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Innotas ©2012

The (Unofficial) Rules for Strategic IT Management through PPM

Featuring Andy Jordan of Roffensian Consulting

Innotas Webinar Series

Page 2 © Innotas 2012 Confidential Last update: 10/12/2012

Featured Presenter

Andy Jordan President, Roffensian Consulting Inc.

Well known author and speaker on project management and related topics as well as an experienced project, program and PMO leader.

Andy Jordan

October 17th, 2012

Introduction

Strategic IT management ◦ Concept

◦ Operational control

◦ Technology driven change

◦ Business driven change

◦ Achieving the goals

The future

Summary of the rules

IT is a vital stakeholder in business success ◦ New technology and infrastructure models like the

cloud present new opportunities, create new threats

◦ Technology more fundamental to successful business execution

◦ IT is the agent through which many business benefits are achieved

PPM is vital tool in ensuring that projects deliver corporate goals ◦ Focus on objectives, not deliverables

◦ Full lifecycle management from idea generation to benefits realization

IT is no longer ‘just’ a service provider

May not be a profit center, but: ◦ Should maximize effectiveness (utilization rates,

efficiency, etc)

◦ Should drive technology ROI – automation, new technology, cloud, etc

◦ Should act as internal consultant for business - help them understand opportunities

◦ Must factor risk, privacy, security, etc into all IT and business driven initiatives.

Cloud offers tremendous opportunities to become a key strategic contributor ◦ Reduction in capital costs freeing up more money

for investment in new initiatives

◦ Reduction in operational costs freeing up more resources to support new initiatives

◦ Reduction in technology related risks allowing organization to become more risk tolerant / reduce risk management costs

Rule #1 – Cloud is a great solution – but don’t assume that it’s perfect

Strategic management starts with understanding current state ◦ Support requirements by application / environment

◦ Ability to effectively and efficiently support applications

◦ Matching of skills with needs

◦ Ability to measure and track current environment

Rule #2 – You can’t manage what you can’t measure

PPM (in conjunction with APM) can help understand the current situation ◦ Understanding of organizational footprint by

application (maintenance, support, upgrades, etc)

◦ Understanding applications that may benefit from a migration to the cloud (and which won’t)

◦ Baselining current support costs as a basis for target setting

◦ Creating an environment for generating ideas and collaborating on business casing

Strategic management requires IT driven initiatives that deliver business benefits ◦ IT exists only to facilitate the achievement of

business goals and objectives

Cloud migration is perfect example ◦ Advantages of cloud provide business with tangible

gains – uptime, cost reductions, etc

◦ IT effectiveness / efficiency gains drive bottom line

Rule #3 – IT must always drive business benefits

PPM helps ensure that the right IT initiatives are approved ◦ Portfolio modeling helps identify capacity and

measure relative effectiveness

◦ Project review and approval based on objective criteria so IT initiatives compete fairly with business

◦ Control of project execution through portfolio management ensures decisions are always based on business benefits

IT needs to be a key contributor to business initiatives. ◦ Strategic voice during project development to

ensure best fit strategy

◦ IT solutions need to consider business needs

Risk, privacy, security, etc as well as performance and scalability

◦ IT helps business understand opportunities presented by new technology

Rule #4 – IT should act as internal advisor and consultant, not just service provider

PPM looks beyond project deliverables and focuses on organizational goals and objectives ◦ IT may need to adjust deliverables that support

individual initiatives

◦ Focus must remain on contribution to business priorities

◦ PPM provides decision support where changes needed

Situation driven

Change request driven

Strategic IT management doesn’t end with project completion ◦ Initiatives have to achieve planned benefits

◦ PPM must evolve seamlessly into APM

◦ Projects like a cloud migration should drive further benefits (process efficiency, platform consolidation, performance improvement)

◦ All IT staff need to be focused on maximizing the benefits, not simply completing the work

Rule #5 – Completion of deliverables is not enough

PPM continues when project work traditionally stops ◦ Ties deliverables back to original operational

metrics to help determine benefits

◦ Ensures that actual benefits match planned benefits

◦ Allows for corrective action if goals appear to be falling short

APM takes over when PPM is complete ◦ Ensures continued strategic focus

◦ Lifecycle management ensures effective control

◦ Opportunities are easier to identify and attain

IT will need to become even more focused on helping to achieve business needs to stay relevant

Without business focus IT is rapidly becoming a commodity – differentiation solely on tactical measures

But….

Rule #6 - APM + PPM = Strategic Business value and road map for the future

1 – Cloud is a great solution ◦ Creates opportunities that we never dreamed of

◦ But it’s not the perfect solution for everything

2 – You can’t manage what you can’t measure ◦ The first step to success is understanding your

business today

3 – IT must always drive business benefits ◦ IT is a support function that helps the business

achieve its goals

◦ If you aren’t driving benefits, you aren’t helping

4 – IT should act as internal advisor and consultant, not just service provider ◦ Help the business understand the opportunities

◦ Look for opportunities to drive further benefits

5 – Completion of deliverables is not enough ◦ IT isn’t about technology, it’s about making the

business better

◦ Management is for ever – PPM leads to APM

6 - APM + PPM = Business value ◦ Combine strategic focus with strong PPM (process

and tools) and deliver corporate worth

Page 19 © Innotas 2012 Confidential Last update: 10/12/2012

The Innotas Solution

Project Portfolio Management (PPM)

Application Portfolio Management (APM)

Cloud: Flexible, cost-effective, and rapidly deployed on demand

Integration Platform with 80+ out-of-box connectors, incl. JIRA, Remedy, Rally

Comprehensive IT Management & PMO Solution

Page 20 © Innotas 2012 Confidential Last update: 10/12/2012

The Innotas Process

Agile Development

Requests

Any other Service Desk

solution

Covering all your IT & PMO processes in one solution

Contact

Innotas Headquarters:

111 Sutter Street, Suite 300 San Francisco, CA 94104

Phone: +1 866-692-7362

Email: info@innotas.com

Twitter: @innotas

LinkedIn: http://www.linkedin.com/ company/innotas

Andy Jordan Headquarters:

160 Concession 8W Perkinsfield, ON L0L 2J0

Phone: +1 416 795 ROFF (7633)

www.roffensian.com

Email: info@roffensian.com

Twitter: @RoffensianPM