

CMF

- Over 250,000 hours of community

development

- A benchmark of nearly 1000

organisations, assessed across the

glob, from SMEs to large Enterprise

and Public Sector organizations

IVI

Users

Consulting Partners

Academic Partners

IT-CMF -

A FRAMEWORK BY USERS

FOR USERS


The CIO of today

Today’s CIO

The role of CIO changes, depending on who is asking

Critical function, yet still answerable to CFO/COO

Power is limited, but responsibility is unlimited

Often forced into sub-optimal choices

Budget challenged Constrained by legacy

systems and business unwilling to take risks

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Where to

Start?

What does the

business expect ?

What is

possible? Who should

be involved?

What priorities

and focus?

How to engage

stakeholders

appropriately ?

How to make

improvements

Stick?

9

What makes up capability?

Capability

People

Processes

Tools

10

Macro-Capability – driving capability at the organisational level

11

4 CCs 15 CCs 3 CCs 14 CCs

Critical Capabilities - specific best practice areas

12

Maturity levels; How are you performing?

13

EAM

Enterprise

Architecture

Management

Governance

Business

enablement

Level 1 - Awareness of the skills and

competences required is growing.

Level 2 - Role-specific training, professional

association memberships, and basic education are supported

Practice

Develop enterprise

architecture processes

and procedures with key

stakeholders

Outcome

People know what to do

and stakeholder

expectations are set

Metric

Satisfaction ratings for the

architecture function.

Basic counters and

trends.

Critical Capability Building Blocks Of Capability

What good looks like – Tracking and Evaluation

Improvement Planning

Inside a Critical Capability

Architecture

Enablement

People

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Benchmarking

15

The Benchmark Data

Industry verticals Organisational Characteristics

• Consumer Goods • Energy • Financial • Health Care • Industrial Goods • Insurance • Professional Services • Public Sector • Technology Media & Telecom

• Employee size from 100 employees to 600,000

• Public and private customers • Strong public sector benchmark –

nearly a third of customers are public sector

• Revenue figures from $750k to $250 billion per annum

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Benchmark data from across the globe

IT-CMF IN USE- THE HEALTH SECTOR

BENCHMARK


01

02

03

04

Over 30 hospitals reviewed

Covering a period of five years

Mostly Ireland and UK

Consistent issues arise

Healthcare benchmark


Benchmark maturity across the framework 19

Overall, scoring

inline with public and

private orgs

Specific areas of

weakness, including

Accounting and

Allocation and

capability

assessment

management

Strong in technical

areas such as

infrastructure

management


Benchmark maturity targets 20

Compared with other

verticals, realistic

targets

Gaps are not wild,

and in many cases

very acehievale in

short spaces of time


Gap vs. Importance 21

Easier to break it

into themes

What do the

interconnect

capabilities signify?

In this case, two

themes arise

across the

benchmark

The leadership of

IT

People and

Knowledge

Improvement planning –

Building capability

incrementally


Reframe Enterprise Architecture

• Install a qualified Chief Architect and establish a cross-IT Enterprise Architecture function

• Embed architecture milestones into all project plans and product enhancements

• Develop a release-by-release view of the landscape that leads to the target architecture, including a list of apps to be decommissioned

• Extend the Architecture Governance Board with representatives from all lines of businesses, and with authority on all architecture and design decisions

• Funding is in place for a target architecture landscape (in principle for a 3-year vision, with confirmation for the current funding cycle)

Enterprise Architecture Management

Capability/Target Practice Improvements

• A formal EA structure is in place with defined roles and responsibilities that extends across the IT organization

• Measurable reduction in IT complexity

• More standardised IT estate, with lower TCO and the reuse of technologies is common in delivered architectures

• Architecture Governance delivers an appropriate balance between the need to deliver on-time and within budget vs. the need to deliver long term value

• Significant funding of cross-project architectural capabilities

Level 2.0 Basic 2018

Level 3.0 Intermediate 2021

Expected Outcomes

Technical Infrastructure Management

• Embrace cloud technologies

• Standardize IT infrastructure component management interfaces

• Define clear metrics and objectives for infrastructure services

• Automation of infrastructure service provisioning and problem management

• Continuous improvement of infrastructure management

• Higher speed and lower cost of infrastructure provisioning

• Improved IT productivity due to standardization of infrastructure and remote support

• Improved service quality through proactive maintenance and repeatable processes Level 2.3

Basic 2018

Level 3.0 Intermediate 2021

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Building capability is a journey of small steps

Build a culture of

continuous

improvement Demonstrate success.

Deliver successful projects

Pick a mixture of strategic goals and quick wins

Decide what is truly important

Understand the business, the gaps, and

the goals.

Identify problems and set goals

4

3

2 1


Improvement Planning

WHAT NEXT?


Why use IVI and IT-CMF?

Able to deliver value on your

budget

€

Using the framework,

possible to get maturity

results in months

Design by people doing

your job

No big four

pricing

Assessment

complete in

days

Built by

users

Cost effective

Fast

Relevant

1

2

3


Enter Your

Screenshot Here

Irish Computer

Society Members

have access

Free assessment

of your

environment

Upcoming

webinars

Contribute to

upcoming projects

Engaging with IVI

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