How to bring the IT organization closer to business: out of CAPEX, OPEX into generating money for the corporate

1. It is the IT world
How to bring IT org closer to the business?
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2. Opening
the big fix
Identify what is that ONE change we need to make first
How does that change makes Hello World more competitive?
How do we apply that change?
“It is not enough to do your
best; you must KNOW
what to do, and THEN do
your best” -- Deming
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3. Success stories
within the account applying TOC
Thinking Process
300% increase in defect throughput in less than two weeks
From 15-17 a day to 47-50 a day
Turnaround Hello World deployment process after one week
A source of constant complaints turned into a non-issue
Increased projects throughput by 50% in three months
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4. Some ground rules
Avoid of "we know" to reach a breakthrough
There is always a myriad of possibilities awaiting for a grab
Change is acceptable as long as it is a good change
How do we know that a change is a good change?
Come up with simple practical solutions
Avoid fixing everything, everywhere and everybody at the same time
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5. Strategy
Hello World can outperform its Hello World strategic
The business becomes more
rivals only if it can establish a positioning means a mesh of
prosperous as a result of IT
DIFFERENCE that can be unique activities that cannot be
preserved easily replicated by rivals Operational Effectiveness (OE)
Therefore, Hello World IT's
YES, it is delivery of projects.
What is Hello World throughput is measured by IT
Every initiative turns into a
production floor? ability to deliver projects faster
project
and better than its competition
Based on Michael E. Porter
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6. Core conflict cloud
IT Wants IT Need
Process Of OnGoing Improvement
a stable set of project a clear work stream flow
requirements and of work steps towards
priorities per its final assembly
organization capabilities
rformance
Conflict
Business wants IT to Common Objective
Per
deliver innovative Have an ever
projects faster and better flourishing company
while IT wants to retain
sound operational stability
Time
As time progresses performance is moving in one direction UP
As time progresses performance
Business Wants Business Need
is moving in one direction – market share
dynamic IT that is able to
turn quickly the latest Increase
UP!
Beat the competition,
concept while keeping through fast TTM and
sound operational stability DDP
©
Growth vs. Stability
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7. Roadmap to breakthrough
Addressing the Delivery Model
The problem The Solution The Actions Desirable Effects ++ Side Effects
Undesirable Effect Solution Action Desirable Effect Desirable Side Effect
Provide the ability to Lavishly assign top
Customer Experience is Business is confident with
produce initiative projects resources: business and IT Project are delivered
below par IT ability to deliver
faster and better projects during Concept between 5-7 months
initiative projects
than the competition development
Undesirable Effect Solution Action Desirable Effect Desirable Side Effect
IT provides professional
Provide the ability to Clear and concise Business better
High degree of services to the Business
effectively work multiple, Business Requirements understands system
requirements churn during Concept
simultaneous projects (BR) capabilities
Development
Undesirable Effect Solution Action Desirable Effect Desirable Side Effect
Quality goes down as a Downstream SDLC steps
Zealously focus on the Increase quality only from
result of high WIP, bad Use Critical Chain Project receive a full-kit to
Critical Chain of tasks and the mere fact that bad-
multi-tasking and ever Management (CCPM) effectively perform their
resources multi-tasking is avoided
changing of priorities tasks
Undesirable Effect Solution Action Desirable Effect
Before jumping to
Below par of Due-Date- solutions too fast, use the Reduce WIP and bad Higher percentage of
Performance (DDP) Thinking Process multi-tasking Due-Date-Performance
methodology and tools
Undesirable Effect Solution PM focus Desirable Effect
To protect "ourselves", Apply 50/90 estimate rule
Focus on full project
estimates given are vastly Implement a process of Monitor buffer penetration completion rather than
cushioned affecting TTM on-going improvement
Subordinate buffer resources individual task completion
DDP Due-Date-Performance
WIP Work In Progress
WITCE What Is The Customer Experience
CCPM Critical Chain Project Managemet
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