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“Partnering to Make IT Happen”

Treasury Board of Canada Secretariat. Secrétariat du Conseil du Trésor du Canada. Chief Information Officer Branch. Welcome to the EMF Symposium. Enhancing Alignment of IM/IT with Business. “Partnering to Make IT Happen”. February 23, 1999. Agenda for the Day.

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“Partnering to Make IT Happen”

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  1. Treasury Board of CanadaSecretariat Secrétariat du Conseil du Trésordu Canada Chief Information Officer Branch Welcome to the EMF Symposium Enhancing Alignment of IM/IT with Business “Partnering to Make IT Happen” February 23, 1999

  2. Agenda for the Day • Enhanced Management Framework for IT • Aligning IM/IT with business directions • Break • Managing for value and getting results • Lunch • Practitioner workshops

  3. So Why Business Alignment? Source: GartnerGroup

  4. How do you make IT Happen in your Department? Business Lines Corporate Planning CorporateFinance InternalAudit CIOHead of IT Corporate IM/IT Planning

  5. How do we Make IT Happen Horizontally in Government? Corporate Planning and Finance Expenditure and Management Strategies Sector, TBS Business Program Branches,TBS Audit Office of the Auditor General (OAG) CIOGovernment of Canada Procurement / Risk Policy Supply Operations, PWGSCRisk, Procurement and Asset Management Policy, TBS

  6. What is Industry’s Track Record? • 9% on-time, on-budget, met requirements • 61.5% fail to fully meet objectives (189% cost overrun) • 29.5% cancelled Government is no better/no worse Relatively new discipline — this is improving Source: Chaos Report, Standish Group

  7. What are the Opportunities for Improvement? PLANNING/STRUCTURE • Support and involvement of senior management-critical • Improved accountability framework • Improved initial project definition, justification and prioritization • Improved client/business focus EXECUTION • More disciplined project management • More experienced and disciplined project managers • Improved scope management

  8. What are the Opportunities for Improvement? (cont’d...) MONITORING • Regular “sanity” checks • Progress measured and reported PROCUREMENT • More disciplined approach to procurement management CULTURE & ATTITUDES • A culture that is more open to discussion, problem resolution and change

  9. Our Response is the EMF! • Best Practices • Methods • Tools • Education • Advice • Support EMF was established to improve the management and success rate of IT investments and minimize risk, through—

  10. How do we do this? Project, Materiel & Risk Management, TBS Institute,PWGSC Other External; SEI, SPIN, IEEE etc. EMF Implementation Council & Special Interest Groups CCMD OAG IT Community Renewal, CIOB Portfolio Management, CIOB

  11. EMF is Based on Four Principles DECISIONS BASED ON RISK MANAGEMENT CORPORATE DISCIPLINES ACCOUNTABILITY BEST PRACTICES IM/IT ALIGNMENT TO BUSINESS DIRECTIONS

  12. ENHANCED MANAGEMENT FRAMEWORK FOR IT CORPORATE DISCIPLINES Project Management Disciplines Portfolio of Projects ACCOUNTABILITY BusinessStrategy • Select • Prioritize • Resource • Ongoing Review and Integrated Management Business IM/IT • Planning • Tracking and Oversight • Requirements Management • Configuration Management • Contract Management • Quality Assurance • etc. Project Charter Business Case IM/IT Strategy IM/IT ALIGNMENT TOBUSINESS DIRECTIONS DECISIONS BASED ONRISK MANAGEMENT R I S K M A N A G E M E N T Best Practices, Methods, Tools, Education, Advice and Support EMF Division, TBS

  13. What are the Potential Benefits? Productivity increases 10% - 100% Schedule delays reduced 50% - 70% Rework reductions from 40% - 25% ROI: $4 - $6 saved for every $1 invested Quality improvements 45% - 70% Source: Carnegie Melon

  14. What Are the CIOB-EMF Priorities for the Next Two Years? • Support Y2K • Roll out EMF key practices • Executive toolkit • Mechanisms for sharing best practices • Measure and monitor value • Continue learning approach to improve model

  15. How do we Institutionalize EMF:Continuous Improvement Process Solutions People Solutions

  16. Beyond March 2003 Continuous Improvement March 2001 Organization Focus March 2000 Product Quality March 1999 Project Planning BusinessAlignment and Risk Management How do we Institutionalize EMF:A Five Step Approach

  17. Beyond March 2003 Continuous Improvement March 2001 Organization Focus March 2000 Product Quality March 1999 Project Planning BusinessAlignment and Risk Management How do we Institutionalize EMF:A Five Step Approach

  18. Beyond March 2003 Continuous Improvement March 2001 Organization Focus March 2000 Product Quality March 1999 Project Planning BusinessAlignment and Risk Management How do we Institutionalize EMF:A Five Step Approach

  19. Beyond March 2003 Continuous Improvement March 2001 Organization Focus March 2000 Product Quality March 1999 Project Planning BusinessAlignment and Risk Management How do we Institutionalize EMF:A Five Step Approach

  20. Beyond March 2003 Continuous Improvement March 2001 Organization Focus March 2000 Product Quality March 1999 Project Planning BusinessAlignment and Risk Management How do we Institutionalize EMF:A Five Step Approach

  21. Beyond March 2003 Continuous Improvement March 2001 Organization Focus March 2000 Product Quality March 1999 Project Planning BusinessAlignment and Risk Management How do we Institutionalize EMF:A Five Step Approach

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