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Best practices and Gartner contributions

A new vision of Information Technology to support UNESCO mission over the next four years and beyond. Best practices and Gartner contributions. Catherine Peyralbe, Managing Partner Adrian Quayle, Vice President, Consulting V2 – August 21, 2006. Context.

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Best practices and Gartner contributions

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  1. A new vision of Information Technology to support UNESCO mission over the next four years and beyond Best practices and Gartner contributions Catherine Peyralbe, Managing Partner Adrian Quayle, Vice President, Consulting V2 – August 21, 2006

  2. Context • UNESCO asked Gartner early 2006 to assess its current portal environment, help define its associated strategy and also provide action-oriented recommendations to improve the current situation. The method for the project included a set of interviews to better understand the “business” objectives of UNESCO and their impact on the current system • As portals and document management solutions are frequently inter-twinned, Gartner has broaden its diagnosis and requirement elicitation to a larger portion of UNESCO IT. Gartner has previously worked on UNESCO telecommunications strategy. Adding this aspect to the project diagnosis provide a good visibility on UNESCO IT • The study concluded that a large portion of UNESCO’s IT needs to be urgently replaced and that a stronger integration of the existing systems will be needed to support the efficient replacement of the current systems • The identified IT solutions and the broader requirements are fully compatible with Knowledge Management (KM) • More generally the concepts of Knowledge Management (KM) and the same IT solutions can be applied by UNESCO both for: • Improving internal efficiency and effectiveness • Managing external programs • As a consequence, UNESCO is considering the preparation of a budget estimation for the next billennium to: • Change its processes and culture toward KM • Change its IT system and organization to support this change • This document is Gartner’s recommendations on the activities that would need to be performed till January 2008 2

  3. UNESCO IT as a whole can be considered as a Knowledge Management solution 3

  4. Knowledge Management strongly focuses on organization and processesIT technology is an enabler and less than 25% of the effort to embrace KM Measures the capabilities of a company to effectively manage and use knowledge Knowledge strategy and metrics Less than a quarter of the effort About three quarter of the effort Information Technology Knowledge Management Practices Behaviors and Culture • The capability to effectively manage appropriate IT applications and infrastructure in support of operational decision making and communication processes • IT for Operational Support • IT for Business Process Support • IT for Innovation Support • IT for Management Support • The capability to manage knowledge effectively over its lifecycle • Sensing • Collecting • Organizing • Processing • Maintaining • The capability to instill and promote behaviors and values in people for effective use of knowledge • Integrity • Formality • Control • Sharing • Transparency • Pro-activeness “To succeed at knowledge management, companies must do more than excel at investing and deploying IT. They must combine those capabilities with excellence in collecting, organizing, and maintaining information, and with getting their people to embrace the right behaviors and values for working with information.” Marchand, Kettinger, Rollins, Sloan Management Review 4

  5. A full change management program needs to be implemented to successfully embrace Knowledge Management UNESCO Processes Business Dimension People and Skills HR Dimension Infrastructure IT Dimension Architecture Sourcing Organization and Governance Communication and mobilization Change Management Program Management Change management Business cases, costs and benefits 5

  6. IT DimensionThere is a need of a coherent integration and growth of today’s key systems “Portal” Internet, Intranet, Extranet SISTER STEPS FABS UNESCO Knowledge Management 6

  7. IT DimensionExisting IT solutions will need to be replaced, other modified and other added ●●●● OK ○○○● High level improvement needed ○○●●Global directory ○○●●Security and identity management ●●●●Financial and HR system ○●●●Connectivity and network ○●●●Programming and monitoring system ○○●● Portal for external users (general public access to knowledge and information) – Internet ○○○● Community portals for collaboration – Extranets and UNESCO Staff Intranets ○○○●IT Architecture ○○●●IT Organization and processes ○○●● IT Governance • Collaboration • Integration • Up-to-date information, knowledge, expertise & results sharing Where ever When needed While keeping the memory of the past 7

  8. From decision-making to operations in the KM contextA 3 phased-program Executive sponsorship Cross-cutting initiative Phase 1 Phase 2 Phase 3 • Target definition • First budget estimation (IT, change, organization) • Gap analysis • Partner selection process • Migration plan design • Budget refinement (project + recurring costs) Partnership and Contract and negotiation KM Change Management Program implementation June 06 Jan 07 June 07 Jan 08 Jan 09 For each, taking into account all aspects: Management, HR, Technology 8

