selected work products

Work Samples Mark Dattoli

2

4

8

15

18

Strategic Planning

Portfolio Management

21

23

26

33

41

45

53

66

69

PMO

Budgeting

Metrics

Reporting

Roadmaps

Processes

SOA Strategy

SDLCs

Sourcing

Architecture

Models

Audits

Contents

Marketing

IT R&DFunction

IS

Controller

ITSteering

Committee

IT MetricsFunction

BusinessUnits

Agent

Office of

the CIO

ISBusinessAnalysts

AVLExec Mgmt

Industry & Competitive

Metrics

IT Industry Benchmark

Metrics

IT MetricsDatabase

AVLStrategic Plan

Aligned:

• Business priorities

• IT goals (e.g. building

inhouse OO ability by 1/01)

HistoricalResults

Business

Alternatives

Technical Opportunities

Input

Ideas

OSR withBusiness Value

ProjectAnalysisData

ProjectClosureDocument

AlignedIS

Portfolio

TechnicalAlternatives

IS Planning Process

IT Value

Process

IS

Business

Analysts

Systems

Develop.

PMO

TP&T

TechnicalProject

Enterprise-LevelProject

RoutineProject

Non-RoutineProject

IS Project Analysis & Cost Estimation

ProjectSponsor

Project Specwith BallPark Estimate

Exec.Summary

3

5

Created

by Mark

Dattoli

Strategic

7

ISSLC Stage 1

The Project Assessment & Review (PAR) Processv 1.0

Gate 1Inputs

Request Types

Request Mechanism

IS Request Central

Outputs

Project Sponsor

Funding Source

Business Case

Estimated Timeline

Team Structure

High-level Scope

Tech Impact

New system functionality Enhancement to existing

system functionality

Major system performance

enhancements

Request Submission Any USC Associate

Gate 2 Gate 3 Gate 4 Gate 5 Gate 6

Objectives

Define needs Socialize concepts Gather initial

requirements

Participants

Requester, BPO, BRD

Deliverables

Decision Makers

Requester’s Manager BPO BRD

Manager advances BPO advances BRD advances High level estimate

of benefits High level

requirements

Objectives

BRD, Delivery

Participants

Understand requirements

Develop cost ROM Determine benefit

Objectives

Prioritization Team

Participants

Determine business priorities

Define delivery needs

Estimate schedule

Objectives

Sponsor, Owner, BRD

Participants

Build Business Case

Define compellingneed

Secure funding

Objectives

BPO, BRD, ESC

Participants

Assess business case

Align request with business strategy

Select best fit

Deliverables

Decision Makers

Rough estimate of cost (ROM)

Project Assessment Calculation

IS Delivery Teams BPO BRD

Deliverables

Decision Makers

Prioritization Committee

IS Delivery Teams

Project Inventory Ranking

Estimated Delivery Schedule (top requests)

Deliverables

Decision Makers

Sponsor, Champion IS Delivery Teams

- Short Form: >$250K- Long Form: >$1MM

Business Case:

Enhancement Case:<$250K

Deliverables

Decision Makers

ESC, ISLC

Formal Decision Communication

Project Roadmap Update based on Estimated Delivery

Schedule

Objectives

PMO, Delivery,Change Mgmt

Participants

Evaluate release plan

Align request with release schedule

Select best fit

Deliverables

Decision Makers

Project Office IS Delivery Teams Change Management

Revised Release Schedule

Formal Decision Communication

Phase 1

Concept

Phase 2

Insight

Phase 3

Prioritization

Phase 4

BusinessCase

Phase 5

ProjectSelection

Phase 6

ReleasePlanning

BPO : Business Process OwnerBRD : Business Relationship Director

ESC : Executive Steering CommitteeISLC : IS Leadership Council

B. Supply ManagementB. Supply Management

A. Demand ManagementA. Demand Management

1. Discovery 2. Portfolio Management

Request Definition Request Screening Program Assessment

Alignment Initiation Control

• Requirements

• Scope

• etc.

