No matter how fast business moves, there’s no substitute for a smart, carefully crafted IT plan that is aligned with your business strategy. At SQLSaturday Baton Rouge, Sparkhound Principal Consultant Tim Goedeke discussed his experiences as a fractional CIO, challenged with helping IT fulfill its role as a strategic business partner for speed to market, product / service differentiation and superior end-user experience delivery. Are you ready to eliminate perceptions of IT as a cost center, and paint the vision of IT as a business driver?

1. ALIGNING IT AND THE BUSINESS

2. ALIGNING IT AND THE BUSINESS
Welcome and Introduction
Aligning IT with the Business
Components of a Strong IT Strategy
Developing the Plan
Tips for Execution

3. STRATEGIC PITFALLS
•60% of organizations don’t link strategy to budgeting
•75% of organizations don’t link employee incentives to strategy
•86% of business owners and managers spend less than one
hour per month discussing strategy
•95% of a typical workforce doesn’t understand their
organization’s strategy.
Credit: Forbes.com

4. IT STRATEGY: CHANGE THE PERCEPTION

5. BECOME AN IT PARTNER NOT JUST A SUPPORT CENTER
CHAOTIC - 0
•High operational
cost
• Low
productivity
•Can’t predict
demand
•Low employee
morale
•Unsatisfied
customers
•Can’t define
success
REACTIVE - 1
•Systems
downtime
• Inconsistent
performance
• Firefighting
•Compromised
service
expectations
• Inability to plan
• Time consuming
maintenance
•Ineffective
troubleshooting
PROACTIVE - 2
•Limited financial
insight
• Undervalued
services
•Services not
timely
•No alignment of
resources to
demand
SERVICE - 3
•IT as a Service
•Activity Based
Costs
• SLAs
•Integrated
Processes
• Capacity Mgmt.
•Define Services,
Classes & Pricing
VALUE – 4
•IT as a Strategic
Partner
• IT & Business
Metrics
•IT/Business
Collaboration
•Business
Planning
3

6. FUNDAMENTALS OF ALIGNING IT WITH THE
BUSINESS
ManagementStaff
1. People – understanding the
customer’s voice and assessment
of current systems, processes and
technology.
2. Process – an understanding of the
integration and workflows between
departments and system functions.
3. Technology – an understanding of
the technology platforms and
utilization of the information delivery
capabilities.

7. CHARACTERISTICS OF A STRONG IT STRATEGY
• Executive sponsorship
• Clarity, Communication, Education
• Clear definition of success and KPIs to
track progress
• Flexibility to change direction as market
and technology dictate

8. DEVELOPING THE PLAN
• Assessing the “AS-IS” environment
• Define Strategic Goals and Mission Statement
• Identify gaps between “As Is” and strategic goals
• Define and prioritize work needed to accomplish
strategic goals

9. THE MISSION STATEMENT
“BEGIN WITH THE END IN MIND”
The Mission of the “COMPANY” IT Strategic Business Strategy
Assessment is to create an IT strategy and infrastructure to support the
current and future information capital requirements to grow the business
to $2B by 2020.
The objective of the assessment will be to:
1. Provide recommendations and an IT Road Map to support the immediate,
short & long term needs
2. Identify baseline “as is” and “to be” IT systems to meet the business
requirements and driver measures
3. Prioritize the IT projects that will generate the greatest return on investment
4. Provide a recommended implementation approach to execute the IT Business
Plan

10. ASSESSING THE
CURRENT
ENVIRONMENT

11. PEOPLE ASSESSMENTIT STRATEGY ASSESSMENT
WORKPAPERS
Interview Questions Notes
PEOPLE ASSESSMENT
Executive Team
CEO What is your vision for the company? What is your goals for the company? Revenue, Strategy, Profit, Stock Value, Competition Analysis
COO What is your operational goals for the company? Gross Margin performance, sales growth, performance optimization
CFO What is your financial goals for the company? Cashflow, profits, stock valuation, EBITDA
CAO What is your administrative goals for the Company? Adminstrative efficiencies, administrative collaboration
CIO What is your IT strategy for the company? IT Plan, Cloud strategy, Reporting strategy, Cost strategy
CHRO What is your human capital strategy for the company? HR strategies, Comp & Benefits, Training, Recruiting, Onboarding
Management Team
Accounting How well is the ERP system working for you? Reporting, transactional efficiency? Transactional efficiencies, timeliness of information
IT How well is the IT systems working? See below for more detail questions? Hardware, Software, Middleware assessments
HR How is HR valued to business? How is HR strategic? What are your goals to be strategic? HR Compensation Plans, Recruiting, Career Pathways, Onboarding efficiencies
Marketing How is marketing helping with market share? New customers? Growth in revenue? Growth, Sales, New Customers, Marketshare, Competitive Analysis
Corporate Communications How is communications handled? Webinar, Video, Audio, Newsletters, intranets Unified messaging, sharepoint solutions, lync collaboration
Legal How is legal using IT to help with document management? Sharepoint, document management, document versioning
End Users
Finance & Accounting Users Is the current systems you are using efficient? Manual processes, lack of integration, manual reporting
HR & Payroll Users Is the current systems you are using efficient? Manual processes, lack of integration, manual reporting
Marketing & Communications Users Is the current systems you are using efficient? Manual processes, lack of integration, manual reporting

