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ProcessWorld_2010_WashingtonDC_Governance
- 1. John Suzanne, Sr. Project Manager, South Texas Project (STP) Nuclear Operating Company Perspectives on Governance
- 2. Get There Faster.7 May 2015 | ProcessWorld 2010 | 2 South Texas Project Nuclear Operating Company1 • One of the newest and largest nuclear power facilities in the nation, providing clean energy to two million Texas homes. • In February 2009, STP achieved a Total Safety Industrial Accident Rate of 0.0. • Top ten percent of U.S. nuclear plants for personal safety. • STP has earned more honors than any other nuclear plant nationwide, including the U.S. nuclear industry's highest honor, the B. Ralph Sylvia Best of The Best Award, which STP has received three times. 2
- 3. Get There Faster.7 May 2015 | ProcessWorld 2010 | 3 Speaker Introduction – John Suzanne • John Suzanne, DSA, PMP, MBB, CGEITc is an Enterprise Solution Architect and Sr. Project Manager at South Texas Project (STP) Nuclear Operating Company • Mr. Suzanne’s 22+ years experience spans multiple industries including Nuclear, Aerospace, Defense, Medical Devices & Pharma Alumni Member of the FedEx Global Revenue $Billion Club • He has led global process improvement teams across 200+ countries, 24 time zones, 12+ VPs & thousands of stakeholders • John has presented at ProcessWorld and Sapphire • http://www.linkedin.com/in/johnsuzanne 3
- 4. Get There Faster.7 May 2015 | ProcessWorld 2010 | 4 STP Current-State Enterprise IT Governance Framework ∆ •Audit findings •No CIO •CobiT Solution not approved •Fragmented: IT governance •Shadow IT functions & spending •ARIS not fully implemented + •IT Benchmark Assessment ready •CobiT 4.1 Solution identified •ARIS & SAP acquired •SAP blueprint completed •SQA process defined
- 5. Get There Faster.7 May 2015 | ProcessWorld 2010 | 5 Embedding Risk into Balanced Scorecard 8 “Risk management was siloed and considered more of a compliance issue. … Now we see that identification, mitigation and management of risk has to be on an equal level with the strategic process.” Robert Kaplan, co-author of the balanced scorecard
- 6. Get There Faster.7 May 2015 | ProcessWorld 2010 | 6 Embed Risk Management throughout the SDLC “Consider risk assessment at each deliverable and change request” Value/Benefit Perform. Indicator Risk/Constraint Risk Indicator Status Quo Do Nothing Financial No additional capital or expense outlay required Cash flow (OIB) N/A N/A Operations STP is currently an industry leader in fatigue rule compliance Fatigue rule violations (SIB) Current process is identified as cumbersome and time consuming Time-to- callout worsens (SIB) Customer N/A N/A Customer perceives lack of service Survey(s) Learning/Growth N/A N/A Current operational deficits may be the result of a training issue Time-to- callout Alternative #1 LEAN improvement Financial No significant capital or expense outlay required Cash flow (OIB) None identified N/A Operations Reduced cycle-time, improved throughput, error-proofing Time-to- callout (SIB) Resistance to change and institutionalization may constrain acceptance Kaizen Attendance Customer Improved customer experience Survey(s) N/A Time-to- callout (SIB) Learning/Growth LEAN principles enrich the employee experience and reinvigorate the questioning attitude KPIs/PIs Resistance to change and institutionalization may constrain acceptance % Training Complete
- 7. Get There Faster.7 May 2015 | ProcessWorld 2010 | 7 STPNOC Proposed SDLC
- 8. Get There Faster. Definitions BSC Balanced Scorecard – Performance measurement framework that leverages a 'balanced' view of organizational performance CGEIT Certified in the Governance of Enterprise Information and related Technologies (ISACA) CGEITc CGEIT Candidate CobiT Control Objectives for Information and related Technology A governance framework / best practice reference model KPI/ KRI Key Performance Indicator/ Key Risk Indicator INPO Institute of Nuclear Power Operations ISACA Information Systems Audit and Control Association NEI Nuclear Energy institute OECD Organization for Economic Cooperation and Development ITGI IT Governance Institute. The IT version of INPO/NEI SDLC System Development Life Cycle – a repeatable process for building information systems tied to CobiT 4.1+/SOX 7 May 2015 | ProcessWorld 2010 | 8
- 9. Get There Faster.7 May 2015 | ProcessWorld 2010 | 9 References 1. http://www.stpnoc.com/About.htm, Downloaded on June 14, 2010. 2. Weil, Peter and Ross, Jeanne. IT Governance: How Top Performers Manage IT Decision Rights for Superior Results. Boston: Harvard Business School Press, 2003. 3. Pankey, Bill. Foundations of IT Governance. March 30, 2010 4. Boyle, Louis. VP Gartner EXP. http://www.gartner.com/it/products/podcasting/asset_141507_2575.js p. Downloaded on 5/16/2010. 5. George, Michael L. LEAN SIX SIGMA FOR SERVICE How to Use Lean Speed & Six Sigma Quality to Improve Services and Transactions. New York: McGraw Hill, 2003. 6. ITGI. Board [of Directors] Briefing on IT Governance, 2nd Edition. ISBN 1- 893209-64-4. 2003. 7. Gartner. CIO Toolkit. First 100 Days. 9
- 10. Thank You!
Hinweis der Redaktion
- The South Texas Project Electric Generating Station is one of the newest and largest nuclear power facilities in the nation. STP's two units produce 2,700 megawatts of carbon-free electricity, providing clean energy to two million Texas homes.
- Plus Gartner CIO Toolkit – First 100 days ARIS not fully Implemented BSC (not approved) ARCM (in process) IT Architect (we already have this capability, just need to implement) Process Governance (acquire and implement) The BPM control processes supported include: Model approval procedures (release cycle management) Continuous improvement process Requirements management Policy management SAP rollout/implementation Modeling and analysis workflow Check in/check out Audit trail BPM service center processes CobiT Focus Areas Strategic alignment focuses on ensuring the linkage of business and IT plans; defining, maintaining and validating the IT value proposition; and aligning IT operations with enterprise operations. STP Business Implementation Plans appear to be developed in silos without particular attention to IT impact let alone leveraging IT for strategic or competitive advantage No full-time CIO representation at SLT or SET Technology silos exist with no overarching CIO directives Value delivery is about executing the value proposition throughout the delivery cycle, ensuring that IT delivers the promised benefits against the strategy Customer focused SMART metric driven business cases are not required Benefits realization planning or audit processes have not been observed Resource management is about the optimal investment in, and the proper management of, critical IT resources: applications, information, infrastructure, knowledge and people. No defined and approved impact assessment process No defined and approved SDLC No defined and approved resource planning office (provides resource-loaded planning support) No defined and approved Enterprise Architecture/IT Framework i.e. IT Architect, IT City Planning, BSC, Change Management Risk management requires risk awareness by senior corporate officers, a clear understanding of the enterprise’s appetite for risk, understanding of compliance requirements, transparency about the significant risks to the enterprise and embedding of risk management responsibilities into the organization. No CIO representation to senior corporate officers to adequately communicate IT Risk at the board level Performance measurement tracks and monitors strategy implementation, project completion, resource usage, process performance and service delivery, using, for example, balanced scorecards that translate strategy into action to achieve goals measurable beyond conventional accounting. No defined and approved Balanced scorecard based strategy framework PPM?
- Balanced scorecard section of an STP Business Needs Statement. If you consider that on average only 18% of projects are on-time and on-budget if you can gate the losers before anybody wastes any time on them you have a potential for 82% improvement in project backlogs.
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