Professor Dr. Arno Müller Does IT matter? – The … · Chancen gesamt Portfolio-Risiken...
Transcript of Professor Dr. Arno Müller Does IT matter? – The … · Chancen gesamt Portfolio-Risiken...
Does IT matter? –The Challenges of IT-Management for European Universities
Professor Dr. Arno MüllerFH NORDAKADEMIEKöllner Chaussee 1125337 Elmshorn
Tel.: 0170 9090325Mail: [email protected]
© Prof. Dr. A. Müller FH NORDAKADEMIESeite 2
Agenda
Framework for IT-Management
Overview
1
2
3
Strategic Impact of Information Technology
The presidents view on IT
Identifying the relevant IT-Projects
The View of the CIO - Managing the Project Portfolio
4 Implementation Strategy
The view of the project manager - process driven or IT-driven approach
© Prof. Dr. A. Müller FH NORDAKADEMIESeite 3
Agenda
Framework for IT-Management
Overview
1
2
3
Strategic Impact of Information Technology
The presidents view on IT
Identifying the relevant IT-Projects
The View of the CIO - Managing the Project Portfolio
4 Implementation Strategy
The view of the project manager - process driven or IT-driven approach
© Prof. Dr. A. Müller FH NORDAKADEMIESeite 4
Our Understanding of IT
defines
improves
incre
ases
Processes are the basis for success!
IT is an enabler for process
improvement
IT
StrategyProcesses
Und
ers
tandin
g
© Prof. Dr. A. Müller FH NORDAKADEMIESeite 5
Project definition and evaluation
Process Management
IT-Strategie
IT-PortfolioDoes IT matter?
Ba
lan
ce
d S
co
rec
ardR
isik
Ma
na
ge
me
nt
Use of IT Systems
Application Mgt. Support Infrastructure
PerformanceMeasurement
HotlineHelpdesk, SPOC
Total Cost of Ownership Asset Management
Service Levels, ITIL, Outsourcing
Strategic Impactof IT
Process drivenimplementation
Selecting therelevant projects
SO
X, …
IT-Projects
Project Management
IT-Operation
Framework for IT-Management
© Prof. Dr. A. Müller FH NORDAKADEMIESeite 6
Agenda
Framework for IT-Management
Overview
1
2
3
Strategic Impact of Information Technology
The presidents view on IT
Identifying the relevant IT-Projects
The View of the CIO - Managing the Project Portfolio
4 Implementation Strategy
The view of the project manager - process driven or IT-driven approach
© Prof. Dr. A. Müller FH NORDAKADEMIESeite 7
What is IT?
IT is a Commodity
I use IT … as denoting all the technology – hardware
and software – used to
storage, process and transport information in
digital form. … The
meaning of IT does not
encompass the information
itself or the talent of the
people using the
technology.
Carr (HBS) 2004
IT is a strategic instrument
IT is one of six key assets
(human, financial, physical,
intellectual property,
relationships and IT) that must be governed to create
value.
IT is an essential ingredient for business
competitiveness.
Weill, Ross (MIT) 2004
© Prof. Dr. A. Müller FH NORDAKADEMIESeite 8
The strategic impact of IT depends on…
Strategic
Impact of IT
Performance of IT -
Chances
Consequence of down time -
Risk
… Chances and Risk for the Organization
© Prof. Dr. A. Müller FH NORDAKADEMIESeite 9
Chances of IT in Higher Education
Better Quality of Education
E-Learning
Student support systems –Campus Management
E-Collaboration of students
Lower Cost of Processes
Lower cost in supportprocesses
Automated work flows
More money for core processes
Better Research Quality
Research is data processing!
Simulation and calculation systems
Better documentation of results
Higher attractivness for scientists!