12. PROCESS ASSESSMENT
IT STRATEGY ASSESSMENT WORKPAPERS
Interview Questions Notes
INFORMATION ASSESSMENT
Information Reporting
KPI Metrics (Lead &Lag) What KPI metrics are in place and being delivered on time? List KPI reporting, dashboards, lead and lag measures, do they have cadence?
Financials Statements What financials reports are in place and automated? List financial reports, manual reports, excel reports
Operational Statements What operational reports are in place and automated? List operational reports, manual reports, excel reports
PPPs - Policies, Procedures, Processes
Policies Are your policies aligned with your system processes? List policies
Procedures Are your procedures up to date and aligned with your system processes? List procedures
Processes Are your processes up to date and aligned with your policies and procedures? List processes

13. TECHNOLOGY ASSESSMENT
IT STRATEGY ASSESSMENT WORKPAPERS
Interview Questions Notes
TECHNOLOGY ASSESSMENT
Hardware
Servers What are the current server technology used? On premise, off premise, cloud, VM ware
Storage What are the current storage technology used? On premise, off premise, cloud, VM ware
Desktops What desktops are being used today? Lease vs purchases? What are desktops are being used?
Laptops How are mobile computers being used? What are mobile computers being used for?
Wireless Devices How are wireless devices being used? What are wireless devices being used for?
CITRIX How is citrix being used? Latency platforms? Why is Citrix being used?
CISCO What routers and switches are being used for network computing? When is the cisco gear nearing upgrades?
Software
Business Applications What business applications are being used ? Inventory business applications and how they are integrated or not?
Enterprise Applications What enterprise applications are being used? Inventory enterprise applications and how they are integrated or not?
Intranet What are you using for intranet platform? Do they have department intranets?
Email What email system is being used? Exchange, 0365, other?
ERP What ERP is being used? List ERP applications and modules
CRM What CRM is being used? List CRM applications and modules
Middle Ware
Custom Applications What custom applications are being developed? List of applications and how they are integrated or not?
Integration Platforms What interface or integration platforms are in place? List of applications and how they are integrated or not?
Business Intelligence Platforms What BI tools are in place? List of BI toolsets and how integrated with enterprise applications
Web Applications What is being used for web applications? Web applications? Inventory of web applications?

14. IT ASSESSMENT & BUSINESS PLAN ROADMAP
Sample Deliverable
Pillar 1 - People
The following assessment covered the current transactional and information
delivery users of the systems:
1. The “transactional users” are overall generally satisfied with the efficiency of the data entry features of the system
2. The “operational and financial information users” are dissatisfied with the ease of use and with the amount of effort to retrieve
meaningful information to manage the business – the business has outgrown the legacy paper reporting method that has been
used in the past to quickly manage the business in a timely manner
3. Lack of clearly defined driver measure reports used in the cadence of operations being delivered to management (lack of
scheduling, utilization management, and capacity planning information)
4. More training is needed for both transactional and operational/financial users to understand what the current system can do for
them
5. There is material amount of duplication of data entry in access databases, excel and other systems creating manpower
inefficiencies and potential lack of integrity of information
6. Strong IT programming skills and adequate PC Network staff skills but missing project management and business applications
skillsets
The following recommendations should be considered to address the People
findings:
1. Setup Focus Groups of users to share best practices to raise all users level experience to highest level possible
2. Design, develop, and deliver reports to management timely and in best format for usability
3. Define Driver Metrics to deliver reports to management to incorporate into weekly operational cadence system
4. Train users on the information reports designed and developed in #2 and #3 above
5. Identify and replace duplicate systems where possible
6. Upgrade IT project management, business applications and analytics skills

15. IT ASSESSMENT & BUSINESS PLAN ROADMAP
Sample Deliverable
Pillar 2 - Process
The following assessment covered the system & process integration & workflow
between departments:
1. The core financial systems (GL, PO, AP, OE, Billing, AR, JC/WO, PR, e-Time) are fairly well integrated even given the
divergent platforms and the high degree of customization that were purchased (M&D, Harris, Custom Applications, etc…)
2. The HR system (Silkroad) is an integrated suite of products replacing manual processes today; however, it is needs to be
integrated with Harris HR/Payroll and e-Time to prevent duplication of efforts
3. The RVI imaging system has been implemented at a few sites and is having some good success but not company wide;
however, there is an opportunity to improve the workflow to include AP and AR for customer backup and billing support and
create further improvements in workflow and integration before implementing company wide. There is also an opportunity to
centralize how workflow can improve overhead and create automation and synergies across RFOC
4. There is a need for an automated Requisition system to be interfaced with Procurement system and a Sales Tax system is
needed to accurately record sales tax.
5. The operational systems (Estimating, Engineering, Procurement, Scheduling) are working in vertical silos for the most part
and there are some opportunities to integrate engineering-bill of materials-procurement systems.
The following recommendations should be consideration to address the Process
findings:
1. Setup ITEC and review ERP solutions to gain new ideas to improve current platform or determine cost/benefit of solutions
2. Continue to integrate SILKROAD with current Harris HR/Payroll & e-Time systems
3. Review current RVI workflow design and determine best path forward for company wide rollout and improved workflow
4. Evaluate the cost/benefit of a Requisition and Sales Tax module to be built vs long term software package alternatives
5. Review current Operational system workflow opportunities and design an integrated Configuration Management System

