STKI Summit 2012 - אנשים ומחשבים - פורטל חדשות היי-טק ... me and I’ll forget STKI Summit 2012 Show me and I may remember Involve me and I’ll understand
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STKI Summit 2012 Tell me and I’ll forget Show me and I may remember Involve me and I’ll understand Galit Fein
VP & Senior Analyst
Office of the CIO
Market Trends
2012
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Israeli Enterprise 2012: Under Pressure
Enterprise
2012 Global Economy Innovation
2
COM PETI TION
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1980’s - IT Department
BO Operations MIS
Infrastructure
DRP
Security
Back Office
3
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1990’s - IT Department
BO
Infrastructure
Security
Transactions IT
manager CFO
Back Office
DRP ERP
4
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2000’s - IT Organization
Infrastructure
DRP
Processes
Security
Back Office
BO CIO CFO
Sales
ERP
CRM Web site
5
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HR
2005 - IT Organization
Infrastructure
DRP
Processes
Security
Back Office
ERP
CIO
CRM
HR
BO CFO
Sales
6
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HR
2008 - IT Organization
Infrastructure
DRP
Processes
Security
Back Office
ERP
CIO
CRM HR
OCIO
PPM
BO CFO
Sales
7
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HR
2010’s – Technology & Business Systems
Infrastructure
DRP
Business Products
Security
Back Office
ERP
BO
VP Technologies & Business
Systems
CFO Sales
CRM HR
OCIO
PPM
CMO
Mobile
Social media
Analytics
BI
OR
CEO
8
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Capex increasing, Opex not decreasing
Time
Opex1: 5-10% decrease on existed
Capex:
New business demand for IT services
Opex2: Last year capex x 15%
$$
9
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How Can We Fill The Gap?
Time
Business demand for IT services
IT Budget
$$
10
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IT Budget Trends
11
• Modest increase in IT budget -average rise of 3.7%
• IT Capex flattens at beginning
of year due to uncertainty
• Despite continued volatility,
IT staffing remains constant
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Capital Organizational Spending
Technology Investments
47%
Other 53%
12
Source: IDC 2012
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The Majority of IT total spending goes to Maintenance
Breakdown of Total IT Expenditure 2009-2012
Source: CIO Executive Board 2012
13
Innovation
Business opportunity
Maintenance
Mandatory
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If you can’t beat them…
Agile world – ability to respond on the fly to constant changes
in business requests
Small, cost-sensitive, more likely to be "disposable"
Resource: Cutter
Changing requirements
Poor estimation
Pressure from management to accept unreasonable schedules
What are the main reasons for SW project overruns?
14
56%
17%
15%
IT Portfolio is changing quickly due to changes in
competitive conditions
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Changing Requirements AND Deliverables All the Time
15
A1
A2
A80
A7
A1
A13
A79
Business requests
Sprint A
Detailed Planning
A2
A3
B1
B2
P R I O R I T I Z A T I O N
Sprint B Previous requests AND New business demands
P R I O R I T I Z A T I O N
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Consumer Power
End of IT monarchy:
• IT spending is gradually changing it’s guards - from ITO to business departments
• IT will be one of possible sources of development that departments can use, and in many cases internal IT will compete with outside contractors for specific jobs
16
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Efficiency and Agility are under focus. AGAIN
• IT can find itself nearly irrelevant, unless it becomes
efficient , agile, and competitive with other market offerings
• Lean IT – Maximize customer
value by eliminating waste and
optimizing the existing processes
in all aspects of a firm’s production
activities: HR, vendor relations ,
technology, and the mngt of materials and inventory
17
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Why do we need Lean IT?
• We are doing all we can.
• Example of Kaizen procedures in Service Desk scenario
in leading IT organization:
Reduce support time for incident by 50% (same staff)!
Answering the phone according to SLA – from 76% to
96% !
18
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Customer VALUE and WASTE
• The purpose is to deliver VALUE that the customer needs and is willing to pay for
• If it ain’t value, its WASTE
– Extra (unused) features
– Handoffs
– Task switching
– Delays
– Defects / REWORK
– Partially done work / work in process
19
Source: AgileSparks
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Lean Benefits
20
Relentlessly focus on reducing non-value adding activities
Work Time (value add)
Cycle Time
Before
After
Wait Time (non value add)
Cost/
Chaos
Same work
completed in less time
Cycle time
Requirements Design Development
Waiting Waiting Defect Fixing
FLOW Avg time 3 weeks
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Anything that slows down development
• Inefficient manual steps to build/ install/ test/ release
• Not fixing broken build/tests
• Code Complexity (skipping refactoring, duplicate code, coupling and spaghetti code, etc.)