  9. Assumptions linked to UNESCO strategy definition and budgeting process • A KM program needs usually 2 to 3 years to provide full benefits • 3 KM strategy scenarios associated to different budget orders of magnitudes will be defined in Q4 2006 • Based on these scenarios, a KM strategy will be validated by UNESCO senior management • The associated change management program, process re-design, IT strategy, KM architecture, KM sourcing strategy will be defined for this strategy • A first high level KM budget for 2008-2009 will be defined for mid November 2006 • The next billennium KM budget will be refined till March 2007 • The KM budget will be defined and engineered as part of the Program budgets without any % impact of DIT budget versus UNESCO budget • Clear financial rules and associated governance mechanisms for this future KM budget will be defined in Phase 1 and tested till March with all the appropriate stakeholders 9

  10. Phase 1Defining UNESCO KM and its budget • A typical process for budget scenario definition including a RFI (request for information) stage can last up to 5 months • To meet the different budget deadline, we suggest an iterative approach with a first estimation and associated principles for November and then a refinement of these for March 2007 • The November version will be best endeavor ranges of costing leveraging only Gartner best practices, experience and benchmarking databases; the second version will be based on a set of RFIs • The work should be a succession of preparations both by Gartner and UNESCO and workshops from September to March • The first step is to define UNESCO’s KM • Through workshops, Gartner will present different KM scenarios and will work with UNESCO to validate the principles and identify the consequences for each scenario on its • business, • process, • people • IT • In a second step, from these 3 definitions, activities and high level budget scenarios will then be derived based on Gartner • The budgeting scenarios will be discussed/validated in a second set of workshops • UNESCO will then have 3 budget scenarios, ranges of costing for each of the KM definition that will be usable in the initial stage of its budgeting process • Senior management validation will be needed at several point this year and next • KM strategy • Process impact • Financial engineering rules and budget 10

  11. Phase 2Contracting for the first implementation cycle • Based on the KM scenarios and all the other definitions/principles validated in Phase 1, the following steps need to be performed • KM and Change Management Program definitions’ refinement based on UNESCO budget confirmation • Financial engineering adjustment and validation • One or several RFP (request for proposal) design • RFP(s) sent to the set of suppliers defined in Phase 1 • Suppliers answers’ evaluation • Partnerships and contracts negotiation to begin in January 2008 11

  12. Sept 2006 Oct 2006 Nov 2007 Dec 2006 Jan 2007 Feb 2007 March 07 Phase 1 and 2 process and timeline This timeline is based on the assumption that high level internal discussions within UNESCO are taking place in August (DIR/BPI; DIR/DIT; DIR/ODG) KM strategy update KM strategy definition Business process design IT strategy and KM Architecture definition KM Sourcing strategy definition Financial engineering Data collection and data base comparisons RFI Change Program definition V1 Deliverable 12

  13. Phase 1 and 2 process and timeline (2) RFP(s) design Suppliers are answering RFP(s) answer evaluation Supplier selection Contract negotiation Partnership negotiation Change Program definition V2 Deliverable 13

  14. Gartner team for UNESCO • The following competencies are needed for Phase 1 and 2 • Knowledge Management • Organization and change management • IT management (budget definition, processes, etc.) • IT architecture re-engineering • Sourcing • The team will be lead by Adrian Quayle, specialist in IT management and organization • Adrian will be assisted by: • Christer Forsberg, architecture specialist • Grégoire Blet, protal and collaboration specialist (who worked on the portal engagement for UNESCO) • Martin Stacey, sourcing expert • David Felstead and Jonathan Clift, benchmarking experts • Adrian will also leverage the experience of Gartner Knowledge Management analysts • Catherine Peyralbe will perform Quality Control for the engagement and provide her expertise of change management and organization to the team, as well as help with her knowledge of UNESCO. 14

  15. Principles for succeeding in Knowledge Management • Prioritize efforts according to biennium cycles, costs and benefits • Dedicate UNESCO team, time and effort to organization change management • High level (long term) sponsorship • 1 manager of the change management initiative • 1 leader per work stream • Strong focus on awareness building and staff education • Achieve balance between studying the problem to death and jumping to build a solution • Work in parallel on People, Organization, Process, IT solutions • Iterative approach but with a clear vision of the long term KM scenario = Iterative “implementation” of the full transformation 15

  16. Appendix - Phase 3A typical high-level Change Management full project timeline Knowledge Management Strategy Design Deployment & Migration • Baseline current environment • Research best practices • Define high level requirements • Develop & review vision (scenario based) • Develop costing and business cases to discriminate among scenarios • Content management strategy & processes • Gap analysis • Architecture re-definition • Blueprint design • Implement new processes and IT solutions • Migration plan • Continue to pilot, develop & implement collaborative capabilities, web applications & web services Infrastructure upgrade (content management, front-end solution, network) Organization change management (Communication, training and governance programs) 16

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