Improved International Networking
Allways connectedresearch communities
E-Collaboration of studentsand researchers
Video Conferencing
© Prof. Dr. A. Müller FH NORDAKADEMIESeite 10
IT-Risk in Higher Education
Portfolio-Risik
Waste of money for irrelevant IT-Systems
Late implementation of relevant Systems
Lack of evaluation
Operation-Risik
Missing IT-Security
No financial benefit
Unexpectedly high down-times
High Cost in IT_Departement
Not compatible with other IT-systems
Project-Risik
Insufficient personnel resources
Neglect of the documentation
shift of milestones
Mistakes in change management
Outsourcing-Risik
Insolvency of the partner
No effective contractual sanction mechanisms during default
Dependence on theoutsourcing partner
© Prof. Dr. A. Müller FH NORDAKADEMIESeite 11
IT-Strategy-Test – Profile
Ansprechpartner:
19
22
21
16
78
16
21
21
23
81
1,0 IT-Grundsätze 23
1,0 IT-Infrastruktur / -Architektur 33
1,0 IT-Anwendungen 18
1,0 IT-Investitionen 26
1,0 Entscheidungsprozesse 28
1,0 Projekt- und Change-Management 24
1,0 Nutzung der IT / IT-Betrieb 21
1,0 Messung des Nutzens der IT 18
IT-Reifegrad 191
hoch
mittel
Fortgeschrittene
Spezialisten
hoch
hoch
sehr hoch
hoch
mittel
hoch
Fortgeschrittene
Fortgeschrittene
Spezialisten
Unternehmen:
hoch
hoch
Musterunternehmen Frau Mustermann
Fortgeschrittene
Fortgeschrittene
Einsteiger
Einsteiger
Phase 1: IT-Strategy Test
Potenzial IT-Kosten-Senkung
IT-Attraktivität
Potenzial Prozesskosten-Senkung
IT-Grundsätze
IT-Reifegrad
IT-Infrastruktur / -Architektur
IT-Anwendungen
IT-Investitionen
Technologie & Projektmgmt
Technologie & Projektmgmt
Entscheidungsprozess
Technologie & Projektmgmt Technologie & Projektmgmt Technologie & Projektmgmt Technologie & Projektmgmt
Technologie & Projektmgmt
Projekt- und Change-Management
Technologie & Projektmgmt Technologie & Projektmgmt Technologie & Projektmgmt Technologie & Projektmgmt Technologie & Projektmgmt Technologie & Projektmgmt Technologie & Projektmgmt Technologie & Projektmgmt Nutzung der IT / IT-Betrieb
Messung des Nutzens der IT
IT-Strategie
IT-Prozesse
Potenzial Kundenbindung
Potenzial Umsatzerweiterung
Chancen gesamt
Portfolio-Risiken
Projekt-Risiken
Betriebs-Risiken
Outsourcing-Risiken
Risiken gesamt
IT-Chancen
IT-Risiken
© Prof. Dr. A. Müller FH NORDAKADEMIESeite 12
HighestAttractivness
of IT
Highest
strategicimpact
of IT
IT as Infrastructure(Concentration on
risk management)
IT doesn´t matter
Strategic IT-Matrix – external View
Risik
Chances
high
high
low
low
Strategic ModeTurnaround Mode
Support Mode Factory Mode
1990
Position of University
2000 2005
© Prof. Dr. A. Müller FH NORDAKADEMIESeite 13
HighestAttractivness
of IT
Highest
strategicimpact
of IT
IT as Infrastructure(Concentration on
risk management)
IT doesn´t matter
Strategic IT-Matrix – external View
Risik
Chances
high
high
low
low
Strategic ModeTurnaround Mode
Support Mode Factory Mode
© Prof. Dr. A. Müller FH NORDAKADEMIESeite 14
Agenda
Framework for IT-Management
Overview
1
2
3
Strategic Impact of Information Technology
The presidents view on IT
