Transcript Presentation title.

CACIO
Strategie ICT
Jiří Polák
listopad 2005
.
CACIO
KDO?
CIO
Majitele
CEO
CxO
Page 2
Proč strategie ICT

Souvislosti, celkové zdroje

Role CIO (ICT)
 Funguje (governance, projekty, vývoj, údržba, provoz)
 Integruje
 Využívá zdroje
Page 3
Work on being a trusted partner
IT Strategy
Planning
Management
When alignment is fully achieved, the IT strategy is no longer separate from the business strategy - both
are woven together.
Most Czech CIO’s now feel that they have
a seat at the table
IT department’s role at their company
Technology C ustodian - provider
of tactical technology solutions
0%
Technology Utility Supplier - cost
sensitive provider of technology
services
C ritical Business Leader - leads
business strategy development
Joint Business C ontributor involved in business strategy
development

View the alignment as heading in the same
direction.

The following characteristics define the
alignment between the business and IT
functions:
4%
– A common goal, grounded in a consistent
vision — such as service or innovation at a
low cost
– The distinctive competence of each group
– Multi-level communication between groups
– An obligation to fulfill obligations
2%
26%
Services Provider - supplier of
technical services in response
Strategic Business Partner - Joint
developer of business strategy
49%
19%
0% 10% 20% 30% 40% 50% 60%
Source: Deloitte & CACIO IT survey 2004
Page 4
Deploy layered framework for
governance implementations
IT Governance
Management
IT governance is the glue that binds business and IT together.

Follow the governance framework
– Implement it in a phased approach as the bank’s culture develops and IT
perception and alignment improve
Strategy Council
CEO, CFO, CMO, CIO, B/U Heads
Biz/IT Strategy Alignment, IT Program Level Oversight, IT
Funding, Issue Resolution
Technical Council
IT Dept Managers,
Relationship Managers, IT
Service Managers, Key
External Reps
Business Council
Biz Dept Managers, Project
Managers, IT Service and
Relationship Managers
Technical Integration
Architecture, Project
Management Practices, Tools
and Standards, Issue
Resolution
Project Oversight, Resource
Prioritization, Funding
Allocation, Measurement
Criteria, External Partner
Liaison
Page 5
Strategy &
Alignment
Business
Operations
IT Infrastructure
Strategie firmy / instituce

JAK ZÍSKAT STRATEGII
(schůzky, workshopy)

Strategické iniciativy

Klíčové business capabilities / processes
(integrace, zdroje, fungování)

Ukázat, kde ICT pomáhá / brzdí / max-efekt vůči strategii
Page 6
Use internal benchmarking for process
improvement
IT Business
Management
The Capability Maturity Model. provides a good framework for self-assessment.
Maturity Level
Description
0 Non-Existent
Management processes are not applied at all. There is a complete lack of any recognizable processes.
The organization has not even recognized that there is an issue to be addressed.
1 Initial
Worship the hero
Processes are ad hoc and disorganized. There is evidence that the organization has recognized that the
issues exist and need to be addressed. There are however no standardized processes but instead ad hoc
approaches that tend to be applied on an individual or case by case basis. The overall approach to
management is disorganized.
2 Repeatable
Plan the work
Processes follow regular pattern. There is global awareness of the issues and processes have
developed to the stage where similar procedures are followed by different people undertaking the same
task. There is no formal training or communication of standard procedures and responsibility is left to the
individual. There is a high degree of reliance on the knowledge of individuals and therefore errors are
likely.
3 Defined
Work the plan
Processes are documented and communicated. Process goals and objectives are being communicated
and understood. IT processes are aligned with the IT strategy. Procedures have been standardized and
documented, and communicated through training. It is however left to the individual to follow these
processes, and it is unlikely that deviations will be detected. The procedures themselves are not
sophisticated but are the formalization of existing practices.
4 Managed
Measure the work
5 Optimized
Work the
measures
Processes are monitored and measured. IT processes are aligned and integrated with the IT strategy
and the business goals. It is possible to monitor and measure compliance with procedures and to take
action where processes appear not to be working effectively. Processes are under constant improvement
and provide good practice. Automation and tools are used in a limited or fragmented way.
Best practices are followed and automated. Processes have been refined to a level of best practice,
based on the results of continuous improvement and maturity modeling with other organizations. IT is used
in an integrated way to automate the workflow, providing tools to improve quality and effectiveness,
making the enterprise quick to adapt.
Sample self-assessment
0
1