• Impact Analysis

• Feasibility

• Estimation• Cost/Benefit Analysis

• Program to project breakdown

• Project dependencies

• Funding

• Resource allocation

• Scheduling

• Approval

• Prioritization

• Change requests

• Re-planning

• Re-funding• Re-prioritization

• User Relationship Mgmt

• User Education• IS Marketing

Business Needs

• IT Strategy

• Innovation

• IT R&D

Technological Opportunities

• Application Strategy

Application Needs

C. Results ManagementC. Results Management

D. Document ManagementD. Document Management

1. Process Engineering

(Process Definition)

2. Process Management

(Ongoing control)

3. Program Management

(Active program oversight)

4. Project Management

(Project liaison & support)

5. People Resource

Management

6. Deliverables Management

(App. development products)

Projects 1. Project Metrics Database Project Planning

Products 2. Product Quality Metrics Process Engineering

Services 3. Customer Satisfaction

4. Service Level Agreements 6. IT Value Report

Business Results 5. ROI & Financial Measures

1. Process

Documentation

2. Business

Documentation

4. Systems / Application

Documentation

3. Project

Documentation 9

The Change Curve

= Development = Install and Roll Out $$ = Benefits Begin

ProjectChange Index:Development

/ Roll-Out

’98Q1

Q2 Q3 Q4’99Q1

Q2 Q3 Q4’00Q1

Q2 Q3 Q4 Change Status Risks

Foundational Projects

• AW End Vision 36 / 40 $$ Informed Pessimism Budget; Acceptance

• Technical Architecture 37 / 37 Hopeful Realism Budget

Completed Projects

• WAN 33 / 35 Completion

• MTMC 29 / 34 $$ Completion

• Layers (Release 1) 31 / 37 $$ Completion

• Move Mgmt (Release 1) 29 / 36 $ Completion

Active Development Projects

• Move Mgmt (Release 1.5) 19 / 21 $ $$$ Uninformed Optimism Conv. conflicts with busy season

• Bottom Line 16 / 15 $$ Hopeful Realism Benefits; Budget; Data Acquisition

Active Technical Projects

• EMS Replacement Uninformed Optimism Training; Change

• Technical Infrastructure 36 / 31 Uninformed Optimism Budget

Planned Projects

• Layers (Release 2) 31 / 37 $$ Uninformed Optimism Budget

• Move Mgmt (Release 2) 32 / 39 $$ Uninformed Optimism Budget; R& R Work

• Data Capture: Rewrite 36 / 40 $$ Uninformed Optimism Benefits; Scope, Performance

• Billing – PeopleSoft 37 / 38 Uninformed Optimism Agent Expectation (Not for them)

Fixed Factors 0 42 24 22 0 42 24 22 0 42 24 22 Fixed factors account for busy season, contract renewals & conventions

Totals, by quarter 93 166 209 232 277 360 339 299 224 227 132 22 Totals include project indexes and fixed factors

Warning Change Index from “Predicting the Impact of Change”, © O. D. Resources

22

S:\Information Services\IS Planning\IS Capabilities\Capability Development\SOA\SOA-Program-Plan-vx.vsd

Pro

jects

Govern

ance

Serv

ice M

gm

tBPM

Dev/S

upport

Infr

a/O

ps

SOA Program Plan (High-Level), v0.3

Oct 2008 Nov Dec Jan 2009 Feb March April May June July Aug Sept Oct Nov Dec

..PHASE 1: EXPLORING (Early Learning / Ad Hoc Services).. ..PHASE 2: EXPANDING (Standard Services & Processes)..

Oct 2008 Nov Dec Jan 2009 Feb March April May June July Aug Sept Oct Nov Dec

..EII, Phase 1..

SOA Roadmap

SGB (startup)

SOA Security Planning

Customized SOA

Ref Architecture

Registry / Repository Implementation (Excel)

ESB (in Production & operationally ready)

Ad Hoc / Agile SDLC for Services

Testing Tools Selection & Trials Final Tools Selection

Biz Partner EngagementBiz & Leadership Communications

EST (startup)

Capability Plan

Technical Training (as needed)

ServiceCatalog

v.1

Org Assessment

Data Model Exploration (SID)

Run-Time Security (in Production)

Testing Lab RequirementsTesting Lab Prototype

Testing Lab (in Production)

Tools Standardization & Training

Finalize SDLC for Services

Technical Training (formalized)

SOA Biz Case

Customized SOA Strategy

PAID Diagrams for RBT

Templates for EII

Ops/Monitoring Tools Selection & Trials

Final Tools Implementation

Service Catalog, v.2

EST (ongoing)

SGB (ongoing)

Red dotted line represents

date of report

.. ..EII, Phase 2.. ?

