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DRAFT
October 2007
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Managing IT for Business ValueIntroduction to the Innovation Value Institute
February 2008
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Introduction
Context This document provides an overview of the Innovation Value Institute, current efforts to
develop a new standard for measuring maturity in managing IT for business value (IT-
CMF), and next steps / plans for future development
Target audience of briefing pack
Potential new members (CIOs, Business leaders)
Organisations who may have an interest in validating / refining initial outputs
Permitted distribution
External parties please provide a list of organisations to the IVI office for membershipdevelopment planning and follow-up
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Introduction
Who are we?
The innovation Value Institute a consortium of leading players interested in improving thebusiness value that IT delivers
What are we developing?
Developing an industry standard for managing IT for business value, the IT capabilityMaturity Framework (IT-CMF)
The framework covers 36 critical processes to run an IT organisations, built on foundationallearning in IT transformation at Intel, refined by academic and industry input
Includes maturity curves, assessment tools, practices, outcomes and metrics to increasematurity level, case studies and illustrations of best practices
Why should this interest you?
Improve practices within your organisation and deliver more business value
Contribute to industry thought-leadership, share experiences with other leading companies
Develop staff and expertise
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IT value management is a key topic for CIOs
... with a tangible opportunity... with a tangible opportunity
Budget flexibility coupled with strategic ITalignment leads to 50% greater IT payoffs2
Improving management practices alongside ITinvestment drives 20% higher IT yields3
Growing evidence of an important gap in the IT industry
Important issue for CIOs ...Important issue for CIOs ...
71
62
52
45
40
0 20 40 60 80 100
CEO/CFO demanding better waysto demonstrate value
Find it difficult to calculate ROI
Executives "skeptical" of ROI from IT
Metrics don't adequately capture
business value
Do not measure bus iness valuefrom IT investments
Source: Industry surveys1. CIO Insight Survey 2. CRTO research 2. LSE, IVI Survey
% of respondents1
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CIOs lack a framework for describing business contribution
Financial value delivered
Cash flow ROI
ROCE ROE NPV
EVA
Operational value of IT
Customer
Employee Partner
Supplier
Societal
Managerial
Business valueBusiness valueIT process frameworksIT process frameworks
How to deploy service oriented architecture? How to implement best in class security? How to manage a data center? How to deploy virtualization?
What is the average return from your ITinvestments?
What is the cumulative return from your ITinvestments?
?
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IVI is focused on realizing more business value from IT
"IVI's vision is to transform organizations toconsistently realise IT value from IT investmentand practices...
... through researching, developing and disseminatingan empirically proven and industry validated IT bestpractice model.
IVI's mission is to develop a unifying approach formanaging the delivery (or realisation) ofInformation Technology investments ...
... and to validate that these approaches have a broadapplicability across differing industriesand contexts."
-Innovation Value Institute
Provide new perspectives onvalue-based IT management
Develop an end-to-end view of ITprocesses and capabilities
Develop a roadmap to help CIOsselect strategies andimprove capabilities
Collect best practice case studiesacross industries, understand key
value drivers
Consortium of leading industry, consulting, not-for-profitand academic organisations
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Consortium of leading players designing approaches tomanaging IT for business value
One of the largest,most successful,and active IT R&Dorganizations
$1.6B IT budgetmanaged for costand innovation;primary sponsorand contributor
IT providesinnovative productsthat drive corebusiness revenue
Strategy consulting.Cross-functionalindustry expertise,intellectual capital Best practices,
particularly in
EnterpriseArchitecture,systems design
IT services viewed ascompetitive differentia-tor; integral tobrand, image
Niche provider of ITservices and businessvalue analyticsAccess to academicresources, consortium
infrastructure
Strong investors invalue based mgmt,innovation value
Expertise andcustomer experiencein technical assetmanagement andfinancial management
Additional 20+ non-core medium and
large sized companies(EU and US)
Independent providersof IT advice &assurance to supportthe business agenda
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Initial focus is on developing Capability MaturityFramework (IT-CMF)
