Slide 1Slide 2Slide 3Slide 4Slide 5Slide 6Slide 7Slide 8Slide 9Slide 10Slide 11Slide 12Slide 13Slide 14Slide 15Slide 16Slide 17Slide 18Slide 19Slide 20Slide 21Slide 22Slide 23Slide 24Slide 25Slide 26Slide 27Slide 28Slide 29Slide 30Slide 31Slide 32Slide 33Slide 34Slide 35Slide 36Slide 37Slide 38Slide 39Slide 40Slide 41Slide 42Slide 43Slide 44Slide 45Slide 46Slide 47Slide 48Slide 49Slide 50Slide 51Slide 52Slide 53Slide 54Slide 55What the Customer Wants from Information Services:Competent IS personnel capable of resolving reported problems quickly and efficientlySignificant reduction in the bureaucracy and handoffs required to deliver IS servicesGreater technological flexibility in the delivery of solutions (for example, desktop and client/server possibilities instead of only mainframe-based applications)Clearer understanding of the costs allocated to the business units for IS expensesCloser relationship with business units such that IS understands the customer's business and can anticipate its information technology needsCompensation dependency such that IS performance evaluation and reward is tied to customer input and business unit successCUSTOMERInfrastructure OperationTechnology & Architecture StrategyCorporate IT StrategySolutionDeliveryBusinessAllianceCustomerSupportBusiness ValueSupportCorporate IT Strategy process enables the strategic interface between the business operating units and IS through which information technology processes are aligned with core business objectives. The Information Management Advisory Board (IMAB) is the governing body for implementing this alignment.Technology and Architecture Strategy (TAS) process understands current and future business needs and corporate vision in order to research, assess, and recommend technology investments, standards, and guidelines.Business Alliance (BA) process identifies technology opportunities and needs and coordinates information services based on core business goals.Solution Delivery (SD) process owns, develops, acquires, and delivers information technology solutions needed to meet prioritized business requirements.Customer Support (CS) process manages problem and request handling and provisions technical resources to ensure customer satisfaction with information systems and technologies supporting business operations.Infrastructure Operation (IO) process is responsible for the continuous support and performance improvement of all computing and network (voice and data) resources."If we always do what we always did, we will always get what we always got.So something's got to change.”The most successful IS strategies will balance the flexibility of distributed computing and user-directed applications with central IS economies of scale, architectural consistency and concentrated deployment of resources.Use an executive council to make sure that business-unit executives and IS staff are pulling on the same strategic oar.Distributed, matrix-managed applications development organizations will become common during the next several years. The various parties involved in their deployment must agree on performance assessment mechanisms in advance. Yesterday's IS organization was designed to optimize technology; the emerging IS organization will optimize product and service delivery to end users.Carefully planned development of SLAs at an enterprise level is increasingly becoming an imperative for IT to manage service, costs, and customer satisfaction.The difference today is that the IS department is no longer solely responsible for the IT investment decision.............Management has come to realize that IS cannotproduce benefits, only users can produce benefits."IS MANAGEMENT PROCESSFINANCIAL -Budget-Financial reviews-ChargebackORGANIZATIONAL & ADMINISTRATIVE -Department/Group Meetings-Office Administration-Periodic Status Reporting-Operation ReviewsCUSTOMER MANAGEMENT-Service Level Agreements-Prioritization of Customer Requests-Project ManagementVENDOR MANAGEMENT-Sourcing Methodology-Contract Negotiations-Legal Issues-Audit InterfaceRECOMMENDATIONS ...Establish Quarterly Operation Reviews to key management staff on major projects, performance service level, new technology developments.Establish Monthly Financial Reviews for each process to ensure good stewardship of financial resources.Establish a Chargeback Team composed of both IS and customers to establish a chargeback/allocation mechanism which is accurate and understandable.Financial Accountability will be pushed down to lower levels in the organization in order to increase individual stewardship and understanding of information technology costs.Evaluate the secretarial processes to determine if a pooled/centralized or decentralized function is more appropriate.Provide a generic project management tool for IS and customers which is easy to use, available during all business hours, and changeable based on business needs.RECOMMENDATIONS ...Establish Service Level Agreements with customers to achieve shared expectations against which success can be measured.Establish a consistent prioritization and funding process coordinated by the Business Alliance Process Owner and involving Customers, Business Alliance Representatives, and Process Owners.Involve the Legal Department at the front-end of all contract opportunities.Information Systems will partner with Audit to maintain effective internal controls in the use of information technology in operating the business.Deliverables from Redesign PhaseGuiding Principles (People, Process, Technology) for redesigned ISCritical Success Factors (Levers) from client perspectiveProjected financial implicationsRedesigned Process descriptions and relationshipsFor each major process:Concept Model with explanationTask and Responsibilities listSub-process maps with explanationIndustry Best PracticesOrganization model with staffing and financial projectionsOverall Organizational recommendationCritical positions that must be filled to enable transitionIS Human Resource enhancement recommendationsIS Management Process enhancement recommendationsCRITICAL SUCCESS FACTORSHas IS instilled confidence in its customers that it is ready, willing, and able to provide for the services its clients require to meet their business needs?Does IS have a method in place for assessing skills, providing