IT Engagement Model

August 16, 2016

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Agenda

• Engagement Model

• Demand Management

• Business Transformation Focus Teams

• Application Portfolio

• Release Calendar

• Next Steps

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Background: IT Engagement Model

Business Process Focus

TechnologyFocus

Tactical Advisory Group• Business SMEs• Business Systems Analysts• Infrastructure Analysts

Business: Subject Matter ExpertIT: Business Systems Analyst

IT: Business Systems Analyst/Architect Programmer Analyst

Collaborate to understand the PROBLEM to be solved and deliver an optimum SOLUTION

IT: Infrastructure Analyst/Architect

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IT Engagement Model

Active stakeholder management has transformed into a value proposition that the business truly buys into can be achieved by:• Focusing on People, Process and Technology• Shifting the focus from IT to the business• Finding and articulating the business value• Gaining a perspective of the operational environment of the system, and

understanding the impact on the people who use the system to run the business

• Active and regular stakeholder management

Simply finding our stakeholders wouldn’t be enough. We approach it from these three angles:• Identify: key stakeholders and business groups• Categorize: gain an understanding of each stakeholder group’s interest and

influence over the project and solution• Engage: work with the project team to keep them engaged

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IT Engagement Model

Be clear about the program and tasks Be clear about the purpose of engagement model Identify the audience Select the engagement techniques Develop an engagement plan

Discovery Workshops• Introduce the team to IT & Business Services program and the objectives

of the engagement• Discuss what the team feels is working well and what could be improved• Map out the current work processes along with the team for validation• Gather any existing data relevant to the program or project • Discuss some potential areas for immediate improvement • Agree on 2 or 3 performance measurements worth tracking• Record baseline performance and set improvement targets

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IT Demand Management: What is it

In order to manage, planning, production and delivery, any properly run business has to be able to balance orders for its products and services (i.e., demand) with its ability to produce them in terms of resource and scheduling constraints (i.e., supply). Otherwise it might produce too little of what is required, too much of what is not required, or deliver late, or have problems with product quality or customer satisfaction.

• Demand for IT Solutions originates from the business in the form of ideas or opportunities, with high-level information on timing, costs and benefits.

• A structure process to forecast. plan, build, fulfill and support IT Products and Services.

• It involves capturing, reviewing, rationalizing and prioritizing business demand based on a ROI mechanism to identify and approve the right demand with the best ROI to grow the enterprise.

• It’s about applying “Manufacturing Principals” to convert Business “ASKs” into IT Products and Services

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IT Demand Management: Why is it required

ITBS faces similar challenges as manufacturing companies to fulfill customer demand for products and services. It is laden with issues of capacity and load imbalances and the challenge of working with inaccurate forecasts and changing requirements.

• Deliver the right Products and Services that yield the best ROI to grow the business.

• Periodically review and realign business demand for IT services and reassess IT capacity to fulfill needed services.

• To establish a funnel to capture all business demand and periodically review and prioritized all the requests.

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IT Demand Management: What’s The Process

IT requests submitted / entered in ITSM solution

• Request / Failure• Category (Business System, Network, Platform, Sys Admin, Helpdesk…)

• Business Unit (Cstaff)• Submitted By• Date• Priority• Status• Elapsed Time

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IT Demand Management: What’s The Process

IT Process to Manage the Queue

• BSA’s own the queue• BSA’s meet with BU representative weekly to review the queue

• Prioritize• Clarify• Help with any issues

• BSA’s meet together weekly (after individual BU meetings)• Dependencies• Duplicates

• Reports / dashboards produced weekly to show status and progress

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IT Demand Management: Triage Process

• Create a Helpdesk ticket for all requests All calls and resulting actions documented in tracking software

Creates knowledge base• Invest in tools that prevent/help correct problems Platform and Application Support