..Ring-Back Tones.. ?

1/22/09

..Others ?..

Skills Tracking & Mgmt

Service Design Standards

Scrum Enablement

Grey are not yet started

Black lines are complete Project Start DateEnd DateContinues beyond 2009

Scrum Pilot

24

January 12, 2005 9*** US Cellular - Confidential Information ***

Mission

Philosophies

Goals & Objectives

Standards, Tools & Templates

Process Governance (Communications, Measurement & Reporting, Governing Council, Operating Procedures, Change Control, etc.)

C. Delivery & SupportB. Acquisition & ImplementationA. Planning & Organization D. Monitoring

ITStrategic

Plan

ProcessDevelopment(Standards forStandards)

IT ProcessAreas

ProcessCategory

ProcessSupport

Risk Assessment

R&D

TechnicalDirection

OrganizationalDevelopment

IS Organization

Manage HR

IS/Business Communication

IT Results/Value

Measurment &Reporting

Project Mgmt

IT Governance

Continuous Process Improvement

IS Budget

Make vs. Buy

Guidelines

• Vendor Mgmt

• Contract/

Contractor

Mgmt

SystemAcquisition

Acquire & Maintain Infrastructure

Manage Changes

Manage Aging Applications

Manage Documents

Manage Knowledgebases

• Educate Users

• Application

Optimization

• BusinessRelationship

Mgmt

ManageRelationships

• Service Desk

• 3rd-Party Mgmt

• Performance Mgmt

• Capacity Mgmt• Service Level Mgmt

Provide Service

• Configuration Mgmt

• Change Mgmt

• Release Mgmt

• Incident Mgmt

• Problem Mgmt

• Security Mgmt

Systems Mgmt

• Asset Mgmt

• Procure Equipment

• Maintain Equipment

• Facilities Mgmt

• Operations Mgmt

• Desktop Mgmt & Support

Equipment Mgmt

Monitoring

Monitor Processes

Assess InternalControl Adequacy

Obtain Independent Assurance

Provide forIndependent Audit

• Tools & Templates

• Standards & Guidelines

• Best Practices

System Development:

• Project Initiation• Architecture Planning

• Requirements Mgmt

• Build & Test

• Implementation

SDLC:

Portfolio Mgmt

Quality Mgmt

27

Dis

aste

r R

eco

ve

ry T

ea

m

Event Assessment Notification Decision/Declaration Communication Mobilization Communication

Crisis

Mg

mt

Te

am

Recovery Status Updates Business Ops

Bu

sin

ess

Lia

iso

n T

ea

m

Sto

res, P

olic

e,

Fire, C

ivil

Au

tho

ritie

s, e

tc.

Th

ird

Pa

rtie

sS

en

ior

Le

ad

ers

hip

T

ea

mIn

cid

en

t M

gm

t T

ea

m

TimingThreshold

Exceeded?

Assess Incident

N

BuildingSafe toEnter?

ProvideOnsiteUpdate

Wait 4 Hours & Request

Updatefrom Site

N

Notify CM Team &

Leadership

Y

Go on Standby

N

IsComputer

RoomUsable?

Recommend D/R

Go/No-Go

Inspect Building

Review Options, Risks & Costs Declare

DisasterYes

Confirm Location

of Hot Site

Meet at Command

Center

Activate Recovery Command

Center

Review Current DR Plan

Un

pla

nn

ed

E

ve

nt

Go on Standby

Go on Standby

Go on Standby

Go on Standby

Implement D/R?