Identifying the relevant IT-Projects
The View of the CIO - Managing the Project Portfolio
4 Implementation Strategy
The view of the project manager - process driven or IT-driven approach
© Prof. Dr. A. Müller FH NORDAKADEMIESeite 15
Managing the Project-Portfolio
Project managementmeans:
„Efficient realization of the selected projects“
Portfolio managementmeans:
„Selecting the really relevant projects“
© Prof. Dr. A. Müller FH NORDAKADEMIESeite 16
shifted projects
Project Portfolio- Cycle
Projects finished terminated rejected
Risk of Shifting
new projects
Resource plan
Pla
nn
ing
Pla
nn
ing
Re
ali
za
tio
nR
ea
liza
tio
n
On going Projects
On going Projects
Controlling
Reporting
Project-
Review
Business Alignment
Profitability
© Prof. Dr. A. Müller FH NORDAKADEMIESeite 17
Benefits of the Project Portfolio
MPM
Benefit
� Business Alignment of the IT projects
Stronger adjustment of the IT projects at the business goals
� Standardized and objective decision making for new IT projects
transparent evaluation parameters for the prioritization of IT projects
� Effective use of limited resources (employees, budget)
Selecting the IT-projects with the highest strategic and financial impact
verschobene Projekte
Risiko der Verschiebung
neue Projekte
RessourcenplanRessourcenplan
Pla
nu
ng
un
d S
teu
eru
ng
P
lan
un
g u
nd
Ste
ue
run
g
de
s P
roje
ktp
ort
foli
os
de
s P
roje
ktp
ort
foli
os
laufende Projekte
Business Alignment
Profitability
© Prof. Dr. A. Müller FH NORDAKADEMIESeite 18
Standardization of the Project Request
MPM
Projekt-Skizze
IT-Projekt / Steckbrief
Zeitplan
Start
Dauer
Owner
Sponsor
Projektleiter
Ja Nein
Net Present Value
Capital Expenditure
Kernprozess
crossover
Wirkung beim EndkundenDas Projekt bewirkt bei unseren Kunden...
Kontraktlogistik
Budget freigegeben
customer pressure / competition
technical or contractor forces
legal, security, compliance necessity
strategic and corporate guidelines
Einkauf
Seefracht
Luftfracht
Opportunitätsrisiken
Abwicklung
Kundenanbindung
Controlling
PersonalLandlogistik
Stabsbereich
Betroffene BU
Softwareentwicklung
Zollsysteme
Transportanwendungen
Infrastruktur
Kundenintegration
Projekttitel
Kurzbeschreibung / Projektstruktur
Ressourcenbedarf
Projektüberblick
Wirtschaftlichkeit
Business Alignment
Risiken
sehr gering sehr hoch
1
1
1
1
2
2
2
2
3
3
3
3
4
4
4
4
5
5
5
5
6
6
6
6
Begründung
Wirkung auf den Kundennutzen
keinen Effekt Begeisterung
2 4 5 6
Begründung
3 1
verschobene Projekte
Risiko der Verschiebung
neue Projekte
RessourcenplanRessourcenplan
Pla
nu
ng
un
d S
teu
eru
ng
P
lan
un
g u
nd
Ste
ue
run
g
de
s P
roje
ktp
ort
foli
os
de
s P
roje
ktp
ort
foli
os
laufende Projekte
Business Alignment
Profitability
© Prof. Dr. A. Müller FH NORDAKADEMIESeite 19
Evaluation of the IT-Projects
MPM
Project-Evaluation
IT Project OverallScore
Business Alignment
Opportunity Risk
Profitability
Does the IT project focus on the right division and support the relevant processwith focus on students and scientists needs?
What level of risk do we take, if we delay this project?
