Business Success with Information Technology Thomas P. Maiero
Transcript
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Business Success with Information Technology Thomas P.
Maiero
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My Success Story Chicago boy B.S. Marketing 1967 MBA Finance
1968 NIU Instructor University of Colorado Doctoral Candidate and
Accounting Instructor Joined Arthur Andersen 1971 Promoted to
Partner 1981 Retired from Accenture 2001 after 30 exciting
years
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Accenture Success Story the Beginnings Founded in 1913 as
Andersen Delaney & CO Focused on M&A, auditing and systems
Worked in 1950 with inventor of ENIAC at IIT Developed a vision for
computers in business In 1953 started work on the first computer
system for GE using the UNIVAC l Developed the first billing system
for Commonwealth Edison in 1956
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Accenture Success Story Growth 1951 - 1 partner and about 25
staff in Chicago 2008 approx 180,000 employees and $23 billion in
revenue 52 countries A global management consulting, technology
services and outsourcing company Progressed form systems building
to systems integration to business integration -- aligning
organizations' technologies, processes and people with their
strategies
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Accenture Success Story Systems Building
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Location Buildings Property Support Systems Vision and Mission
Desired Market Position Target Customers and Markets Delivery
Channels Products, Services, Pricing Required Capabilities
Operating Guidelines and Structures Sourcing Approach Strategy
Strategic Financial Operational Stakeholder Human Performance Core
Competencies Competency Cluster Aptitude Skills Knowledge
Competency Suite Subsystem/ Component Modules/Classes Data
Application Facilities and Layout Activities Tasks Workflow Policy
Exceptions Information Equipment Category Client Hardware Machinery
Tools Equipment Delivery Vehicle Development Services Execution
Services Operations Services Physical Network & Computing
Behavior Values Culture Norms Motivation Business Portfolio
Structures Teams Jobs Roles Organization Process Accenture Success
Story Business Integration (I.T is the Enabler)
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Forrest Gump Stories (I.T. can be more than just I.T.)
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Pacific Utility Company (How a small utility became famous
(infamous) for a day) Client description Project Description--to
design and implement new Billing system Project team 25 people for
20 months Technical challenges Business design complexity
Conversion (turning the new system on)
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Westwood, Ca Our Two Weeks of Fame
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The Sultanate of Oman 2 Years in The Last Corner of Arabia
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The Sultanate of Oman
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The Client Sultan Qaboos
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The Dress Code Picture
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Sultanate of Oman (2 years in the last corner in Arabia)
Implementing the system a few highlights Manual system Determining
the budget (how to spend Billion) Printing the forms Rolling out
the system
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Some Big Projects (Lessons Learned and their business impact)
Large Airline (A large very successful project) Savings and Loan (
A project which is relevant today) Large State Payroll (A failed
project) Telecom Billing System ( A project that went around the
world) A current Project ( Some important lessons reinforced)
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Large Airline ( A large very successful project)
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Large Airline The Business Problem Better Information for cost
control and productivity improvement Project Scope and Size
Responsibility/productivity reporting, flight profitability 2
years, 80 people Costs and productivity tracked against budget
Every flight segment profitability reported
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Large Airline Business Benefits Better cost performance
Productivity improved Better flight segment planning Key Takeaways
Significant business management change Top management sponsorship
required Managing the implementation took 25% of the effort
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Savings and Loan ( A project which is relevant today)
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Business Problem New capabilities needed to stay competitive
Project Scope and Size Loan origination,servicing, and secondary
marketing 2 years, 60 people Conversion was 6 months late Business
Benefits More consistent loan approvals New mortgage products
enabled Secondary marketing enabled Key Takeaways More top
management involvement needed System enabled risky business
practices Most difficult part was capturing business rules
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Large State Payroll (A failed project) Business Problem Old
system needed replacement, moreflexibility needed Project Scope and
Size 6 months, 10 people Payroll processing for the entire state
Business Benefits Reduced clerical effort Enhanced ability to
implement changes Key Takeaways Scope too large Key steps in the
systems development were skipped Package software imposes
constraints Fundamental management failure what was it?
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Telecom Customer Care System (A project that went around the
world) Business Problem new customer care and billing systems
needed for new products Project Scope and Size 2 years, avg. 200
people Billing and customer care for over 8 million customers
Phased implementation over 2.5 years Business Benefits Enabled new
products and services Lowered cost of implementing changes Software
sales to other Telco's Key Takeaways New business model required
new infrastructure Change in large organizationa can take a long
time Software can be shared without compromising competitive
advantage
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A Current Project
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A Current Project (Some important lessons reinforced) Business
Problem Existing System needed replacement Project Scope and Size
1-2 people 2 years Financial management system for non profit
Business Benefits Ability to manage grants Proper accounting for
gifts and pledges Better support for federal auditors Key Takeaways
Ad hock project took double the effort Narrow IT view alienated
users Project management is necessary for success
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Lessons Learned Technology is necessary but not sufficient for
success Project Management is very important Methodology enables
economies of scale and reduces risk Business knowledge is required
Most difficult issue is CHANGE