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Main Argument
The most realistic and attainable approach to IT Governance is a “lean” approach via Project Portfolio
Management (PPM). The lean approach requires a light-footprint lifecycle, rapid implementation of proven
practices, and centralized data. The lean approach is based on simplicity and achieve-ability, building on
what works while establishing headroom for continuous improvement.
Sub-Argument 1
In addition to “keeping the lights on,” IT delivers impact through projects; as a result, project performance
impacts IT performance.
Sub-Argument 2
The lean approach to IT Governance focuses on simplicity and achieve-ability. The lean approach creates the
building blocks that drive high performance. Governance and compliance are natural byproducts.
Sub-Argument 4
To be achieve-able, the initiative must incrementally build on what works, and fill in the demand-to-deliver
lifecycle where the impact will be greatest. This lean approach will produce results quickly, limit the impact
on existing operations, and mitigate the extent of change on the IT organization.
Sub-Argument 5
Project portfolio data should be centralized for visibility, and automation should support business rules.
Without a centralized system for managing IT projects and resources, IT teams will operate in a vacuum, and
managers will manage with data that is incomplete, inaccurate and out of date.
But let’s face it: IT needs to get better at producing tangible results. To do that, IT managers
need effective management techniques that are easily implemented.
To address the management challenges of IT, the most realistic and attainable solution is
“Lean IT Governance” via Project Portfolio Management (PPM).
Main Argument
The most realistic and attainable approach to IT Governance is a “lean” approach via Project Portfolio
Management (PPM). The lean approach requires a light-footprint lifecycle, rapid implementation of proven
practices, and centralized data. The lean approach is based on simplicity and achieve-ability, building on
what works while establishing headroom for continuous improvement.
The five sections below address the critical elements of this main argument.
Sub-Argument 1
In addition to “keeping the lights on,” IT delivers impact through projects; as a result, project performance
impacts IT performance.
Some of IT’s work is operational, such as system administration and help desk. But it is
through projects that IT enhances organizational performance. IT projects such as
implementing applications, integrating systems and enhancing telecommunications can
Sub-Argument 2
The lean approach to IT Governance focuses on simplicity and achieve-ability. The lean approach creates the
building blocks that drive high performance. Governance and compliance are natural byproducts.
Sub-Argument 3
For IT to improve performance, IT managers must establish a light footprint lifecycle for managing projects
and resources. This demand-to-deliver process defines the lifecycle for capturing requests for new IT work,
selecting and planning the work, then executing and closing out the work.
o Request/Define: creates a single entry point for requests, such as requests for new
projects, changes and resources, and standardizes the data required for each request
type
o Plan/Schedule: provides templates and standards for planning work, and for
identifying and assigning resources
o Execute/Monitor: manages budgets and schedules; resolves issues and risks; and
identifies key metrics and reporting requirements
Sub-Argument 4
To be achieve-able, the initiative must incrementally build on what works, and fill in the demand-to-deliver
lifecycle where the impact will be greatest. This lean approach will produce results quickly, limit the impact
on existing operations, and mitigate the extent of change on the IT organization.
Some elements of the project lifecycle may exist in organizations, though usually they are
highly dispersed, inconsistent and incomplete. IT managers should implement the lifecycle
by following the guidelines below.
Which portion of the lifecycle to implement first should be determined by need. For
example, in organizations where IT is overwhelmed by demand (i.e., where there are more
projects than capacity), the focus might begin with establishing a prioritization framework in
the Analyze/Approve phase, then applying that framework to all projects proposed and
underway. Subsequent phases can be ordered as warranted by need and impact.
Standardize: Wherever the focus, establishing standard policies and procedures creates
predictability and controls for managing the process. For example, creating standard forms
by request type insures that the data required for approval is consistent and complete across
all requests.
Create Linkages: From a process perspective, transitions in the process are smoother
when roles and responsibilities are identified for managing those transitions. From a data
perspective, providing information from earlier phases improves performance in later
phases. For example, identifying the original sponsor of a project, and linking the original
request to the project plan, focuses the project team on the goal of the initiative.
By centralizing data and automating business rules, organizations will realize these benefits:
This transformation is not new: a similar shift to centralized data has occurred with finance
information in ERP systems, inventory data in supply chain systems, and customer
information in CRM systems. Centralizing project information, similar to these other
transformations, will make that information a workable asset for the organization.