Estimate of cost reduction, sales increase andcapital expenditure
%
weighting
%
weighting
%
weighting
verschobene Projekte
Risiko der Verschiebung
neue Projekte
RessourcenplanRessourcenplan
Pla
nu
ng
un
d S
teu
eru
ng
P
lan
un
g u
nd
Ste
ue
run
g
de
s P
roje
ktp
ort
foli
os
de
s P
roje
ktp
ort
foli
os
laufende Projekte
Business Alignment
Profitability
© Prof. Dr. A. Müller FH NORDAKADEMIESeite 20
Evaluation of the IT-Projects - Case
MPM
Project-Evaluation
IT Project OverallScore
Business Alignment
Shifting Risk
Profitability
influence on process optimization
improvement of the satisfaction of the students
increase of the research ability
legal, security, compliance necessity
strategic and corporate guidelines
political pressure
technical or contractor forces
financial benefit – cost reduction
%
weighting
%
weighting
%
weighting
verschobene Projekte
Risiko der Verschiebung
neue Projekte
RessourcenplanRessourcenplan
Pla
nu
ng
un
d S
teu
eru
ng
P
lan
un
g u
nd
Ste
ue
run
g
de
s P
roje
ktp
ort
foli
os
de
s P
roje
ktp
ort
foli
os
laufende Projekte
Business Alignment
Profitability
strategic impact - image
© Prof. Dr. A. Müller FH NORDAKADEMIESeite 21
MPM
PortfolioAnalysis
verschobene Projekte
Risiko der Verschiebung
neue Projekte
RessourcenplanRessourcenplan
Pla
nu
ng
un
d S
teu
eru
ng
P
lan
un
g u
nd
Ste
ue
run
g
de
s P
roje
ktp
ort
foli
os
de
s P
roje
ktp
ort
foli
os
laufende Projekte
Business Alignment
Profitability
IT-Project Portfolio (Case)
Projekt Portfolio
1
2
3
1 2 3 4 5
Score wirtschaftliche Bedeutung
Sco
re u
nte
rneh
meri
sch
e B
ed
eu
tun
g
Textmanagement
SMC Marketing-Datenbank
SKU Bewertung
SMC Internationalisierung
Abrechnung Service-Agenturen
SW für Planung AD-Gebiete
Management Scorecard
Vorläufiges Datenblatt
Reform Leistungsbericht
Frachtabrechnung
Basisdaten Logistik
TPM Qualifikationsübersicht
Marktanteile
Integrierte Planungskette
Devisen- und Zins-Management
SW für Konsolidierung
Web Conferencing
Microsoft Netzwerk Migration
Hauptmenü
© Prof. Dr. A. Müller FH NORDAKADEMIESeite 22
Excel Prototype – Project Portfolio
MPM
Tool
verschobene Projekte
Risiko der Verschiebung
neue Projekte
RessourcenplanRessourcenplan
Pla
nu
ng
un
d S
teu
eru
ng
P
lan
un
g u
nd
Ste
ue
run
g
de
s P
roje
ktp
ort
foli
os
de
s P
roje
ktp
ort
foli
os
laufende Projekte
Business Alignment
Profitability
© Prof. Dr. A. Müller FH NORDAKADEMIESeite 23
Agenda
Framework for IT-Management
Overview
1
2
3
Strategic Impact of Information Technology
The presidents view on IT
Identifying the relevant IT-Projects
The View of the CIO - Managing the Project Portfolio
4 Implementation Strategy
The view of the project manager - process driven or IT-driven approach
© Prof. Dr. A. Müller FH NORDAKADEMIESeite 24
Two different approaches to IT-Implementation
Identify the Problem
Search for IT-System
Select “famous”product
ImplementProcess
follows IT
Permanent Change of
System and Process
Identify the Problem
Analyze the processes
Search for IT-Solutions to improve the processes
Specify the relevant
IT-Functions
Search forIT-System
Implement and improve the processes
IT-driven Approach
Process DrivenApproach
© Prof. Dr. A. Müller FH NORDAKADEMIESeite 25
Comparison of Cost and BenefitsC
os
t IT-drivenApproach
Time
Process Driven
Approach
IT-drivenApproach
Process DrivenApproachB
en
efi
ts
Time
After the first year:Process driven approach leads to lower cost and higher benefits
© Prof. Dr. A. Müller FH NORDAKADEMIESeite 26
IT IT IT IT –––– P r o j e c tP r o j e c tP r o j e c tP r o j e c t
ITConceptDevelopment Implementation
A traditional IT-Project
©P
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A.
