Steve Beaumont
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Steve Beaumont
The only constant is Change…
Change is happening in every market,
faster and more disruptively than ever
before
A business must have the flexibility and
agility to adapt to changing business
conditions
As the pace of change accelerates:
Organisations are not adapting quickly
The volume, complexity, and urgency of
change is increasing
Programmes are not
responding appropriately
The Challenge
Only 9% of the organizations
said they are good at implementing
strategy
On average 3 out of 5 projects are not aligned to strategy
Organizations that are highly agile, nimble and
able to respond quickly to changing market
dynamics complete more of their strategic
initiatives successfully than slower, less agile
organizations
69%
vs.
45%
Ineffective Demand Prioritization
is a Top Pain
State of Resource Management and Capacity Planning - Benchmark Study 2014
Can YOU answer these questions?
Are we working on the most
important things?
Are we doing the work in the right
order?
Even though we know what we
have to do, when can we get it
done?
When we have new projects
come in and we need to do it,
what gets dropped?
We can’t do it all! What are we
going to do?!
Time for a New Approach!
Rank new and existing investments based on business
drivers and priorities
Analyze which investments should be funded, and
which should be de-scoped, delayed, rejected or
stopped
Balance financial and human resource constraints
Compare scenarios to consider alternative approaches
…Then decide
Rank the Demand
Ask yourselves the question,
‘If I am not making decisions about how I invest in my change portfolio using objective criteria and quality fact based data, then how am I doing it? What is the cost to my business of getting it wrong?’
Adopt a methodical approach to get the most out of project investments
Avoid using subjective information
Don’t approve based on political will
“Guessing is not a strategy for success!”
Force rank demand based on business
drivers:
Strategic alignment
Regulations
Business value
Business productivity
Cost
Rank the Demand
Analyze which Investments to fund
Analyze by:
Available funding
Return on investment
Portfolio balance
Risk
Should any projects be:
Delayed
De-scoped
Stopped
Multiple Portfolios
Typically an IT portfolio
comprises of:
Infrastructure
"Lights on" application
maintenance
Regulatory and mandated
initiatives
Existing application
enhancements
Strategic investments
Balance Demand with Capacity
Consider:
Available capacity
over time
Resource roles,
skills, and experience
Different resource
pools
Potential timescales
Compare Investment Scenarios
There is never just one way to implement a
strategy
Consider different approaches
Create multiple scenarios
Compare the different outcomes
… and then decide
But don’t stop there…..
Ensure flexibility and agility
The days of an annual plan are over
Change is impacting you constantly
Strategies change
New demand with high priorities arise
Portfolios must be reviewed and refined regularly
Improve the process
Aim to:
Optimise the selection of programmes/projects
Ensure both programme/project selection and reviews clearly support the organisation’s strategic goals
Create a portfolio management function from a business architecture perspective and have right tools in place
Build a sustainable and effective ‘ideas pipeline’
Summary
Investment and capacity planning must shift from an annual exercise to become an iterative process that enables business to respond to opportunities and mitigate risks.
Benefits:
Achieve greater business agility
Maximize the value of IT investments and minimize the risk
Improve alignment to strategic objectives
Create a culture of driving business value not individual needs
Improve resource allocation to priority projects
Reduce the number of low value or redundant projects
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