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The Holy Grail: Linking Corporate and IT Strategy to IT execution How Portfolio, Program and Project management can be linked to optimize IT value realization and performance 08/02/11 Copyright: Crocus Hill Associates, All rights reserved
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Linking IT strategy to the business has been elusive 08/02/11 Copyright: Crocus Hill Associates, All rights reserved
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],The history of Portfolio Management is mixed 08/02/11 Copyright: Crocus Hill Associates, All rights reserved
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Integration into Business Strategy is Imperative for IT Funding and Credibility with Management 08/02/11 Copyright: Crocus Hill Associates, All rights reserved
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Client IT - Beginning Conditions 08/02/11 Copyright: Crocus Hill Associates, All rights reserved
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Results - Through this work we were able to: 08/02/11 Copyright: Crocus Hill Associates, All rights reserved
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Keys to Turnaround 08/02/11 Copyright: Crocus Hill Associates, All rights reserved
The Key is Linking the Management Processes and Providing Real Time Feedback to Stay in Control 08/02/11 Copyright: Crocus Hill Associates, All rights reserved Corporate Strategy IT Portfolio Management Program Management Project Management Governance Inside Loop Control Linking Planning  and Execution Outside Loop Control Provide Execution  Feedback to Planning
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Getting Governance Right 08/02/11 Copyright: Crocus Hill Associates, All rights reserved Board level:  IT oversight Bus Unit: Cross functional Steering… Bus Unit: Cross functional Steering… Bus Unit: Cross functional Steering… Board level:  IT oversight How much to spend How to organize How much to standardize What to spend it on How fast to go How to optimize What to share
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Integrate Business and IT Strategic Planning processes 08/02/11 Copyright: Crocus Hill Associates, All rights reserved
Each project needs to be effectively profiled 08/02/11 Copyright: Crocus Hill Associates, All rights reserved Project Description Project Value ,[object Object],[object Object],[object Object],Project Risks Project Costs Technical / Functional Process / Organization Size / Complexity / Novelty Business drivers Scope Definition of Success Alternatives to systems investment
Projects need to be evaluated on a portfolio basis with a rational scoring system 08/02/11 Copyright: Crocus Hill Associates, All rights reserved The balance of: Value And Risk Tangible Intangible Technical Organizational Drives selection  of projects Manage Carefully Defer Low Hanging Fruit Fill In Value Risk Constrained by Resources Drives Schedule ,[object Object],[object Object]
[object Object],[object Object],[object Object],Rationally establish priorities 08/02/11 Copyright: Crocus Hill Associates, All rights reserved
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Bridges between portfolio and program management 08/02/11 Copyright: Crocus Hill Associates, All rights reserved
[object Object],[object Object],[object Object],We used history for Parametric estimates and ‘Delphi’ techniques to size and cost projects 08/02/11 Copyright: Crocus Hill Associates, All rights reserved
Summarizing Activity Value Analysis data Provides Capacity and Decision able Resources 08/02/11 Copyright: Crocus Hill Associates, All rights reserved Classifying and summarizing activity types from time sheet history provides insight into development capacity Classifying support work below this summary level provides the basis for total quality and lean efforts to streamline operations and provide improved ‘yield’ against ‘value driving’ projects.
[object Object],[object Object],[object Object],[object Object],[object Object],Bringing Demand and Capacity Together; Laying out a Business-Driven Timeline for Strategy Execution 08/02/11 Copyright: Crocus Hill Associates, All rights reserved
Board Priority Drives Scheduling 08/02/11 Copyright: Crocus Hill Associates, All rights reserved After Board review, projects are released for scheduling.  Projects are loaded on the schedule based on Board priority rating Resources are encumbered by the project estimates from the profiles
Priority, Schedule and Resource Conflicts are Highlighted and Managed – Real time 08/02/11 Copyright: Crocus Hill Associates, All rights reserved Projects are loaded on the schedule based on Board priority and commitment dates in the strategic plan Capacity constraints are immediately visible for management attention Management can authorize temporary staff additions or changes in schedule to balance work and capacity Feedback from the decisions returns to the strategic plan, adjusting performance dates and the budget for temporary resources
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Keeping the Plan Fresh Requires Feedback from the PMO and Project Management 08/02/11 Copyright: Crocus Hill Associates, All rights reserved
Making It All Work Requires Effective Management of Organization, Processes and Tools 08/02/11 Copyright: Crocus Hill Associates, All rights reserved Governance needs to be integrated into planning and execution processes to assure control Standard reporting and estimating processes are required to provide timely, relevant information Project and Program management needs to provide feedback to Planning and Governance A robust, integrated tool set is required to assure that the pieces stay connected
For more information 08/02/11 Copyright: Crocus Hill Associates, All rights reserved Additions, arguments, corrections or for a copy of this presentation: Contact us: Craig Bickel [email_address] 612 978 3737 – Cell 612 216 2403 – Direct

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The holy grail

  • 1. The Holy Grail: Linking Corporate and IT Strategy to IT execution How Portfolio, Program and Project management can be linked to optimize IT value realization and performance 08/02/11 Copyright: Crocus Hill Associates, All rights reserved
  • 2.
  • 3.
  • 4.
  • 5.
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  • 8. The Key is Linking the Management Processes and Providing Real Time Feedback to Stay in Control 08/02/11 Copyright: Crocus Hill Associates, All rights reserved Corporate Strategy IT Portfolio Management Program Management Project Management Governance Inside Loop Control Linking Planning and Execution Outside Loop Control Provide Execution Feedback to Planning
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  • 16. Summarizing Activity Value Analysis data Provides Capacity and Decision able Resources 08/02/11 Copyright: Crocus Hill Associates, All rights reserved Classifying and summarizing activity types from time sheet history provides insight into development capacity Classifying support work below this summary level provides the basis for total quality and lean efforts to streamline operations and provide improved ‘yield’ against ‘value driving’ projects.
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  • 18. Board Priority Drives Scheduling 08/02/11 Copyright: Crocus Hill Associates, All rights reserved After Board review, projects are released for scheduling. Projects are loaded on the schedule based on Board priority rating Resources are encumbered by the project estimates from the profiles
  • 19. Priority, Schedule and Resource Conflicts are Highlighted and Managed – Real time 08/02/11 Copyright: Crocus Hill Associates, All rights reserved Projects are loaded on the schedule based on Board priority and commitment dates in the strategic plan Capacity constraints are immediately visible for management attention Management can authorize temporary staff additions or changes in schedule to balance work and capacity Feedback from the decisions returns to the strategic plan, adjusting performance dates and the budget for temporary resources
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  • 21. Making It All Work Requires Effective Management of Organization, Processes and Tools 08/02/11 Copyright: Crocus Hill Associates, All rights reserved Governance needs to be integrated into planning and execution processes to assure control Standard reporting and estimating processes are required to provide timely, relevant information Project and Program management needs to provide feedback to Planning and Governance A robust, integrated tool set is required to assure that the pieces stay connected
  • 22. For more information 08/02/11 Copyright: Crocus Hill Associates, All rights reserved Additions, arguments, corrections or for a copy of this presentation: Contact us: Craig Bickel [email_address] 612 978 3737 – Cell 612 216 2403 – Direct