Post on 08-Jan-2018
description
transcript
#
Aligning Organizational Performance to IT Development and Integration
#
Agenda
1. Short business card
2. Practical Issues between software developers and clients
4. Public sector – Riga e-city project
3. Business – Performance systems
5. Opportunities for SW development and IT services sector
#
Ernst & Young in figures• One of the “Big 4” in
professional services business• First/second in market position
in 7 of the top 10 world markets• 106,000 people in over 700
cities in 140 countries• FY 2002 revenues – 10,1
billion USD• FY 2003 revenues are
projected to be USD 13 billion - up 25%
• In Baltics offices in Vilnius, Riga and Tallinn
#
Ernst & Young Baltics: 270 FT personnel• Audit services
• TAX consulting
• Legal services
• Corporate Advisory Services:– Strategic planning and improvement of
business processes– IT planning and implementation– IT security management– Corporate finance consulting– Business risk assessment – Human capital solutions– Customer relationships solutions
#
Practical issues and trends observed
• Difficult to get investment approvals for larger IT development / integration projects
• Fast changing and inconsitent requirements
• Budget and time “Overruns” becoming a normal practice
• Legal disputes and litigation cases
• Increasing number of failed projects, frustration from business people
#
Example from business side
#
How tasks are assigned to this manager, how hes performance is being evaluated?
#
Role of performance measuring
Technology Process
Strategy
People
Sales Marketing
ServiceBO sp
ecial
ists
PerformanceMeasurement
#
POLICY, MISSION,
Performace indicators
ActionHow do we contribute progress to this aim daily?
CRITERIASGoalWhat should
we do?
Most popular methods – Balanced Scorecard (BSC)
STRATEGYStrategy
mapHow are we going to get there?
VISION VisionWhere are we going?
#
Balance Scorecard (example) Business perception Creativity Planning and systems approach Promotion of level of efficiency
Profit
Orientation to clients needs Forming and maintaining of relationaships Orientation to changes Flexibility
Clients
Project management Professional/ technical competences Delegation of obligations Quality control
Operational excellency
Improvement of team work Promotion of group work results Development and motivation of emloyees Self-development
Human
#
Insight for SW development• Most of middle level managers
have defined perfomance indicators, that should be achieved within current financial year and/or medium term
• Indicators contain both financial and non-financial measurments
• Most indicators are industry specific and will not be directly addressed through SW development and integration
• In case predefined performance is not met they feel it in theyr pockets !
Managers are not happy with projects that are putting
at risk their personal scorecards !
#
Example from public sector
#
Modernization of Riga city using IT and modern organizational practices
1. Improving quality and accessibility of municipal services
2. Enhancing the transparency and public participation
3. Increasing efficiency of municipality operations
Project mission:
Riga e-city project
#
Project organizationCity council
IT council
Project council
Project board
City majorDeputy majorExecutive director
Project directorRC project managersSP representatives
Subproject/ work package
group
RD project managerSP/ Supplier project managerUser representativesSP/ Supplier
Project supervision
Project management
#
Project approach
Business functions
BusinessCapability
(Architecture)
Strategy
Process
HR & Organization
Applications
IT infrastructure
Solutiondevelopment Operations
#
Target functional model of customer services
Traditional organization
Product push
Hard selling
Superposition of channels (mainly outbound)
Basic segmentation
Limited and unstructured feedback
TouchpointsFront officeBack office
Structured FO-BO communicationEnhanced customer information
Integration of channelsOutbound and inboundSingle point of contact
Increased and structured feedback
One-to-one approach (products - service - relationships)
Channels dynamics
One stop shop Multi-product
Multi-platforms
Flexible organization
Customers & Partners
Touchpoints Contact Team Networked OrganizationCustomer Centric
Organization(focus on Information&
Interactivity)
Corporate Centric Organization
(focus on production and sales)
Transition
Tomorrow
Today
#
Lessons and project issues
•E-city project from very beginning has to be positioned as an integrated organization modernization project
•Sponsorship and practical involvement of higher political management is crucial•IT department is not best candidate for e-city project manager role•Overlapping of legislative and executive power, fragmentation of municipal administration – serious obstacle to implement municipality-wide modernization initiatives
Sponsorship and practical involvement of higher political management is crucial
#
How to get such sponsorship and involvement ?• Produce tangible, measurable
results from the project on regular basis– Outputs vs. Outcomes
• Be ready to adopt changing and sometimes conflicting business architecture and development scenarios
• Adopt your project development lifecycles to annual budgetary procedures
#
Opportunities for SW development world
#
Is current SW development approach aligned with reality ? • Traditional “waterfall” based development
methods– Strict definition phases wiyth emphasis on fixing
requirements– Insufficient interaction with customer during
development phases– Heavy change management procedures– Testing against “old” requirments
• ISO certification ?• Capability Maturity Model (CMM) certification ?
#
What would help to work it out ?
• Industry specialisation– Better understanding, predicting
customer needs– Possibility to use prefabricated industry
specific objects– Less time spent on requiremements
• Training and investments in agile development methods making them (RAD, Reusable components)– industry acceptable– customer acceptable– procurement process acceptable