Change Management (e.g. code migration) Release Management

• Helpdesk SupportLevel I - Helpdesk (novice or student worker runbook)Level II - Business User (SME or generalist)Level III - Business Systems Analyst (expertLevel IV - Vendor

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IT Demand Categorization

U Category Description Priority Criteria Source

25% Resource investment

Sustaining

Break-FixP1-Critical or P2-high

orMinor

Enhancements

Priority 1

Failures, Minor Enhancements & Admin

• Failures (P1-Critical, P2-High)

• Minor Enhancements < 80 hours effort

• Data/User Administration Issues

• Delivered on demand or per release calendar

Helpdesk Incidents

75% Resource Investment

Project Projects Priority 2

Business transformation initiatives• Time to implement > 2 months• Cost > $ 50K

AnnualOperating Planning

Enhancement Enhancement Priority 3

Process/Employee Productivity Enhancements• Prioritized Enhancements & Failures

(P3-Medium, P4-Low)• Time to Implement < 3 months• Cost > $10K < $50K• Delivered on monthly “Release Train”

Monthly Business

PrioritizationReviews

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IT Demand Management: How is it Categorized & Prioritized

Level Category Demand Source IT Resource

Allocation

Remarks

0

Production Support

Helpdesk

- Case by case basis

15% P1-Critical, P2-Urgent, P-3 High Failures (Defects or Bugs) and Critical Data or Administration Issues that that need immediate IT attention.

1Strategic Initiatives

BU/IT Steering Committee

- Semi Annual forum

40% Enterprise wide initiatives: L1 Projects Cost > $250K Time to implement > 2QTRs

2Optimization Projects

IT Council

- Quarterly forum

25% Business Unit initiatives: L2 Projects Cost > $100K & < $250K Time to implement > 1QTR

3

Release Train Business/IT Partners

- Monthly/Bi-Monthly reviews of helpdesk tickets

20% Business Unit Requests for: Enhancement or Change Low priority Failures Time to implement < 2 Mths & < $100K

Priority-1 Priority-2 Priority-3DEMAND PRIORITIZATION:

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IT Council Business Areas Key Business Activities Focus Areas Champions

Business IT

IT Fulfillment Council

Marketing, Sales, Legal, Sales Ops & Service

Grow Market Share:, Quote, Book, Ship, Bill, Service & Support

Revenue Customer Satisfaction

IT Operations Council

EngineeringProduct Management& Operations

Design, Plan, Procure, Build, Repair

New Product IntroductionInventory /Supplier ManagementCost, Quality & Reliability

IT Finance Council

AR, AP, Accounting (Costing, WIP Acctg), GL + Other Finance activities, Tax

Accounting & Financial Reporting

Financial Close Financial Reporting

IT HR Council HR, Stock Admin & Payroll

Human Capital Management & Payroll

Human Capital Management & Payroll

IT Council IT & Business ServicesIT Operations

IT & Business Services Infrastructure Implementation and Support

IT & Business Services Infrastructure implementation & Support

IT Demand Management: What are the key demand sources

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Ref What When Who Why IT Owners1 IT Steering

CommitteeSemi Annual Cstaff & IT

LeadershipExecutive Update • L1/L2 Project update (Completed, WIP)• Prioritize new IT Projects

VP IT & Business Services

2 IT Councils Quarterly VPs/DIRs /SME & IT DIRs/Mgrs

Quarterly Business Review • L1/L2 Project Update (Completed, WIP)• Prioritize IT Project Backlog• Review Cross functional IT requests• Open issues• IT Steering Committee pass down• Resource/Budget Interlock

IT Councils Owners

• Sales & Marketing

• Operations

• Finance

• HR

• IT Council

3 BU/IT Work Groups

MonthlyOr BI-Monthly

Business SMEs&IT Mgt & BSAs

Business Unit Review /Update• Work-In-process • Enhancement Requests • Open Issues• IT Steering Committee preparation (L1, L2

Project Demand)