2

3
4


5
Page 7
Symbols used:
 Enterprise Current Status
 Industry Best Practice
 International Standard Guidelines  Enterprise Strategy
Internal IT Survey Results (1/4)
IT Survey
The survey response rate was 100% (8 received questionnaires out of 8 sent out).
Does the use of computer systems allow IT to be productive and
efficient?
0%
13%
Does current systems environment supports improved decision
making?
0%
Not at all
Little
38%
13%
Average
Well
50%
Does current systems environment give the information and tools
IT needs to better serve their customers?
0%
29%
38%
38%
Very well
Current computer systems:
Need improvement
0%
Little
13%
Average
13%
Well
43%
Average
Well
Very well
Not at all
29%
Not at all
Little
13%
Are good
75%
Very well
Need slight
improvement
Are adequate
Are very good
Systems support IT gets from inside of organization:
0%
14%
57%
29%
Have IT employees been adequately trained to maximize the use of
the systems?
Needs
improvement
Needs slight
improvement
Is adequate
17%
Yes
83%
Is good
Is very good
Note: This internal IT survey captures a pre-SLA status which is known by its typical over-optimism.
Perception of the current status is usually better than the actual situation.
Page 8
No
Následující schéma sumarizuje hlavní externí tlaky, kladoucí své
požadavky na JMP, a jejich vztah k „business driverům“ JMP a hlavní
požadavky na aplikace plynoucí z business driverů:
HLAVNÍ TLAKY NA JMP
Liberalizace trhu
(plánovaná)
HLAVNÍ „BUSINESS DRIVERY“ PROCESŮ JMP
·
POŽADAVKY NA IT APLIKACE
Objem prodeje
·
kvalitní cenotvorba tarifů plynu
· Kontroling
·
udržení stávajících zákazníků
· CRM
Akcionáři
·
zvýšení prodeje stávajícím zákazníkům
· CRM
(hodnota pro akcionáře
·
získání nových zákazníků
· CRM
-výsledky citlivostní analýzy)
·
Image společnosti
·
Prodejní cena
·
vstřícný přístup k zákazníkům
· CRM
·
Nákupní cena
·
spokojenost zákazníka
· CRM
·
Objem prodeje
·
kvalita služeb
· CRM
·
Investiční majetek
·
(další požadavky)
·
Zajištění Cash Flow
·
Zajištění provozuschopnosti
·
Transparentní informace
Regulátor
·
·
·
sledování, řízení a výběr pohledávek
· Billing
·
řízení a plánování CF
· Finance
·
přesnost měření
· Odečty, Metrolog.
Nákupní cena
·
optimalizace provozu sítě při daném odběru
·
minimalizovat nákupní náklady
· Dispečink
·
Investiční majetek - rozhodování o investiční činnosti
· Asset mngmt.
·
Spolehlivost, dodržení standardu dodávek
· Dispečink, PTIS
·
Provozní efektivnost
Spolehlivost, dodržení standardu
dodávek
·
Cash Flow
Transparentní informace
·
·
měření výkonů
· Kontroling
·
optimalizace provozních výdajů - náklady na údržbu
· PTIS, Asset mngmt.
·
snížení nákladů na materiál (centralizací nákupu)
· Sklad. hosp.
·
snížení nákladů na připojení
· CRM/workflow
Zvýšení tržeb za neplynárenské služby (prodej materiálu)
Page 9
· Sklad. hosp.
IT Strategy
Planning
Management
Alignment of IT with business goals
is not possible as they are not clearly defined or
IT does not know what they are
In order to set main IT objectives in HVB, it is necessary to understand clearly its main business objectives.
Not fully
articulated
Business
Strategy
Business
Strategic
Planning
Not fully defined
and deployed
Organizational
Infrastructure
and Processes
Alignment of Business and
Information
Technology Strategies
Gap
Alignment of
Business and Information
Technology Processes
Page 10
Information
Technology
Strategy
Does not exist.
IT Strategic
Planning
IT Infrastructure
and Processes
Exists based on
best guess.
Most future business initiatives will require IT
support in varying degrees
Organizational
Effectiveness
Business initiative
IT enabler
Operational
Efficiency
Business initiative
IT enabler
Sales & Distribution
channels
Business initiative
IT enabler
Create 4 business units
• Finance and
Controlling
system
Implement
billing
function
Improve
billing
function
Launch project
mgmt office
• Simple
project
controlling
tools
Improve financial
function
(implement SAP)
• Finance
system
(SAP)
Restructure
& reorganize
(incl. initial roles
and responsibilities)
• IT support
of business
processes
generally
Cleanse & make
data consistent
• Centralized
database
management
Create
Marketing & Sales
organization
• IT support
of business
processes
generally
Retrain people
• CBT
• HR system
Improve business
processes (quick hits)
• Work-flow
support
• Business
process IT
support
Increase network
utilization
IT support
support
• IT
of
of business
business
processes
processes
generally
generally
Implement office
automation tools
• Office
automation
system
Manage LANs
(even separately)
• Network build
out
Implement IS
organization
• IT support
of business
processes
generally
Implement
inventory
mgmt
Redefine & adjust roles,
procedures, polices,
responsibilities
• IT support
of business
processes
generally
Improve repair
time
Rightsize
organization
• HR system
• Logistic
system
• Business
Support
system
Technology
Strategic Alliances
Business initiative
Business initiative
Deploy
IP network
IT enabler
• Billing
system for
fixed
• Billing system
for mobile
• Deploy IP
backbone
Mitigate
fraud
• Fraud
management
system
IT enabler
Separate
mobile business
• Separate
accounting
Improve
network / connection
quality
• Network
management
system
Separate
ISP business
• Separate
accounting
Introduce
GPRS,WAP
• Network
management
system
Product
Development
Business initiative
Expand mobile
data products
(SMS-based)
• Service
logic IT
Introduce
customer site
solutions
• Network
resource
management
Introduce
IP based
services
• IP backbone
• Network
monitoring
system
Introduce
ASP services
• Commercial
Applications
• Hosting /
housing
equipment
• Billing system
Offer integrated billing • Mediation
Customer Care
Business initiative
Implement customer
care for fixed
Implement full
customer care
for mobile
Effective IT support requires having proper application & data and technology architectures as well as a
supporting IS organization in place. The following sections of the document are structured accordingly.
Page 11
IT enabler
IT enabler
• Business
Support
system
• CRM system
Aplikační strategie