Stand Down

Recovery teams

No

Y

• UNIX/Oracle • Tuxedo• Cares• Cares Apps• Batch Jobs• 3

rd-Parties

• Stores• Agents• Call Ctrs

Perform Recovery & Validate

Commun-icate

Decision

Receive D/R

Decision

Confirm RPO & RTO

Commun-icate

Statusto Biz

Liaison

Forward Statusto Biz

Receive Commun-

ication

Forward Statusto Biz

Receive Commun-

ication

Commun-icate

RecoveryStatus

RestartBusiness

Functionality

Work with Recovery

Teams

Normal Incident mgmt

Stand Down

Stand Down

Receive D/R

Decision

Receive D/R

Decision

Receive D/R

Decision

Receive D/R

Decision

Stand Down

Stand Down

Confirm Location

of Hot Site

Meet at Command

Center

Assemble at

Recovery Site

Receive Commun-

ication

Disaster Recovery Swim Lane

30

Context Diagram

Overview Diagram

Strategic Planning

Architecture Planning

Project Portfolio Mgmt

Project Initiation

Project Execution

Annual Budgeting

SLRF Needs Directions

Delivered Solutions

3rd Party Solicitation,Evaluation, Selection

Require-ments

SolutionArchitecture

(Design)

Develop(Code/Test)

AQMTest

Delivery(Deployment)

ProjectClose

3rd Party Solicitation,Evaluation, Selection

ProjectLaunch

ProjectInitiation

Project Planning and Project Control

Resource Capacity Planning

Project Performance Metrics and Earned Value

Contract Negotiation

3rd Party/USC Source Code Control & Configuration Management

Environments Management(USC Look-Alike)

3rd Party Communication Process

3rd Party Issue Resolution Process

3rd Party Change Management Process

3rd PartyPlanning

3rd Party DeliverablesInspections/Review

3rd PartyAcceptance

3rd Party Performance Management Process (VM)Detailed

Work Plan

3rd PartyTurnover

3rd PartyFeedback

Contract (VM)3rd Party Accounting and Payment Process (VM)

3rd Party Contract Management (VM)

Joint SDLC Approach Plan

On / Off SiteConsiderations

2-WaySLA’s

VendorProposal

VendorSelection

RFP (or RFI / RFQ)

SOW

36

ISSolutionsLife Cycle

Initiation

Design

ProjectAssess-ment &Review

Build& Test

Implement

Support&

Operations

Retire /Renew

ApprovedRequests

Approved,Detailed

Requirements

Approved, FeasibleDesign

Certified System orUpgrade

Solution inProduction

AgingSolutions

Sunset & Replace-ment Plans

Analysis/BusinessReq’ts

Scoped & Resourced

Project

EXAMPLES:• Service Requests• Break/Fix Repair• Maintenance

EXAMPLES:• New Functionality Requests• Strategic Initiatives• Enhancements• Quick Hits

Request Central

Non-Routine Requests Routine Requests CompleteWorkQueues

37

STAGE 2Initiation

STAGE 4Design

STAGE 1PAR

STAGE 5Build

STAGE 6Implement

STAGE 7Support& Ops

STAGE 8Retire

STAGE 3Require-ments

• Cost of Getting There (Stages 2-6): +/- 50%• Cost of Living There (Stage 7): +/- 50%• Cost of Stage 2: +/- 10%• Management Decision: Go/No-Go

ISSLC: Gates & Accuracy of Estimates

Gate

Gate

Gate

Gate

Gate

• Cost of Getting There: +/- 30%• Cost of Living There: +/- 30%• Cost of Stage 3: +/- 10%• Management Decision: Go/No-Go

• Cost of Getting There: +/- 20%• Cost of Living There: +/- 20%• Cost of Stage 4: +/- 10%• Business Unit Decision: Go/No-Go

• Business Unit Decision: Go/No-Go

• OperationsDecision:Ready for

Acceptance or Not

Cost of LivingThere Cost of

Getting There

Gate

• Cost of Getting There: +/- 10%• Cost of Living There: +/- 10%• Cost of Stage 5: +/- 10%• Business Unit Decision: Go/No-Go

38

People Process Technology

IS Capability Initiative Brief:

Dream Statement

Statement of Opportunity

Imagine the business agility that could result if IS could deliver robust business services in a matter of days or weeks instead of months. Imagine further, if some business solutions could be built and implemented by our business partners without any IS involvement. And imagine business interruptions no longer occurring, as self-healing networks and systems resolve incidents transparently to our customers and business partners through automated monitoring and recovery processes. Finally, imagine the cost of IT decreasing 20% (per Gartner Group). SOA promises faster, cheaper, better, more business-aligned, and more customer-focused IT.

These capabilities would give a significant competitive advantage in the wireless telecom space.

