How CIOs Can Reliably Deliver Business Innovation

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http://www.opitConsulting.com
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(212)879-‐1621
TLV:

+972
(9)765-‐8602
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IT Powerhouse Framework
How CIOs Can Reliably Deliver Business Innovation

Executive Summary
Due Date Performance index stands for % of projects delivered on-time, within budget and in full-scope.
Overall, Information Technology organizations deliver below 35% Due Date Performance index,
which means that Information Technology organizations do not deliver projects as per their promise
to the business.
Within any enterprise there is no other organization that knows better than the Information
Technology organization how to provide value in terms of creating products and services, and there
is no other organization that can effectively cope with the required technological advances to grow
the enterprise's competitive edge. However, low Due Date Performance indices brought Chief
Information Officers' influence down, and the C-suite has come to regard Information Technology
organizations as slow, costly, error-prone, and unresponsive to business needs1.
The IT Powerhouse Framework provides a clear path to achieve 90+% Due Date Performance, and
it is designed for easy adaptation to ever changing business environments by implementing focused,
modular and short cycle operations. The result is providing Information Technology organizations
with the ability to deliver business innovation projects on-time, within budget and in full-scope.
Within the first three months the framework implementation organizations typically experience
material improvements in project delivery.
The return on investment for taking this path is significant based on cost of delays in addition to
business $ value of projects delivered either on-time or ahead of time.
opitConsulting’s proposal is to present to you the details of this framework and work with you to
design a Powerhouse Framework for your firm.
About opitConsulting
The failings of Information Technology organizations to deliver on-time results and the excuses used
to justify such shortcomings can be summarized in the form of RESULT = NO RESULT + A GOOD
STORY2. That repeating phenomenon triggered a five years odyssey of education, research and
experience to establish the IT Powerhouse Framework aimed to break the constraint of low Due
Date Performance.
opitConsulting expertise is in IT Delivery, Operations and Service Management, and the company is
highly respected for its IT/Business strategy for accelerating projects and products delivery and
inspiring teams to attain high performance and greater levels of success. It is about effective
execution in reaching the goal of 90+% of IT Due Date Performance index, providing the right
leverage for the enterprise to promote its business outcome in an optimal profitability rate.
opitConsulting provides mission critical systems applying advanced technology solutions through
project management excellence while getting business alignment to meet the corporate goals.
opitConsulting has a strong and longtime technical industry expertise in software development and business/
solutions architecture in the areas of Publishing, Telecommunications and Defense.
info@opitConsulting.com

2
1 The
Innova*ve
CIO
by
Andi
Mann
et
al
2
Crucial
Confronta*ons
–
Kerry
Pa>erson
et
al

IT Powerhouse Framework
This framework provides a step-by-step process to identify organizational, process-related and
technology root-causes, solutions and actions to break major constraints and ﬁnd the path to
achieve 90+% Due Date Performance. It should be noted that opitConsulting never says it’s easy,
however it provides focus and clarity of what actions need to be taken at every juncture; you will
clearly see and understand
the tradeoff of any decision
you take. Let's begin by
e x p l o r i n g t h e I T
Dashboard:
Use of the IT Services
dashboard, usually driven
from a Project Portfolio
Management tool, provides
management with a real-
time view of what is going on within the enterprise’s IT projects and production operations. This
view provides management with the ability to know where the acute issues are. However, it does not
give the reasons for an issue or show you how to ﬁx a problem.
Sample of IT Governance Dashboard
Project Health
1. Status
of
ac,ve
projects
2. Open
high
priority
(P1&P2)
issues
and
risks
3. #
of
milestones
missed
4. Current
due
date
performance
index
5. #
of
projects
that
changed
,me
to
deliver
6. #
of
‘at
risk’
milestones
7. Commitment/under-‐commitment
of
resources
Budget
1. #
of
ac,ve
capital
accounts
per
quarter
2. Budget
spent(Opera,ons,
OPEX,
CAPEX,
Consul,ng)
3. Project
$
Days
-‐
cost
of
project
delays
Human Factors
1. Mee,ng
aVendance
factors
2. #
of
weekends
worked
3. Professional
employee
sa,sfac,on