Co je strategická aplikace / jak ji vyřešit

Aplikační moduly a jejich integrace
– Datová integrace;
– Middleware

Modely aplikačních architektur – příklady (slide 3a, 3b, 3c)
Page 12
Application Architecture functional coverage is maintained in
the short term with specified strategic IT projects
Customer
Database
Customer Interaction
Channel Management
Sales
Support
System
Call Center
Provisioning & Billing
Fulfilment
Enterprise
Systems
SAP - Finance and
Purchasing
Data
warehouse
Business Intelligence
BillingFixed
Network Management
Maintenance
MIS
Network Services
GIS
Page 13
Faults and
Order
Handling
In the long term, primary customer records should be
maintained in CRM system
Customer Interaction
Customer data
single entry in
the Long-term
Primary
Customer Record
in the long-term
separate for each
BU
Channel Management
Channel Management
Customer
Record
3dr party
commissions
Centralized data
warehouse will
integrate data from
all different systems
Enterprise Systems
of different
business units
(long-term)
Data from “customer”
systems
G/L
Provisioning & Billing
Fulfilment
Business Intelligence
Goods on
Stock
Data
Warehouse
Customer
Billing
Usage
Subscriber
HR
Network Management
Tickets
Network
Resources
Faults
Network Services
Billing system
will serve as a
primary
customer
record in the
short term
Inventory
GSM/PSTN/IP Networks
Separate for
BUs
Centralized
Legend:
Data Copy
Data Transfer
Before a full CRM system takes the “ownership” of the customer data, customer records should
be maintained in the billing system.
Page 14
Strategie infrastruktury

Překvapivé
INTEGRACE

Business Continuity

Bezpečnost

Přístupy
Page 15
Communication and integration technologies are
perceived as being the most important
45
Network Computers
25
71
Intranet
24
54
Groupware
26
98
LANs
80
44
Object oriented
12
38
Automated call centres
20
73
Data warehousing
24
52
Workflow
Voice recognition
13
35
Multimedia
6
25
Hand-held computers
4
Expert systems
3
Integrated document management
Importance of technology; percent of
respondents who belive:
In Two Years Time
Now
21
3
16
67
21
Source: Deloitte Consulting 1997
Page 16
Outsourcing
Source: Deloitte Consulting, CIO survey 1997
Page 17
Organizační strategie

