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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 Enhanced Management Framework for IT

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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


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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


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So Why Business Alignment?

Source: GartnerGroup


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How do you make IT Happen in your Department?

Business Lines

Corporate Planning

CorporateFinance

InternalAudit

CIOHead of IT

Corporate IM/IT Planning


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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


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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


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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


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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


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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—


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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


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EMF is Based on Four Principles

DECISIONS

BASED ON

RISK

MANAGEMENT

CORPORATE DISCIPLINES

ACCOUNTABILITY

BEST PRACTICES

IM/IT ALIGNMENT TO BUSINESS DIRECTIONS


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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


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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


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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


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How do we Institutionalize EMF:Continuous Improvement

Process

Solutions

People

Solutions


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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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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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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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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


How do we institutionalize emf a five step approach20 l.jpg

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


How do we institutionalize emf a five step approach21 l.jpg

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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