One of the key leading practices in the IT industry is the concept of Service-Oriented Architecture (SOA). • The primary value proposition of SOA lies in business agility – “increasing the reuse of services and business rules, by allowing internal processes to be driven from established and trusted business data, resulting in nimble response to changing conditions” (Corp Exec Board). • IS has embarked upon the SOA journey with a number of initiatives by various IS groups. We can benefit by ensuring that all these efforts are aligned and building in concert toward a mature IS SOA capability.

IS

is leading the business in the governance of SOA

is promptly developing robust services

is effectively deploying services

is efficiently monitoring services & resolving issues

Business partners

are trained on the concept and impact of SOA

are providing leadership and governance

are acting as SMEs for new service definitions

are thinking with a service mindset and envisioning new solutions that capitalize on SOA opportunities

The links and interfaces among SOA, eTom, BPM, ITIL and other disciplines are defined *

Leading practices for service development are implemented throughout IS

Service Repository processes are in place

Technical training resources are finalized for IS associates, and made available as needed

Training processes and materials are identified for business partner training

All related process documentation is updated and communicated appropriately

* AbbreviationseTom: Enhanced Telecom Operations Map (TMForum)BPM: Business Process Mgmt/ModelingITIL: IT Infrastructure Library

After analysis of SOA approaches and alternatives (such as WOA) our near-term architectural approach is adjusted to enhance results and minimize risk

A long-range Roadmap for SOA implementation, integration, and adoption is created and placed under change control

Existing templates used in the IS SDLC are tweaked to support service development

Appropriate tools will be selected and rolled out

The Services Catalog is updated and rolled out

The Services Repository is updated and rolled out

Appropriate metrics are defined, collected, reported and operated on

Implementing SOA as an IS Capability

42

Impacted Area,

Process, or

Capability

ISLT SOA Program

Manager

SOA

Governance

Board ("SGB")

Service Mgmt /

Architecture

Business

Process Mgmt

Enterprise

Services

Team ("EST")

Infrastructure /

Operations

Worker

Bees

Analysis

What is the source

of the change?

Overseeing of

the SOA

initiative

Developing,

maintaining &

communicating

the SOA

Roadmap

Governing the

major SOA

decisions

Maintaining the

SOA

Reference

Architecture

(RA)

Thinking in

terms of

services, ser-

vice

ownership, &

shared

services

Coordinating

the

development

of services;

New SDLC &

Tools

New

responsibilities

& tools

New tools &

processes

Is the impact large or

small in size?

Big Huge Huge Big Huge Huge Huge Big

Is the impact positive

or negative?

Positive Positive Positive Positive Positive Positive Positive Positive

How does the

source of the

change impact the

end product of the

process or

capability?

ISLT will need

to periodically

review

progress;

provide

strategic

direction to the

SGB;

authorize

resources for

SOA; and

resolve

escalated

issues.

Champion the

SOA initiative,

driving the

strategy with

the SGB &

informing the

ISLT of

direction.

Ensuring IS

readiness and

training.

Set SOA

direction for

governance

and

technology.

Prioritize

service

requests and

their resource

allocation.

Maintain the

RA; ensure

standards

adherance,

and provide

service design

patterns.

Standardize

biz

terminology;

Document,

analyze, &

improve biz

processes;

Educate the

biz;

Arbitrate

tradeoffs

Provide first

line analysis of

shared service

needs.

Manage the

service

catalog.

Provide SMEs

to SOA

projects as

needed.

A new

dimension of

managing run-

time activities

Move from

waterfall to

agile

methods, to

document

and develop

services,

and align to

the RA;

A new range

of testing

concepts &

activities.

What benefits and

rewards might we

expect with the

implementation of

this change?

Enhanced

project

throughput &

business

alignment

Identification

of

opportunities

for org

improvement

Identification

of better

project

alignment &

sequencing

Better chance

to blend EA

direction into

IS Roadmap

Identification

of

opportunities

for biz process

improvement

Identification

of

opportunities

for reuse

Chance to be

more involved

in business

operations

Enhanced

skills

43

Impacted Area,

Process, or

Capability

ISLT SOA Program

Manager

SOA

Governance

Board ("SGB")

Service Mgmt /

Architecture

Business

Process Mgmt

Enterprise

Services

Team ("EST")

Infrastructure /

Operations

Worker

Bees

What challenges and

difficulties might we

expect with the

implementation of

this change?

