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Global IT Planning & Analysis. February 6, 2009. The IT Governance Creditability Curve. Potential Economic Value. Level 5 Respect. FY10. Level 4 Trust. Tools Governance-Supported Funding Portfolio Management Service Pricing IT Value Measurement Post-project Audits

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Global IT Planning & Analysis

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    1. Global IT Planning & Analysis February 6, 2009

    2. The IT Governance Creditability Curve Potential Economic Value Level 5 Respect FY10 Level 4 Trust • Tools • Governance-Supported Funding • Portfolio Management • Service Pricing • IT Value Measurement • Post-project Audits • What-if Analysis • Price/ Performance Comparison to External Service Providers • Perception Points • Value • Strategic Alignment FY09 • Tools • Strategy-Driven Funding • ITFM System of Record • Cost Recovery • Strategic Sourcing • Managed IT Costs Structure • Return on Assets Analysis • Financial Modeling • Perception Points • Accountability • Insightfulness Level 3 Acceptance Level 2 Skepticism • Tools • IT CFO • Prioritization • Vendor Mgmt • ITAM • IT COA • Benchmarking • Perception Points • IT Cost Visibility • Improved Alignment Level 1 Uncertainty • Tools • Financial Analysis • Business Cases • Contract Mgmt • Spend Analysis • Asset Tracking • Perception Points • Efficiency • Predictability • Tools • Budgets • Project Mgmt • Procurement • Cost Tracking • Perception Points • Accuracy • Reliability

    3. GITPA Vision, Mission, Objectives Vision Mission Become a team of trusted advisors to IT leadership by helping maximize IT investments and to run IT like a business and ultimately as part of the business. Deliver the processes, tools, and analysis that lead to reasoned decision-making in IT. • Create financial reporting & awareness of major issues affecting financial performance • Drive for consistency & accountability in the budgeting, forecasting, and chargeback processes • Facilitate portfolio management to enable EA to make the right investments • Enforce IT Governance and data integrity with better process and the rollout of a PPM tool • Implement mechanisms that allows IT to track it's external contractual obligations and integrate into financial planning process • Effective management of the full lifecycle of the IT vendor portfolio • Assist in managing staffing and spending levels by providing visibility including external and internal benchmarks such as costs by service and by customer • Manage reporting process associated performance metrics Strategic Goals / Objectives

    4. GITPA Service Portfolio Global IT Planning & Analysis IT Financial Management IT Project Governance IT Vendor Management IT Performance Management GL Management Global IT Financial Support Online/OCOR Label Financial Support IT Financial Allocations Annual Planning IT Spending & Staffing POR Governance Project Financial Management Project Analysis & Reporting Vendor Lifecycle Management Contract Management IT Procurement S/W Asset Management IT Benchmarking Global IT Scorecard IT Operational Metrics IT Spend Metrics

    5. The Strategic IT Financial Management Maturity ModelEvolution Through Five Stages • Stage 1: IT spending is a “black box.” The budget is a single number. Business does not know how the budget is spent. • Increasing need for flexibility • Increasing need for transparency • Stage 2: IT spending is a “glass box.” The budget is still a lump sum allocated as the CIO sees fit, but business has some input. • Increasing need for sophistication • Enterprise Portfolio • Stage 3: IT spending is a simple portfolio. The budget has two goals: Keep the lights on and invest in the business. Comprehensive • Portfolio Simple Portfolio Glass Box • Stage 4: IT spending is a comprehensive portfolio; IT is viewed as an investment portfolio. Black Box • Stage 5: IT spending is an enterprise portfolio; IT expenditures are business expenditures. 1 2 3 4 5

    6. Project Portfolio Management Council PA IT Project Governance Business IT GPMO Community Service Lines Approval Policies and Procedures for new Project Demands and Project budget Change Requests Project Financial Management - tracking and reconciliations Project “New Run” management Project portfolios review Aggregate IT Project scorecard Manage and shape demands Support/guide delivery Ensure project aligns with business strategy and add value to EA Promote business ownership/adoption of IT solutions Project Management methodologies SOX D&I Governance Change management Testing methodologies Resource Management Service Operation readiness Initiate Project Execute Project Manage project to scope, budget/resource and schedule Operationalize solution

    7. Responsibilities

    8. Delivery Model FP&A CIO ESO BIDS Online IT/Shared IMS GTS SRM BizIT P&A Analyst P&A Analyst P&A Analyst • Monthly Financial Reporting • Project Tracking • PR/PO Process • Contractor Spend • OCOR Allocations • Monthly Financial Reporting • Project Tracking • PR/PO Process • Contractor Spend • Label IT Spend • Monthly Financial Reporting • Project Tracking • PR/PO Process • Contractor Spend • Capex P&A Centralized Services G.L Financial Management Project Financial Management Purchasing/PR/PO/Invoicing Project Governance Framework Vendor Management Framework Performance Management Framework