• Code that not executed (but supported)
• No documentation and leveraging
of knowledge
21
Source: AgileSparks
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Office of the CIO
22
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Office of the CIO penetration in Israel 2012
IDF
Goverment
Industry
Health
Telecom
Credit Cards
Banking
92%
92%
73%
33%
8%
8%
43%
8%
8%
27%
67%
92%
92%
57%
OCIO
23
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MEGA IT Trends 2012 C
on
sum
eri
zati
on
Real Time Predictive Analytics
IT Services
and Mobility
Context based
social
24
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25
Agenda
MEGA Trends
2012
Office of the CIO
IT Services and
Chargeback
Sourcing
Office of the CMO
Mobility
Social Media
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IT services and cost transparency
We deliver IT
26
• By implementing OCIO tools and methodologies , ITOs
achieved greater business satisfaction with IT
• NOW, encouraged by better visibility and cloud models
alternatives, business managers do not want the
technology cost to become overhead cost or annual tax
• More business leaders are willing to take primary
responsibility for managing delivery. BRMs consistently
underestimate business partners' willingness to lead
• IT must sell and deliver cost based services
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From unresponsive corporate overhead
to an agile business partner
All-you-can-eat buffet
• Everyone pays the same price
• Food selections are driven by the chef’s priorities
Fast-food restaurant
• Price is affordable
• Choices driven by market demand
• Customers pay only
for what they consume
VS
27
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The new IT
Client/user
Packaged Application
28
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Why do we need IT Chargeback
29
• It helps organizations understand that IT is not free
• It gives BUs greater visibility and control over their technology budgets
• It demonstrates the cost savings from shared services
• Demand for visibility in IT costs comes
from outside the ITO
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IT Chargeback Recommendations
1. Well-defined portfolio of IT activities along with output
in terms which are coherent to the customer
2. Start mapping types of
requirements which repeat themselves:
• BI reports
• Changes in GUI (field, color, etc.)
• Client differentiation
DRP
Upgrade
Server
30
“When we are no longer able to change a situation, we are challenged to change ourselves”.
Victor Frankl
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Cost Model with Variable Pricing - Examples
Standard service definitions
Security guarantees
Performance guarantees
Availability High-level description of the service
mission critical 24 x 7 with 4/9 uptime
E-mail delivery
Business critical/ operational
10 x 5 with 3/9
administration
Costs Costs
Email server
Direct costs Equipment Cost of tech Help desk support Software
Per-foot operating cost of a DC
Indirect costs Manager Labor
1st level support
2nd level support
Permanent IT staff Fixed Facilities
Temps Variable costs 3rd party services 31
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OCIO is Very Busy
• IT Operations
• Project mng/ Development
• QA/ Testing
• Vendors mng
• Legal/ Compliance
• Remote sites - DR/BCP
• Critical Success Factors
• Key Process Indicators
• Controls in general
• Roll Out - Does not end after project goes live! OCIO must maintain charge of employees knowledge and usage of new system/ features
• BRM (Key Users)
• Budget plan
• IT HR
• EA • Procurement plan
• Change mng – ITIL-related
– Project-related
• Risk/ security mng
• Configuration Items:
– New ones that will be installed
– Existing ones that will be change
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PPM Tools Positioning of the Israeli Market
33
Loca
l Su
pp
ort
Market Presence
Clarity (CA)
MSP
Microsoft
Sciforma
Primavera
HP
Clarizen
Enterprise
Worldwide
Leader
SaaS Player
ITCC
New Player
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PPM Tools & Integrators in Israel
34
Integrators New Clients 11’ Clients
Proceed
Orange, Pelephone Ministry of Tourism, Clalit, SanDisk, Leumi Card, Harel, Jewish Agency, Strauss, Bank Leumi
Clarity (CA)
CA, Orantech Teva, Bank Hapoalim
ONE1 Min.of the Environment Visa CAL, BDO
Menora, IAI, Tel-Aviv Munic. Ayalon-ins, Cellcom, Phoenix, Leumit, Justice Department, Clal Bit, Bank Igud, Delek, Paz, YES, CIO Dashboard: Random Logic, IDF, Elbit. iTeam (budget planning)
MSP
Xioma Signifer, Aman
HOT, ZIM, Isracard, Machteshim agan eng. Given Imaging
Bank Discount, Menora, Teva, Visa Cal, BVR, Nova, Evogene, Leadcom
Hazera Genetics, Bid Band Networks, IDE, Veraz, Opgal, Teva Tech
Sciforma
HP, BDA Mataf, Motorola(Global), LivePerson PPM (HP)
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PPM Tools & Integrators in Israel
35
Integrators New Clients 11’ Clients
Matan, Orantech, Neway, PZ Projects
MS 2010 Amdocs, Defense Matan: Strauss, Tel-Aviv Municip. Elta, Marvell Orantech: Navy, Shabas, Teva R&D, Sorek, Leumi Le’Mashcantaot PZ Projects: Justice Department, Elisra
M-system, Leumit, IAI, IAA, Lotem, Bezeq, Mekorot, Orbotech, Bank Leumi, Coca-Cola, Nice, Matan: Machteshim Agan, Prime Minister, Maccabi, Alvarion, IAA, Better Place, Tnuva, Random Logic; Orantech: Netafim, ECI, Ceragon, Logic, AD Gency ,Sol gel ,Rocar ,Playtech, Sandisk; KAKAL, MODU, Kodak, RAD; PZ Projects: Min. of Foreign Affers; Proceed: Malam
EPM (Microsoft)
Approach, SalesForce.com
Netafim Approach PPM on Force.com
Clarizen Tnuva Clarizen
Aviv Mercava, IDF, Intel Primavera (Oracle)
Matrix Jacada (Global), Retalix (Global) Compuware Changepoint
that's IT ECI, Tama, Metro Motor ITCC
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