Complex

technical

issues may

not be fully

appreciated

Coordinating

and aligning all

the various

active threads

Normal start-

up issues with

any new board

Biz resistance

to costs/delays

needed by

shared

services

Developing

resources just

in time for

project needs

Operational

complexity

leads to more

potential

failures

Learning

curve for

new

technologies

Are the process or

capability owners

aware of the planned

changes?

Yes Yes Yes Yes IS-Yes;

Biz-No

Some ? Some

What are the

consequences of not

making the change?

Continued

delivery issues

and resource

contention

(N/A) (N/A) Diminished

skill

competencies

Continued high

integration

costs & time to

market

(N/A) (N/A) Diminished

skill

competencie

s

What expectations

do we have of the

process or capability

owners in helping

drive the changes so

that they are

successful and

sustainable?

Commit to

SOA and

demand the

same from

their teams

Coordinate the

overall

program and

monitor

progress

Make timely

decisions and

communicate

them

Maintain &

explain the Ref

Arch as

needed

Biz take time

to learn SOA

concepts, and

see bigger

picture

Proactively

plan and

communicate

what needs to

be done

Build &

maintain skills;

Follow any

documented

tasks

Build &

maintain

skills; Follow

any

established

standards

Will there be impacts

to costs for this

change?

(N/A) (N/A) (N/A) (N/A) Reusable

services take

longer to

develop

(N/A) (N/A) (N/A)

/1/.What, if any, risks

are associated with

the impact to this

area, process, or

capability?

/2/.How will the risk

be mitigated?

/3/.Will the risk

require the attention

of your Leadership &

Sponsorship?

(N/A) 1/. IS Groups

may mature at

different rates

2/. Close

follow up

3/. Yes

(N/A) ? 1/. Biz

resistance

2/. User ed

3/. Yes,

including high-

level "arm-

twisting" when

necessary

1/.

Vendor/Produc

t changes (e.g.

Oracle-BEA

ESB)

2/. Close

monitoring

3/. Yes

? 1/. Mistakes

while

learning

2/. Build time

in plans

3/. No

How will the

proposed change

affect the sequence,

dependencies,

effort, or duration of

any other

implementation tasks

to be executed?

(N/A) Relation

between SOA

and ITIL is to

be determined

Relation

between SOA

and EII/RBBT

will be

managed

(N/A) Time to

document

processes &

services

carefully (e.g.

PAIDs)

Relation

between SOA

and BSS/OSS

is to be

determined

(N/A) (N/A)

List the tasks,

reviews, and or

action items that are

required to be

carried out in order

to fully assess and

confirm the identified

impact.

1.) Review

plans & docs

periodically

2.) Set

priorities

3.) Fund &

staff as

necessary

(Numerous) 1.) Define role

& charter

2.) Clarify

members

3.) Begin

meeting

1.) Review

plans &

suggest

improvements

1.) Focus

group

education &

brainstorming

with selected

biz partners

1.) Define role

& charter

2.) Clarify

members

3.) Begin

meeting

1.) Review

readiness

assessment

2.) Identify

tasks

3.) Plan for

readiness

4.) Get ready

1.) Review

readiness

assessment

2.) Identify

tasks

3.) Plan for

readiness

4.) Get

ready44

eSCM Model: Tailored for IS SVM Part 1: Ongoing (Foundational) Processes

9.

Threat

Mgmt

8.

Technology

Mgmt

7.

Knowledge

Mgmt

6.

People

Mgmt

5.

Organiza-

tional

Control

Mgmt

4.

Value Mgmt

3.

Relation-

ship Mgmt

2.

Governance

Mgmt

1.