Rozdíly
–
–
–
–
Vývoj
Projekt
Insourcing / Outsourcing
Provoz (údržba, technologický rozvoj)
Page 18
IT Organization Roles
and Responsibilities Matrix
Strategic
Planning
Steering Committee
Tactical
Plan. &
Gen. Mgmt.
Requirem.
Definition
System Package Detailed
Arch. & Selection Design
Design
IT Manager
Planning and Control
Operations Committee
User Interface
SI/Development
Architecture
Operations
Primary Role
Secondary Role
Page 19
Construction
& Testing
Implement.
& Ongoing
Operations
Project
Mgmt.
Plánování investic, nákladů
Revenue Growth
Cost Containment
Change Leadership
Business Directions
Immediate Term
now - 12 Months
Telco in Transition
Information Technology
Restructure &
reorganize
(incl. initial roles
and responsibilities)
Organizational
Effectiveness
Operational
Efficiency
Launch A
project
mgmt office
Improve financial A
A
function (implement Cleanse &
SAP)
make data
consistent
A
A
Retrain people
Improve business
processes (quick hits)
Implement A
IS
organization
A Implement office
Create 4
business
units
Technology
Implement
inventory
mgmt
automation tools
A
A
A
Increase
network
utilization
Create Marketing &
Sales organization
Medium Term
1.5-3 Years
Redefine & adjust
roles, procedures,
polices,
responsibilities
Manage LANsA
(even separately)
A
Rightsize
organization
F
Improve
repair time
A
F
N
Separate
mobile business
A
Mitigate
fraud
Deploy
IP network
Long Term
2.5-5 Years
A
M
Strategic
alliances
21st Century Telco
Critical Success Factors
Sales, distribution
channels
Short Term
6 - 24 Months
Separate
ISP business
Improve
network / connection
quality
Introduce M
GPRS,WAP
F
F,M
Branding
Segmentation
Implement
Improve
billing
billing
function
function
Strategic
pricing
Product
development
Rebalance
tariffs
F
F
M
Place payphone
in every village
Expand mobile M
Introduce C
data products
customer site
(SMS-based)
solutions
F
Customer
care
Implement customer
care for fixed
Page 20
Introduce
IP based
services
F
C
Offer A
integrated
billing
IntroduceC
ASP services
Implement full
customer care
for mobile
M
F
M
N
C
A
Fixed
Mobile
MTnet
MTcom
all
Comparison of key IT indicators
IT Business
Management

The structure of the IT budget does not indicate any serious
deviation from the benchmark
IT budget distribution by category (benchmark)
18,3%
12,3% 11,0%
4,1% 5,7%
HW
SW
12,7% 9,8%
3,4% 2,2%
20,4%
Ext. service providers
2003
24,7%
26,8%
Telecommunication
11,7% 16,8%
13,0%
1,2%
Personnel
2002
17,3%
40,0%
Storage
0,0%
Infrastructure+other
0%
20%
40%
60%
80%
100%
22,7%
2004 (est.)
25,9%
IT budget distribution by category (HVB)
12,1%
13,5%
31,1%
2004 (est.)
25,7%
17,6%
7,9%
5,5%
2003
34,1%
29,3%
23,2%
9,3%
8,1%
2002
0%
28,8%
20%
30,6%
40%
60%
23,2%
80%
HW
SW
Telecommunication
Personnel
Infrastructure+other
100%
Source: HVB, Gartner IT Spending and Staffing Survey Results
Page 21
Original slide
from Jun 6
Strategic Projects Plan
Task Nam e
Quick-hits
99
2000
2001
2002
2003
2004
Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3
Freight transport
Links in KRAIS
APOVS development
Schedule creation
ERP package
ERP package implementation
Passenger transport
Position of Express-1
IT infrastructure
Standard office systems
IT assets
Hum an resources
Central personell database
Real estate
Techical documentation
Geographical information system
IS/IT organisation
Inventory of projects
IT organisation restructuring
System architecture
Page 22
The CIO Management FrameworkTM is
the best-in-class tool for developing
the diverse capabilities of IT from the
perspective of the CIO
Multidimensional and integrated view of
the key disciplines required to be a World
Class value-creating IT Organization
CIO MANAGEMENT FRAMEWORK
I&T
I&TSourcing
Sourcing
Management
Management
Create Value
Delivery
Delivery
Management
Management
Resource
Resource
Management
Management
CIO
Operations
Operations
Management
Management
Innovation
Innovation
Management
Management
I&T
I&TStrategy
Strategy
Planning
Planning
Management
Management
Represents how executives view the role and
capabilities of the CIO in terms of processes,
people, tools and performance measures
• Addresses IT from a business perspective
• An integrated view of roles and responsibilities as
part of building IT capabilities
• Incorporates leading edge practices and concepts
• Links continuously evolving sources of insight, ideas
and supporting tools from across Deloitte
• Builds up to the CIO Balanced Scorecard through
performance measures
• Non prescriptive; adaptable to circumstances
•
Program
Program
Management
Management
Architecture
Architecture
Management
Management
CIO Management
Framework
I&T
I&TCustomer
Customer
Relationship
Relationship
Management
Management
Realize Value
Ensure the leadership, structure and processes are in place so IT sustains and extends the organization’s
strategies and objectives.
Page 23
Copyright © by Deloitte & Touche, 2004.
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may be circulated, quoted, or reproduced for distribution
outside of the client organization without prior written approval
from Deloitte & Touche.