EFFECTIVE IT GOVERNANCE presentation
•
22 gefällt mir•8,980 views
Keller Graduate School of Management class - PM600 - this was the final presentation - created and presented by Scott Lang & Rajeshwer Subramanian We were a 2 man team working over the length of the course creating and developing this project. Hoping to show presentation skills and the understanding of the principles of project management
![Agenda ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
Empfohlen
Empfohlen
Weitere ähnliche Inhalte
Was ist angesagt?
Was ist angesagt? (20)
Andere mochten auch
Andere mochten auch (16)
Ähnlich wie EFFECTIVE IT GOVERNANCE presentation
Ähnlich wie EFFECTIVE IT GOVERNANCE presentation (20)
EFFECTIVE IT GOVERNANCE presentation
- 1. An Implementation Model for Effective IT Governance Scott Lang & Rajeshwer Subramanian
- 3. Background
- 6. Current Business Units & Alignment VP Unit Manager - Property Development Manager Unit Manager - Auto Unit Manager - Life Change Control Manager Architect Systems Analyst Developer Developer Systems Analyst Developer Developer Developer Developer Systems Analyst
- 8. Vision, Goals & Scope
- 12. Technical Plan
- 16. Governance Categories Are we doing the right things? Are we doing them the right way? Are we getting the benefits? Are we getting them done well? Strategy Architecture Value Delivery Courtesy: IT Governance Institute, “The Val IT Framework”
- 19. Management Plan
- 21. Corporate Table of Organization Chief Executive Officer Chief Information Officer Chief Technology Officer Chief Financial Officer IT Governance Office
- 22. IT Governance Office Table of Organization Program Manager IT Governance Leader Project Manager Project Manager Project Manager Team Member Team Member Team Member Team Member Team Member Team Member Team Member Team Member Team Member
- 26. Risk Management Matrix Risk Item Description of Risk Impact Severity Contingency Plan 1. Process change Resistance to doing things differently Morale, time line High Track successes and reward accomplishments 2. Not enough business involvement Training, Commitment Schedule, if people are not trained, the project will take more time Medium Track successes, survey those who have been trained – inform management to keep them committed 3. Changing organizational decision rights Moving the decisions on projects out of the individual business units Morale, time line High Obtain clear support from upper management and have them inform all involved that they are behind the project 4. No clear metrics to measure Without a measurement tool it is hard to gauge success and keep things moving in a timely manner Time line High Build a metric from the first task projects to apply to the remainder of the project
- 27. Step Step Process Risk Factors Max Wideman’s process for dealing with risk Step 5 Step 4 Step 3 Consequence 2 Probability 1 Event D O C U M E N T R E S P O N D A N A L Y S E I D E N T I F Y
- 29. Cost Plan
- 30. Benefits & Costs
- 31. Payback Analysis
- 32. Project Updates
- 36. New - Adjusted Plan
Hinweis der Redaktion
- Single Point alignment of project consideration Creation of the IT governance office Establishment of decision rights within business units Create best practices and processes Procure a single software package to be used for all project development and tracking Hiring of appropriate staff Creation of a PMO
- Wideman, Max R. – Risk Management Guide to Managing Project Risks + Opportunities
- Lead PM takes leave of absence Promote from within 3 week delay Hire outside project worker / PM’s promoted within
- Event: Management requests that all business units across the enterprise be involved from the beginning instead rolling out one business unit at a time. Once a pilot project has been completed and reviewed after completion, process corrections and additions will be made. From here, multiple business units will roll out projects under the new process. As old projects close out under the current process, all new projects will be undertaken with the new process until all business units have adopted the new processes. The lead PM on the pilot project has had to take an unexpected leave of absence and will be out for 6 months. A PM from within will be promoted and a new hire will take his place. This promotion will save some time because the PM is familiar with the project; there will be less time spent getting him up to speed, however, a schedule delay of at least 2 weeks will occur. Additional work: Time lines and schedules will need to be reworked and additional resources will need to be hired sooner than anticipated. This will cause costs to rise in the beginning before being absorbed by projected savings. All new cost estimations will need to be created and budgets adjusted accordingly.