4 Project Steering Committee

Bi-Monthly Project Sponsor Steering Committee & Project Team

Project Update• Review progress (schedule,, budget and scope) • Open Issues

IT Project Managers

5 Enhancements Requests

Monthly Business SMEDIRs

Business Update• Changes rollout to production

IT & Business Services

6 Change Request Weekly Business SMEs Business Update• Changes rollout to production

IT & Business Services

7 Critical Incident Report

Weekly Month 3 of QTR

VPs & DIRs Business Update• Status of critical incidents impacting product fulfillment

IT & Business Services

Forums to Track & Communicate Progress

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Hire To RetireSME/BSA

Campaign to LeadSME/BSA

Record to ReportSME/BSA

Opportunity to QuoteSME/BSA

Issue To ResolutionSME/BSA

Quote to Cash

SME/BSA

Revenue (AR/Tax)

Procure To Pay

SME/BSA

Spend (AP)

Team Focus

• Data

• Process

• Tools

• Training

• Administration

Business Transformation Focus Teams

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Business/IT SME TeamA cross functional team of Business SMEs and IT Partners who meet quarterly to review the release schedule and cross functional demand to understand the overall IT release pipeline and its potential impact to business operations. This group will prioritize Project and Enhancement Business Requests

Ref Business Area Business Sponsor IT Platform SMEs IT Support

1 Salesforce Marketing Cloud Marketing

2 Salesforce Sales Cloud Sales Operations

3 Salesforce Service Cloud Customer Success

4 Finance ERP (Shared Services) Accounting

5 Finance (FP&A) Budget & Forecast

6 Human Resources (HCM) HR & Payroll

7 Legal (CLM) MSA & NDA…

8 ITSM IT

9 Engineering & Operations Eng. & Ops

10 Internal Audit/Risk & Compliance

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AEMCorporate website platform serving publicly accessible Rovi

information.

JiveContent collaboration across the Enterprise

Salesforce.comMarketing, Sales, Service, and customer

entitlement driven portals.

Oracle ERP / HCM Financial and HR source of records for

transactions and headcount information.

Service NOWIT, HR, and Facilities service management

systems.

BirstBusiness Intelligence platform serving up dashboard information from multiple source pillars.

Office365Communication and Collaboration within the Enterprise.

Integration PlatformCorporate integration platform delivering common meta data and transactions across the enterprise

ModuloCorporate Global Risk & Compliance Platform

InnotasCorporate Project Portfolio Management

Application Portfolio Strategy (Example)

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Release Calendar (Weekly & Monthly Release Schedule)

Weekly Releases• Break Fix• Minor Enhancements

Monthly Releases• L3-Major Changes• L2-Business Unit

Projects• L1-Strategic Projects

Quarterly Maintenance

Code Freeze periods

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IT Program Management

Continuous Improvement & Innovate

• Lay out each step in the process to approximate current reality as closely as possible

• Set initial work-in-process (WIP) limits for each process step based on available resource capacity

• Make sure that everyone understands the pull-system and is comfortable using it• Schedule a brief (15 min scrum) daily meeting to discuss blocked work items• Maintain a running list of suggestions for process improvements• Implement a system for capturing key performance measurements, e.g.,

throughput, lead time, and on-time delivery• Make incremental improvements to the process and track changes in performance• Document and publish standard operating procedures. Use a wiki or other shared

documentation platform for keeping track of standard procedures for the team• Improve daily stand-up meetings, work with the team once a week on problem-

solving and business transformation initiatives

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IT CIO Next Steps

• Stabilize Business Systems Environment (Platforms & SaaS Hosting)

• Deliver key commitments (SLAs)

• Rationalize Enhancement / Project Demand

• Launch Business Transformation Focus Teams

• Next Review: Q316

Task 1 - Identify Stakeholders

Task 2 - Understand the Reasons for Stakeholder Engagement

Task 3 - Plan the Engagement Process

Task 4 - Start the Dialogue and Deliver on Commitments

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Q & A