Date post: | 21-Oct-2014 |
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managing “nasty surprises”
Christopher Luise
ADNET Technologies, LLC
IS NOT A STRATEGY
The Tower of Babble
There exists data…
A Strategy?
If you could look inside an IT Manager
Playing (with) Risk
Christopher Luise
Executive Vice President
Mainframe
Minicomputer
Client Server
Distributed
Internet
Mobile
Cloud
Evolution of Computing
What an executive wants to hear…
Everything is going according to plan
Expenses are well within budget
We have all the resources we need to do our jobs
Nothing unexpected is expected to happen
How an IT manager is motivated…
Making sure everything is going according to plan
Keeping expenses well within budget (and maybe understand that budget???)
Completing all projects with available resources
Preventing unexpected things from happening
Feel Good. Making a difference. Being a member of the team.
BLUF JUST THE FACTS:
According to Forrester research,
approximately 70% of IT budgets are
spent maintaining inflexible and siloed
data center equipment.
How much time do you spend trying to keep what you already have from breaking down? ?
Mixed Messages?
“By 2012, 80% of Fortune 1000 enterprises will be using some cloud computer services, 20% of businesses will own no IT assets”
- Gartner
“If you're doing anything that is critical to your business, you need contingency plans. The marketing messages of some cloud computing companies have urged people to gloss over this need for contingency plans.“
- Jay Heiser, Gartner cloud security analyst
“In 2008, IT accounted for 50% of US capital
spending even though elaborate systems are in
place to show how the capital is spent, few
systems are in place to demonstrate the capital
is well spent.
In other words, although companies are
managing IT spending, they’re not managing IT
returns.”
Source: 8 Things We Hate About IT: How to Move Beyond the Frustrations to Form a New Partnership with IT, Susan Cramm
What Makes a Good IT Organization?
A willingness by IT leadership to be data-driven
Having access to the data you need
Relying on data to guide decisions instead of only intuition and experience
Consistent business and technology processes across departments
IT governance
Source: The Wall Street Journal, in partnership with McKinsey & Co. – April 25, 2011
BLUF
The Good, the Bad, and the Hard Reality
Bad news:
There is no magic bullet to prevent nasty
surprises from happening
Good news:
But there are steps to help you manage them
Thorough methodology
Rigorous process
Complete & solid business strategy
Metrics
Review program
Result of continuous improvement of current processes
Paths & options remain constant
Vision(s)
Role of IT changes
Not an official event
Pe
rfe
ct W
orl
d
Re
ality
The Fundamentals
– Governance
– Risk management
– Strategy
– Relationships
– Talent inventory & development
Strategic Process
“a different reality for most”
An Academic Look at the Strategic Process
Competitive Rivalry within
an Industry
Bargaining power of Suppliers
Bargaining power of customers
Threat of new Entrants
Threat of Substitute Products
… with Apologies to the 5 Forces of Porter…
10,000 Foot View
Strategic Plan
Resources
Environment
Capacity
Strategic Plan Purpose
Vision, Mission, Values
Themes & Strands
Objectives
KPIs
Risk Analysis
Resources
People, technology, budget, time, requirements
Environment
Corporate Strategic Plan
External environment
Internal environment
Current services
Existing backlog
Existing plans Capacity
Capacity of existing people, technology,
budget, time, regulations
Build a Technology Roadmap
Understand the overall business strategy
– In lieu of a formal one, understand what the general direction is and the core values of the company
Pick a timeline. Agree with your peers. Make it as formal as possible.
Set financial impact and metrics (ROI!)
Build in governance
Communicate progress
Focus Areas
Inventory of technology
Sourcing
Applications
Data
Staff
• Costs
• Applications
Governance
There’s data driven, then…
IT Governance Model
Goes WAY beyond approval & review methodologies
Visibility into value driven by IT investments
Metrics and measurement of IT performance
Bi-directional communication forum
Getting approval and teaching others simultaneously
Business-impact decisions gain transparency
Determine Where Your Skills Lie
Applications
Data
Runtime
Middleware
O/S
Virtualization
Servers
Storage
Networking
C-Suite CIO
CFO/Owner
Talent Development
User education
Training/development
Educational opportunities
Leadership development
Coaching/mentoring
Finding and encouraging individual passions
Peeling Back the Onion: the Heart of an IT Person
challenged
respected
connected
recognized
Measuring and Managing Risk
Understand key people
HA vs. Backup
Weakest Link
Own your compliance needs
Risk assessment (not just compliance)
SLA’s, Warranties, etc…
Prepare for the bad guys. They ARE knocking at your door (I guarantee this) and will ruin your day very quickly.
Baby steps
Its really about managing expectations (360°)
Be realistic. You cannot balance everything.
Empowerment is liberating. Trust is key, but…
Accountability counts
Data Driven. Or is it focused?
Plan for the worst (at least imagine it happening)
Measure returns
Talk this through with stakeholders
THANK YOU, and Enjoy the Day!
www.goADNET.com | www.kostin.com