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7
IT
IT
IT
IT
IT – –––P r o j e c t
P r o j e c t
P r o j e c t
P r o j e c t
Pro
ble
mA
naly
sis
Co
ncep
tD
evelo
pm
en
tIm
ple
men
tati
on
Co
nti
nu
ou
sIm
pro
vem
en
t
Process
P r o c e s s M a n a g e m e n t
P r o c e s s M a n a g e m e n t
P r o c e s s M a n a g e m e n t
P r o c e s s M a n a g e m e n t
Inte
gra
ted
IT
-an
d P
roces
s M
an
ag
em
en
t
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Fra
mew
ork
of
the P
roces
s d
riven
ap
pro
ach
M a n a g e m e n t & C u l t u r e
M a n a g e m e n t & C u l t u r e
M a n a g e m e n t & C u l t u r e
M a n a g e m e n t & C u l t u r e
Orga. People
C h an g e M a n a g e m e n t
C h an g e M a n a g e m e n t
C h an g e M a n a g e m e n t
C h an g e M a n a g e m e n t
IT
IT
IT
IT
IT – –––P r o j e c t
P r o j e c t
P r o j e c t
P r o j e c t
Pro
ble
mA
naly
sis
Co
ncep
tD
evelo
pm
en
tIm
ple
men
tati
on
Co
nti
nu
ou
sIm
pro
vem
en
t
Process
P r o c e s s M a n a g e m e n t
P r o c e s s M a n a g e m e n t
P r o c e s s M a n a g e m e n t
P r o c e s s M a n a g e m e n t
© Prof. Dr. A. Müller FH NORDAKADEMIE
Method: “House of IT-Functions”
� Process oriented selection of the future IT-system
priorities
Output
House 1
priorities
processes
Ou
tpu
t
ERP priorities
IT functions
House 2
pro
cesses
Which IT functions are required for optimal process performance?
Which output (products/services) is generated?
Which processes are related to this output?
© Prof. Dr. A. Müller FH NORDAKADEMIESeite 30
Process oriented management of the IT-landscape
What is to do to manage IT?
I already have…
Process modells
Asset-Management
ConfigurationManagement
Database
ITIL-Processes
Ticketing-System
© Prof. Dr. A. Müller FH NORDAKADEMIESeite 31
Hardware (Server)
Business Services
Business Processes
Application Software Roles & Persons
Integrated databaseProcess and Configuration Management
© Prof. Dr. A. Müller FH NORDAKADEMIESeite 32
P-CMDB prototype modell (Conceptual model)
Application Software
Business Process
Server
Runs on
Consists of
Business Service
Sub-Process
1
n
n
m
Consists of
Process Step
1
n
Software System
Consists of
n
m
supported
by
n m
Owned byn m
Frontend
Middleware
Backend
Interface
Database
Connectivity
Application SW
Type
of
Transitive
assignment
Sub-Processes ��
Software SystemsProcessualrefinement
Softwaregeneralization / refinement
Assignment
© Prof. Dr. A. Müller FH NORDAKADEMIESeite 34
IT-Database – Access Prototyp
Eingabe / Zuordnungvon Prozessen, Organisations-einheiten
und IT-Systemen
……m
ac
ht
ma
ch
tW
AS
WA
S……
WE
RW
ER
……
……W
OM
IT?
WO
MIT
?
© Prof. Dr. A. Müller FH NORDAKADEMIESeite 35
� Transparency: Mutual dependencies and interactions between Business Services, Processes, IT-Systems, and Roles / Contact persons are documented in detail.
� Availability: required information about Business Services, Processes, Roles & Responsibilities, and Technology are available in one comprehensive database.
� Multidimensionality: entrance in DB content can be made from individual point of view (Business Services, Processes, Roles, and IT) and required abstraction level.
� Detection of missing roles and responsibilities: roles, responsibilities, and contact persons can be assigned on arbitrary detail level. Unallocated or vacant roles and
responsibilities can be detected efficiently.
� Integrated information base for several application fields: These dimensions and mutual dependencies define the kernel for systematic migration management, quality management, risk management, business process management and more.
Extended CMDB Prototype - benefit