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Alan McSweeney
Activities of IT Function
Doing
Not all activities are of equal weight it is not the beloved Magic Quadrant Balance between activities and required resources and expenditure depends on many factor:
Maturity of IT function and organisation Level of change Historical legacy of under or over investment in IT Growth profile Market changes
However, Run The Business will always dominate IT resources and activities But Change The Business activities get disproportionately large and undeserved attention to the detriment of Run The Business activities
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But change needs to be balanced and the organisation needs to be capable of absorbing change
Doing
Means The Changes Introduced By Change The Business Activities Can Be Absorbed More Easily and Quickly
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Doing
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{
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Doing Run The Business + Managing The Doing Run The Business
} >> {
Doing Change The Business + Managing The Change Run The Business
}
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Relative split of resources across activity areas can range across a spectrum
Standard profile of organisation with balanced level of activities across all areas
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Much of the focus of the IT function is on the areas of change and managing change
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While most of the resources and expenditure occurs in Run The Business activities
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Unbalanced Focus on Change-Related IT Activities IT function tends to have an unbalanced focus on areas of change and new projects, assigning them a relatively higher priority than justified
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IT Capabilities and Areas of Competence Key areas where the IT function needs to maintain significant levels of competence, skill and experience and practise Not all activity areas require all the key capabilities Use to identify what is important for your IT function based on your current and desired/necessary activity profile Quantify gaps in your skills levels in competence areas Use this to define programme of improvement and increased capability
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IT Capabilities and Areas of Competence What the IT function needs to be good at:
1. 2. 3. 4. 5. 6. 7. 8. 9. 10.
IT Leadership and Governance Strategic and Business Planning Demand and Supply Management, Capacity Forecasting and Planning Sourcing and Supplier Management, Acquisition, Procurement Innovation Accounting, Funding, Financing, Budgeting and Planning Programme Management, Portfolio Management, Project Management Relationship Management and Business Engagement Organisation Design and Planning Enterprise Architecture
11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22.
Infrastructure, Networks and Communication Business and Process Analysis Solution Architecture and Design Benefits Assessment and Realisation Service Provisioning, Service Delivery and Service Management Testing Security, Continuity and Disaster Recovery Solution Development and Delivery People Asset Management Knowledge Asset Management User Experience Design Change and Change Management
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IT Capabilities and Areas of Competence General sets of skills required of the IT function Transcend specific technical and technology skills and trends
Technology change is a constant
It is about having the overarching skills to handle change, adopt suitable and appropriate new technologies and deliver a service and value to the underlying business
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IT Is Not About
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IT Is About
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D/RTB
IT Competence Skills Radar Represents the required competencies for activity areas
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g in in us Do e B Th n Ru
s es
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Doing Run The Business activity area involves keeping operational systems function and providing service to users
Managing The Doing Run The Business activity area involves managing the delivery of business as usual services, operations
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Doing Change The Business activity area involves implementing new projects and the changes they introduce into the organisation
Managing The Doing Change The Business activity area involves managing the implementation of new projects and the changes they introduce into the organisation
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Where are your organisations skill, experience and practical application of key competencies? How good are you at what is actually important rather than what is perceived to be important? What do you need to get better at? Can you identify what improvements will generate the greatest benefits?
Highly skilled, experienced and consistently well applied
IT Competence Skills Radar Where is your organisation on the IT Competence Skills radar?
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g in in us Do e B Th n Ru
s es
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Use current levels of competence and importance of competency across all activity areas to identify those areas at which getting better will yield the greatest return Targeted investment of resources Get good at what matters Get the biggest bang for your buck
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It does not need to be reinvented So use existing wellproven frameworks and methodologies to systematically improve skills, experience and practise in key competency areas The world does not need new frameworks and methodologies it needs existing ones wellimplemented
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r2
r d
90 0 180 0 270 0
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TOGAF, DODAF, MODAF, NASCIO EAMM BABOK ITABOK VMM, Val IT ITIL, ISO 20000 ISTQB, AST ISO 27002, ISO22301, ISO 22399, ISO 24762 CMMI, ISO 9000, ISO/15504 People CMM DMBOK ISO 9241, CIF, ISO/AWI 23973 ITIL
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More Information
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