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PORFOLIO PROJECT FOR MSM 620

PORFOLIO PROJECT FOR MSM 620. Dala Alphonso BELLEVUE UNIVERSITY April 2012. PURPOSE OF INTERVIEW. The purpose of this assignment is to: Satisfy a portfolio project requirement for MSM 620.

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PORFOLIO PROJECT FOR MSM 620

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  1. PORFOLIO PROJECT FOR MSM 620 Dala Alphonso BELLEVUE UNIVERSITY April 2012

  2. PURPOSE OF INTERVIEW The purpose of this assignment is to: • Satisfy a portfolio project requirement for MSM 620. • Understand the character of Group Protection – IT and Lincoln Financial Group’s learning culture from the viewpoint of senior management.

  3. TIM M. (VP)HEAD GROUP PROTECTION – IT • The Head of Group Protection’s Information Technology. • Began working as a consultant with Lincoln Financial Group a couple of years ago. • Accepted the offer to be Head of Group Protection, IT a few months ago.

  4. THE LINCOLN LEGACY On its website, Lincoln Financial Group boasts that since its inception with four employees in 1905, its rich history and enduring legacy of people and events have strengthened it as an organization; nurtured its character and established a foundation for service that will sustain it for the next 100 years. What is your take on this statement especially from a senior management viewpoint?

  5. As an organization, Lincoln Financial Group: • Is poised for success in the industry. • Has consistently shown strong positive growth. • Displayed a positive culture of learning and adapting to the changing trends in the marketplace. • The quality of work force being introduced into the organization.

  6. LEARNING CULTURE Areas where the organization presently needs improvement or learning? • Improve marketing approach. • Learn from the success of others. • Educate both internal staff and customer base. It is what leads to growth in business

  7. CASE STUDY The original intent of the CRE project was to reduce head count on the processing side but the project ran into problems because the big picture was not fully grasped from the onset. When this happens, a task may not produce the expected result …

  8. CRE PROJECT The CRE project was to reduce head count on the processing side by leveraging better and smarter ways of doing business using technology. There were several challenges with this projects including but not limited to the fact that:

  9. CRE PROJECT • There ought to be better focus on how business needs change. • There was a miscalculation in the choice of vendors. • There should have been a better way of managing vendors and vendor relationship.

  10. TECHNOLOGY VS. STRATEGY How can the gap between technology and strategic vision of the organization be bridged? • As an IT organization, we must be realistic. It is not in every instance that the latest and greatest technology will meet the needs of our business. • Learn new technologies, direction and the most efficient way of getting the job done.

  11. TECHNOLOGY VS. STRATEGY • Access and take advantage of tools at our disposal where it makes sense and adds value. • We need to be open to change and new ways of operating. For example, we need to move away from in-house custom applications. • The organization must be ready to change and adapt.

  12. BUSINESS RELATIONS How can the gap between the IT organization and its business users be improved? 1. The most important thing is that skills need to change. Rather than offer the traditional response, the organization needs by improve soft skills • Communication with the business.

  13. BUSINESS RELATIONS How can the gap between the IT organization and its business users be improved? • Influence the business within its capacity by speaking the business language. • Demonstrate an understanding of the issues. • Build strategic partnership with the business.

  14. BUSINESS RELATIONS 2. Improve our set of skills to become better through: • Data Management • Service Management • Project management and Integration • Basically whatever it takes to earn the trust of our clients by the quality of delivery over time.

  15. LEARNING IMPROVEMENT Where do you see your organization in the next 5 years? • An organization that is valued as a partner and not just a service group. • Managing entire life cycles for the products delivered to the business. • An organization with improved planning and managing processes in place

  16. LEARNING IMPROVEMENT Where do you see your IT Organization in the next 5 years? • Move to improvement by understanding business processes. • Proactively demonstrate an improvement in business processes. • Internal discipline to broker solutions and leverage shared services.

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