Sourcing

Strategy

Mgmt

AcquireSponsorship (1) Identify Potential

Applications (3)

Identify Constraints (2)

Define Objectives (4) Define Strategy (5)

Define Vendor MgmtProcedures (7) Define SVM & Organizational

Processes (9)Define Policy (6)

Define Internal Stakeholder Procedures (8)

Define Issue MgmtProcedures (16)

Define Vendor InteractionProcedures (13)

Define StakeholderInvolvement (28)

Plan Organizational Change (29)

Assign Sourcing Responsibilities (33)

Build Personnel Competencies (34)

Build Organizational Competency & Structures (35)

Define Roles (36)

Provide Required Information (37)

Define Asset MgmtProcedures (42)

Define License MgmtProcedures (43)

Plan & Implement Technology Integration (44)

Plan forBusiness Continuity (50)

Plan Measurement of Sourcing Performance (20)

Define OrganizationalRisk Mgmt (46)

Define SourcingRisk Mgmt (45)

Define Security & Privacy Requirements/Procedures (48)

Define Compliance Requirements/Procedures (49)

Design, Build & Populate Required Repositories (37a)

Embed SVM into the Project Lifecycle & SDLC (11.1)

Link SVM into Biz & EA Strategies (10-11)

47

eSCM Model: Tailored for IS SVM Part 2: Phased Processes

11.

Sourcing

Approach

13.

Service

Provider

Evaluation

17.

Sourcing

Completion

16.

Sourced

Service

Mgmt

15.

Service

Transfer

12.

Sourcing

Planning

14.

Sourcing

Agreements

10.Sourcing

Opportunity Analysis

Analyze &Prioritize Needs (52)

OrganizationalNeeds

VendorMarketplace

Analyze &Identify Options (53)

Write Biz Case forHigh-Priority Project (56)

Analyze & Select Sourcing Approach (55)

Make Decision to Initiate Sourcing (59)

Document the Project Governance Charter (57)

Plan Vendor Selection Procedures (62)

Define Evaluation Criteria (63)

Define Services & Conditions (61)

Establish Project Teams (60)

Write RFx’s (64)

Solicit Vendors (65) Evaluate Vendors (66) Select Vendor (67)

Customize ProjectNegotiating Guidelines (68)

Confirm Conditions (69)

Define SLAs and Measures (72)

Define all Roles and Responsibilities (71)

Plan & Track Negotiations (70)

Create Agreements (73)Amend Agreements as Necessary (74)

Plan for Transition of Service to Vendor (75)

Transfer Resources (77)

Transfer Personnel (78)

Transfer Knowledge (79)

Contracts (83)

Plan for Managing of Vendor (80) Financial Details (82)

Performance (81)

Service Chg Mgmt (86)

Problems/Incidents (84)

Delivery Chg Mgmt (85)

Monitor: Periodically Review Service Performance (87)

Collect Stakeholder Feedback (88)

Analyze Value (89)

Decide on Continued Service (90)

Transfer Personnel (94)

Transfer Knowledge (95)

Transfer Resources (93)Plan for Transition Back

from Vendor (91)

CO

MP

LE

TIO

NA

NA

LY

SIS

DE

LIV

ER

YIN

ITIA

TIO

N

TI

BFTIBFBBF

BF BF

BFTI

BFL

EPM Guidelines

BFTI

BFL BFL

BFT

BFTI

BFT

BFT

Define CurrentState (51)

Identify High-PrioritySourcing Needs (54)

Verify SourcedService Design (76)

Impact & Risk Assessment (58)

Ensure Service Continuity during Completion (92)

48

C7. Secured Data

C8. Protected Intellectual Property

Data C5. Accessible Data

C6. Data Trustees

C1. Information Mgmt –

Everyone’s Responsibility

C3. Single Point of Data Entry

C2. Common Vocabulary C4. Shared

Data

D5. Enhanced Monitoring

D6. Compliance to Law & Regulation

D4. Business Continuity

Security D1. Balanced Level of Security

D3. No Single Point of Vulnerability D2. Defense in Depth

A2. IT Responsibility

A1. Primacy of Principle General

Principles

F11. Enhanced Monitoring

Architectural Principles

Categories Principles Results

A3. Maximized Enterprise Contribution

Change Management

E2. Interoperable Components E1. Proven Technologies

Managed Technologies

E5. Standardized Platforms

E6. Adaptive Architectures

B8. Common Use Applications

B7. Single Business Owner

B4. Design for Performance B3. Integration Friendly

B6. Diversity of Vendors B5. Minimal Package Customization

B2. Ease of Use B1. Technology Independence

E4. Controlled Technological Diversity E3. Proof of Concept

F2. Responsive Changes

F4. No Wholesale Turnkey Solutions

F1. Requirements-based Changes

F3. Minimized Business Disruption

F6. 80/20 Rule F5. Marketplace Decision Logic

F8. Fewer Components F7. Think Big; Execute Incrementally

F10. Build Competencies F9. Stick to the Roadmap 56

59

Mind Maps

59

60

Mind Maps

Strength Comments Weakness Comments

Projects kept small & consistentlydone per plan (this is outstandingcompared to industry benchmarks)