3

Analysis and resolution3
Based on the vast success of Theory of Constraints applications in Supply Chains, Manufacturing and
Project Management with an overall of 73% growth of combined ﬁnancial results, opitConsulting
targets the IT Delivery Operations space.The Theory of Constraints says that every system has at
least one constraint that blocks the enterprise throughput. Only when you deal head-on with that
blocking constraint, then you will achieve throughput improvements. Used in the IT Powerhouse
Framework combined with advanced business and service management methodologies, it ensures
success in reaching the Due Date Performance index goal.
Current Reality Tree
Building a Current Reality Tree is a world-class analytical tool that drives to a deep understanding of
root-causes and brings different agendas together to discuss issues openly and honestly. It identiﬁes
Part
of
Current
Reality
Tree
branch

4
3
Inspired
by
the
Thinking
Process™
from
Dr.
Eli
Goldra>

the undesirable effects and a structure of a logical tree of cause and effect. It
is never personal. Once complete it is the reflection of your reality which all
agree to, 100%.This step provides a detailed review of your development life-cycle to identify root-
causes for a low Due Date Performance index.
Conflict/Dilemma Resolution
This is a sub-process that helps resolve conflicts which are part of the Current Reality Tree
structure, when conflicts surface during the analytical phase.A common conflict could be Stability vs.
Growth - one group needs stabilization, while for the other it is imperative to grow, however both
do agree on the common goal of the enterprise.
Conflict/Dilemma Management

5

Future Reality Tree
Future Reality Tree takes
the Current reality and
injects solutions and
speciﬁc actions. It turns
undesirable effects to
desirable effects to achieve
the goal. It is done in
collaboration with your
leadership team to receive
agreement on the logic
that leads to the common
solutions and actions in
order to reach the goal.

6

Critical Chain Project Management4
Critical Chain Project Management is a practice that stems from the
Theory of Constraints. It has the ingredients to overcome common problems in technical
project management. It is the center for project planning and project execution. The
advantages are significant because of the following reasons:
1. Estimation management, a structured way to manage uncertainty
2. Focus on the project’s critical path that accounts for critical resources availability
3. Avoiding of bad-multitasking, adding collaboration to accelerate work and finish early
4. Use of full-kit directive to ensure smooth flow of task activities on the critical path
5. Use of project level buffer management to provide early indicators on project issues
Uncommon Service Design5
The purpose of this final step is to keep IT moving forward and never draw back into bad old
routines. At the point that IT has already restored confidence with the business, it's time to design
services that are most important to the business and excel in them, at the expense of services that
do not matter as much, and you can be “bad” in them.Why? Because deciding on being excellent at
everything guarantees mediocrity.Also, being excellent requires funding, and the funding comes from
the area(s) you decide to be bad at. How can such an approach affect your corporate DNA?

7
4
Cri*cal
Chain
Project
Management
-‐
Dr.
Eli
Goldra>
the
creator
of
Theory
Of
Constraints
5
Uncommon
Service
-‐
Francis
Frei
-‐
Harvard
Business
School

The Human Factor
We all do understand that the human factor is at the epicenter of all actions,
however in many cases we’re failing to properly deal with the situation when other people aren’t
doing what they are supposed to be doing, or to deal with broken promises, failed expectations, and
generally bad behavior - in many cases we are just drawn into silence.To move beyond that, one has
to know how to influence, motivate and hold confrontations to empower the individual to excel at
all times.This is not about a great speech, it is continuously asking why a reasonable and professional
person does what he or she does? Becoming curious about the source of influences that lead to
such a behavior6. Such a path almost guarantees stepping out from top-down commands and into
more collaborative interactions and bottom-up engagement and alignment with what needs to be
achieved.
Want to know more?
Please contact us at info@opitConsulting.com so that we can arrange a presentation, a workshop or
detailed everyday project management mentoring to ensure success.
NYC Office Israel Office
230 Riverside Drive, Suite #11P
NewYork, NY 10025
Tel: +1 (212) 879-1621
6 Manor Ehud Street, Suite #49
Netanya 42659
Tel: +972 (9) 765-8602

8
6
Influencer,
crucial
confronta*ons,
crucial
conversa*ons
tools
by
Kerry
Pa>erson
et
al

How CIOs Can Reliably Deliver Business Innovation

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