16. IT ASSESSMENT & BUSINESS PLAN ROADMAP
Sample Deliverable
Pillar 3 - Technology
The following assessment covered the technology applications and infrastructure:
15
1. The hardware, server, and Microsoft platforms are solid infrastructure solutions
2. Standard laptops should be established with remote VPN capabilities to make it easier to use remote computing
3. Leverage Microsoft BI to deliver better information from the ERP and explore BI tools as needed
4. Sharepoint for Intranet solutions should be leveraged better for improved communications and office productivity
5. Review the engineering toolsets to ensure the right solutions for the business
The following recommendations should be considered to address the Technology
findings:
1. Setup ITEC and review ERP solutions to gain new ideas to improve current platform or determine cost/benefit of solutions
2. Document current network and provide recommendations on switches and routers
3. Document upgrade path for servers and infrastructure to keep up with business needs
4. Establish a company standard laptops, desktop and remote connectivity solution that is reliable
5. Training for ERP programmers on toolsets to improve productivity and delivery of information
6. Provide an assessment of Sharepoint utilization and make recommended improvement proposal
7. Move forward with Lync as the Video/Web/Communication unified conferencing messaging solution for company
8. Review and evaluate engineering and configurator toolsets to automate workflow and automation
9. Move forward with Microsoft Cloud Office 365 and Lync to reduce IT support and infrastructure costs

17. Sample Deliverable
IT Organizational Assessment & Recommendations
Sparkhound has evaluated current IT operations and costs, compared to the envisioned
state, then provided recommendations to organizational design and associated budget.
The result is an optimized IT human resource model and a more efficient cost structure.
IT ASSESSMENT & BUSINESS PLAN ROADMAP
Total IT Expenses
Current Org Chart
CIO
111
Infrastructure
25
Development
25
PMO
25
ERP
36
IT Expenses $25,500,000
IT Salaries 10,000,000
Total IT $35,500,000
*Cloud Infrastructure & Managed Services main reason for reduction
Future Org Chart
CIO
90
Infrastructure
16
Development
20
PMO
20
ERP
20
Total IT Expenses*
IT Expenses $20,000,000
IT Salaries 8,000,000
Total IT $28,000,000

18. IT ASSESSMENT & BUSINESS PLAN ROADMAP
High
$$$
Medium
$$
Low
$
TransformationalStrategicEfficiency
2
A-E
HR SilkRoad
15
SharePoint Intranet
4
Salesforce.Com
Microsoft Cloud Office 365
Messaging, Communications & Collaboration
WBT & CBT 12
13
PC Network
WAN Infrastructure
5
ABC Company Estimating System
6
Configuration Management System
Project Scheduling System
1
16
AP-AR
Imaging
Workflow
3
Sales Tax
Inventor – CNC
11
18
Web Site
Upgrade
eRequisition System
27
7
ABC Company Operations Reports
14
ERP Evaluation
22
Client EDI
17
Client Cloud Portals
23
Fax Server
Electronic
Rental Invoices
10
8
Manpower Utilization
Management Reports
25
Single Sign-On
9
Business Intelligence, Dashboards,
Budgeting & Forecasting
4-in-1 Project
20
Sales
OPS
IT
HR
Finance
21
Document Mgt System
24
26
Tool Management
19
Cell Phones
Sample Deliverable
IT Project Portfolio
ABC Company’s IT Project Portfolio was assessed to determine the cost of each initiative
as well as its value to the organization. These were grouped by business unit and
categorized by impact.
IT Project Portfolio Segmentation
20

19. IT ASSESSMENT & BUSINESS PLAN ROADMAP
Sample Deliverable
Short, Mid & Long Term Projects
Upon evaluation, it is recommended that each project be scheduled based on its cost,
duration and value characteristics.
IT Project Portfolio Prioritization*
*See Appendix A – Project Profiles for detail. 21

20. EXECUTING THE PLAN
“ MARCHING TOGETHER AND SPEAKING
THE SAME LANGUAGE”

21. Tenants for Implementing an IT
Strategy
21
• Assign ownership of projects and tasks:
The most common reason a plan fails is lack of ownership.
If people don’t have a stake and responsibility in the plan, it’ll be business
as usual for all but a frustrated few.
• Communicate frequently and consistently:
Meet regularly with staff and managers. Discuss KPIs important for success.
• Track progress and report out to all levels within the organization:
Help to maintain employee buy-in and executive support when everyone
is in the know. Keeps everyone speaking the same language with regards to
wins, challenges, and progress.