No mgmt philosophy; No mgmtdevelopment process; Little skillsmanagement or career support. Project management

We take appropriate risks in project-related matters, e.g. InterTrans

People management

We sometimes avoid reasonablepeople risks, letting problems fester

Recognition & reward systemsLimited management ability orencouragement to recognizeoutstanding performance Hard working &

dedicated personnel

When needed, staff puts in long hours,works through weekends, etc.

Productivity is not measured orimproving

Productivity is not achieved byosmosis; it must be engineered in

Tools training & supportQuality technical training availablejust-in-time in today’s IT world requiresmore attention than we give it

Tools acquisition processNeed to finalize & agree to the (pro-posed) standard so point-solution toolsdo not become de facto IS standards

Excessive periods of timeto implement upgrades

I had to support staff using Word 6.0for over 2 years after I got Word 97

Inputs

Good development toolsMS Office, Visual Studio, NTworkstations, Endevor, etc.

Tools sunset processPulling the plug sometimes donewithout valid cost/benefit analysis

Implementation of visionNo one appears responsible tomonitor the progress toward the goalswe’ve set, e.g. CBD skills

Personnel factors appearunder-addressed

Where are the plans for re-tooling, andwhat will we do with those who cannotlearn new skills? What’s our overallphilosophy?

Communication of vision & itsimplications to IS staff

Suggest a regular agenda item at ISmeetings be an update on this

Lack of actionable plan,with visible progress charts

Need more visionary leadership on anongoing basis, for people issues aswell as technical

Capacity planningPeoplesoft database decision;Supra/DB2 backout

Good strategic direction

Assisting AVL in defining its businessvalues, its network roles, and webenabling AVL systems are majorcontributions

IS security & disaster recoveryplans

A number of gaps were identified in a1996 study

PMO & Business Analyst Role Strengthens user/IS ties Agreement on user R&R Should be addressed soon

Processes

Appropriate use of promotionfrom within

Limited promotionopportunities

We’re a small shop; let’s proactivelyaddress how we can ameliorate thedownsides of this

70

Improvement of softwareengineering and tools slighted

Progress in this area is too slow,especially in regard to OO/CBD

Need stronger commitment toquality by managers

Managers need to take ownership ofstandards enforcement

A visible commitment to QA &Standards

Insufficient attention onorganizational development

Suggest key personnel work throughthe OD binder I’ve drafted

TeamworkHas improved some(but gains have plateaud)

TeamworkCan improve yet, especially as itrelates to internal support groups

Processes(continued)

Communication

Project boards, staff meetings,Outlook email, PMO status report areitems that are helping

Communication

Need a standard IS group distributionlist maintained on Outlook; projectboards for all areas; PMO & otherdirector’s reports posted or madeavailable

Availability of user-orientedsystems overviews

We need to step up to the plate &create easy-to-access-and-usesystems documentation for users

Quality of systemsdocumentation

We need better documentation tools,and a long-term commitment tomaintaining documentation

Help Desk documentation

We need to develop doc tostandardize responses to help deskcalls; Also a FAQ facility to let userslook up their own answers

Little peer-review andcross-training

Instituting walkthroughs is a“low-hanging fruit” option

Testing process Needs to be re-engineered

Quality of delivered systemsGenerally low failure& defect rates

Need a formal defect analysisprocess

We don’t know which processes toimprove if we don’t know where & howbugs originate

Responsibility for innovationin system processes

No one seems to be given time &responsibility to sit back and think ofcreative process changes New network systems;

proactive technology solutions

IS is gaining a new levelof confidence from the agents

Little formal research ofenabling technologies

No one seems to have much time formonitoring the industry for promisingnew technology

AVL bragging rights “Family”-feel; casual dress; etc. IS bragging rights

Do have reference library & skillsdatabase (in SD), but less so for newtechnology, training, opportunities, etc.

Outputs

Generally low turnover

Proves we’re doing more good thanbad; Krohn’s longevity brings a much-needed stability

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