WhatDevelop an integrating framework that enables CIOs and business management todeliver more value from IT investments and practices
WhyTo assess current practicesTo understand opportunity and value of increasing maturityTo bridge structural gaps in other assessment frameworks
How
Working Groups that input from consortium members, academics and companyexperienceReviewing material with Technical Committee for Consortium
Testing and validating and validating findings over time
When and
where
Initial outputs in early 2008Output initially for Consortium members, then to wider audience
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IT-CMF : Four key macro processes
IT Capability Maturity FrameworkIT Capability Maturity Framework
Managing IT Like a Business IT management functions
Delivering IT CapabilityTraditional information technologyoperations, development, and services
Managingthe
IT Budget
Realising &Assessing
ValueFinancial investment/value delivered
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IT-CMF : 36 critical processes to run an IT organisation
IT Leadership & Governance
Business Process Mgmt
Business Planning
Strategic Planning
Demand & Supply Mgmt
Capacity Forecasting &Planning
Risk Management
Accounting & Allocation
Organisation Planning &Design
Sourcing
Resource Mgmt
Innovation Mgmt
Performance & Quality MgmtService Analytics &Intelligence
Managing IT Like aBusiness
Funding and Financing
Budget Management
Portfolio Planning &
PrioritisationBudget Oversight &Performance analysis
Managingthe
IT Budget
Realizing &Assessing
Value
DeliveringIT Capability
Enterprise Architecture
Infrastructure Mgmt
People Asset Mgmt
Intellectual Capital MgmtRelationship Asset Mgmt
Research, Development &Engineering
Solutions Delivery
Service Provisioning
User Mgmt & Training
User Experience Design
Program & Project Mgmt
Supplier Mgmt
Value Chain Mgmt
Capability Assessment &Mgmt
Total Cost of OwnershipMgmt
Benefits Assessment &Realisation
Portfolio Mgmt
Service analytics andIntelligence
LG
BM
BP
SP
DS
CP
RM
AA
OP
SO
RM
IM
PQ
SA
FF
BM
PP
BO
EA
IM
PA
IC
RA
RD
SD
SP
UM
UA
PM
SM
VC
CA
TC
BR
PM
IP
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Each process has a maturity curve and an assessment tool
InnovationStrategy
Organization
IT Production
Corecapabilities
Assessingvalue
Funding
Innovation
... with an assessment tool toassign maturity level
... with an assessment tool toassign maturity level
1 532 4
1 532 4
1 532 4
1 532 4
1 532 4
1 532 4
IM: InnovationManagement
1 Ad hoc/unstructured
2 Emerging/sporadic
3 Defined/implemented
4 Managed/some value
5 Optimized value
Maturity level defined foreach process ...
Maturity level defined foreach process ...
Source: Intel, inspired by SEI CMM
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Target: An objective way of assessing maturityof IT management practices ...
Managing IT Like a BusinessDelivering
IT Capability
Realizing &Assessing
Value
Managing the
IT Budget
1
2
3
4
5 Industryaverage
Current
maturitylevel
LG BM BP SP DS CP RM AA OP SO RM IM PQ VA FF BM PP BO EA IMPA IC RA RD SD SPUM UA PM SM VC CA TC BR PM IP
Could be applied across all IT functionsor in a selected set of areas
Gaps reflectopportunities for
investment, growth
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Total Cost of OwnershipMgmt
Benefits Assessment &Realisation
Portfolio Mgmt
Service Analytics &Intelligence
Significant amount of research underway
IT Leadership & Governance
Business Process Mgmt
Business Planning
Strategic Planning
Demand & Supply Mgmt
Capacity Forecasting &Planning
Risk Management
Accounting & Allocation
Organisation Planning &Design
Sourcing
Resource Mgmt
Innovation Mgmt
Performance & Quality Mgmt
Managing IT Like aBusiness
Funding and Financing
Budget Management
Portfolio Planning &Prioritisation
Budget Oversight &
Performance analysis
Managingthe
IT Budget
Realizing &Assessing
Value
DeliveringIT Capability
LG
BM
BP
SP
DS
CP
RM
AA
OP
SO
RM
IM
PQ
FF
BM
PP
BO
EA
IM
PA
IC
RA
RD
SD
SP
UM
UA
PM
SM
VC
CA
TC
BR
PM
SAI
CurrentWorking Groups
Initial BackgroundResearch1
Proposal for newworking group
Enterprise Architecture
Infrastructure Mgmt
People Asset Mgmt
Intellectual Capital Mgmt
Relationship Asset Mgmt
Research, Development &Engineering
Solutions Delivery
Service Provisioning
User Mgmt & Training
User Experience DesignProgram & Project Mgmt
Supplier Mgmt
Value Chain Mgmt
Capability Assessment &Mgmt
1. Not reviewed by technical committee
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Content developed using robust processBroad Input, validation, and QA
Initialbackground
research
WorkingGroup
Adjustcontent, develop
key insightsFinal approval
Validate &
TestDevelop
prose
1 2 3
4
5 6
Technical review / QA
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Very positive reactions to the work so farFrom contributing organisations
IVI is working on topics of great importance to our business, whereinnovation in IT is a way of life, and managing value is critical to oursuccess. ... I see materials here that I can bring back to myorganisation immediately, today.
The industry is looking to the IVI industry consortium to lead the way inresearching the challenges facing IT today. I have great faith in thevalue
of this approach to the field of IS management.
This consortium is a great way to see how other industries have solved theproblems were tackling. I think there istremendous value inparticipating, and contributing to IVI.
I have no doubt of the value of IVI... when I look at the output we have
produced. Thereturn has been incrediblecompared to the investment Ihave made.
Valuablecontent
Industrythought
leadership
Learning &
development
Return on
investment
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CO Se ected st but o O y
Assess your current practices(initial area of focus)
Innovation Management Enterprise Architecture Benefits Assessment & Realisation
Understand improvement opportunities Key practices Metrics Transitions to increase maturity
Develop network of subject matter experts
Two ways you could be involved
Test early versions of contentTest early versions of content Become a memberBecome a member
Contribute to development of leadingindustry framework
Gain exposure to leading practices,industry trends
Create development opportunities for staff
Access a cross-industry network of ITleaders
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y
Opportunities to pilot initial content in three areas
Innovation ManagementInnovation Management
Create, identify, fund and measureinformation technology basedinnovations to create business value.
IT innovation
New IT solutions to businessneeds
New products / services
Enterprise ArchitectureEnterprise Architecture
Provide models and practices todefine, plan and manage thebusiness and IT capabilities.
Architecture framework,processes, governance andvalue
Architecture Planning
Organisation structure and skillsmanagement, communicationand stakeholder management
Benefits Assessment &Realisation
Benefits Assessment &Realisation
Measure the actual return andforecast the expected value fromproject level investments.
Identification, documentationand measurement of benefits ofIT investments
Benefits tracking and reporting
Realisation planning of benefitsof IT investments
Impact Accelerate time to market
Improve quality of ideas andopportunities pursued
Achieve bigger / broader businessvalue and impact
Improve architecture managementpractices
Simplify architectural design
Reduce development time
Improve governance and regulatory
compliance
Increase ITs ability to forecastand deliver value from IT investments
Demonstrate ITs contributionto achieving business goals anddelivering business value
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Benefits of IVI membership
Content
Framework for assessing IT maturity Leading practices, industry trends, "hot topics" Assessment tools, "health check"
Better understanding of value/return from increasing maturity
Relationships Extended network of leading organisations, with broad and deep
experience in IT Network of key opinion leaders, academics
Marketing Potential be seen as contributing to leading industry thought
Staffdevelopment
Platform to develop expertise, networks, lead content development Approaches/tools for collaborative development
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For further information, please contact
http://ivi.nuim.ie/
IVI@nuim.ie+353 1 708 6931
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http://ivi.nuim.ie/http://ivi.nuim.ie/8/3/2019 IVI Introduction
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Backup slides
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Glossary of acronyms
ABR = Accelerated Background Research
CIO = Chief Information Officer
CMM = (SEI) Capability Maturity Model
IT-CMF = Information Technology-Capability Maturity Framework
IVI = Innovation Value Institute
IVIC = Innovation Value Institute Consortiums
NUI = National University of Ireland
ROI = Return On InvestmentSEI = Software Engineering Institute
WG = Working Group
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