ITRG01 _ IT Organizational Design _ Storyboard _ 01-Build a Strategic Workforce Plan – Deliver...

7/21/2019 ITRG01 _ IT Organizational Design _ Storyboard _ 01-Build a Strategic Workforce Plan – Deliver Maximum Value With Limited Staff-Sample

http://slidepdf.com/reader/full/itrg01-it-organizational-design-storyboard-01-build-a-strategic-workforce 1/12

Practical IT Research that Drives

Measurable Results

Deal More Efectively with Demand orIT Staf

http://www.infotech.com/research/ss/deliver-maximum-value-with-limited-staff/storyboard-deal-more-effectively-with-demand-for-it-staff?utm_source=SS_Sample&utm_medium=Collateral&utm_campaign=Collateral



Introduction

Stay inormedabout requests

and stafavailability

• Organizations are aced with ongoing demands or serviceswhich cannot be met with available internal IT staf

• !oint "lanning with the organization#s senior management isessential to align IT resources with most "ertinent andvaluable initiatives

• Small requests and un"lanned "ro$ects com"ete with ma$orinitiatives or staf% and oten come in the bac& door

• Successul IT de"artments must wor& with the business todetermine which initiatives are o most value and resourceaccordingly

•

This solution set will hel" you' – Stabilize long(term staf "lanning

– Stay inormed about requests and staf availability

– )rioritize requests




The Demand Management Roadmap




Executive Summary

• What is success? * successul demand management "rocess

"rovides management with high level control over what getsdone% and deals with com"eting requests airly andtrans"arently

• Get management to lead planning. !oint Management(IT

"lanning% driven by the business% not IT% is essential to create along(term "lan that is aligned with staf budgets The "lannersshould meet monthly to review and revise the "lan in light ochanging organizational "riorities

• Handle unplanned requests consistently andtransparently * de+ned ramewor& or "rioritizing un"lannedrequests hel"s to reduce the amount o arm(twisting and

escalation that is characteristic o inormal environments• Don’t allow staf to make priority decisions. ,or&

assignments should be clearly "rioritized and the number oconcurrent tas&s minimized




Demand management spans several important business

processes and remains one of IT’s toughest challenges.

Managing Supply

Staff Capacity Planning: identifying thestaff skills and the number of staff required

to address the portfolio plans, and theanticipated change and other requests.

Resource Planning: identifying ITresource requirements to drive funding –labor costs compete with capital and externalservice costs.

Staff Allocation: assignment of staff torequired activities and tracking theiravailability.

Project Management: ensuring that workon maor initiatives proceeds to a successfulconclusion.

Managing DemandPortfolio Management: planning theoverall portfolio of applications andservices leads to maor proects.

Change Management: planning changesto existing applications or services leads tomaintenance releases and simple fixes.

Request Management: processing allservice requests not included in !ortfolio or"hange #anagement, approval or reectionas well as managing delivery.




Ineffective management of demand is a ey problem! trumping

even IT"#usiness $lignment and %ro&ect %rioriti'ation.

Of several essential businesses processes on the list of things adversely affecting

organizational effectiveness, organizations are least happy with current Demand Management practices. More than

2! o"organi#ation

s areunsatis$edwith current

DemandManagement

practices.

Likely causes for this assessment include:• Lack of consistency and visibility into prioritization processes.• Minimal management direction and involvement in prioritization.• oo many re!uests receiving approval.• "naccurate deadline estimation due to lack of historical data.




Info(Tech sees t)o types of organi'ations.

*hich are you! chaos or order+

Ad-Hoc Consistency

"haotic $escription %ligned with business

&usiness rubber'stampIT proposals

#anagementInvolvement

in !lanning

(enior managementinitiates and prioriti)esall initiatives

*equests are processedfirst'in with frequentescalation and pressureto move up the queue

!riority'setting for

smallerinitiatives

*ules defined in apriority'matrix allowconsistent prioriti)ationof small requests

Techs use personal udgement to prioriti)ea large number ofconcurrent requests andtasks

+mpowermentof IT (taff

Techs are assigned alimited number ofconcurrent tasks




Individual priorities are constantly competing

head(to(head )ith organi'ational goals. "#s goal to get the right work done in the right order is often aggravated by politics $ typically the loudest individual or department gets the highest priority,

regardless of what else is on "#s plate.

%&' of our tasks are not prioritized tomeet business priorities( they serve the

re!uestors# personal ob)ectives.

IT $irector, #anufacturing

*olitical status affects prioritization. +!ueakywheel, perceived pain level, those all weigh into the

decisions of who is doing what."I, -overnment/ /

&usiness involvement increases alignment to overall organi)ational goals. 0aving a balanced frameworkfor prioriti)ation takes accountability off of IT and ensures effective handling of unplanned requests.

"nfoech "nsight




,rgani'ations )ith an IT Steering -ommittee are half as

liely to rate their prioriti'ation process as

ineffective than those )ithout.

We all want to do more than we can manage and many projects addvalue. We consistently must make hard choices to not do projects that

do not strategically support operations. Management of urgent vs.important will always be a challenge.

IT Director, ealthcare

/

Steering-ommittees

increase theoverall

efectiveness othe "rioritization

"rocess




Despite good intentions! staffing is liely to be

inadeuate to address all reuests.

-s we have increased our longerterm planning, we have done more advancecommunication with management on our plans, and thus we have increased thenumber of things that management sees us delivering later than epected.

"t Director, Manufacturing

/nfortunately, the 01O believes that if you brief him on a date that something will bedelivered and you miss that date, shame on you. 2e doesn#t always want to hear

that other things got in the way. " don#t know that that#s a failure on the part of thisdepartment, but it#s an issue.

+enior *rogrammer, *rofessional +ervices

/

/

Demand will always eceed supply. +ome re!uests will undoubtedly be delayed, postponed,

or turned down, regardless of planning.

rgani)ations fear transparency because they don1t want to bring problems out into the open. 2isibilitysheds light on the problems to the business, which makes IT uncomfortable, but this is the first essentialstep towards finding a solution.

"nfoech "nsight




Info-Tech Helps Professionals To:

Sign up for free trial membership to get practical

Solutions for your IT challenges

!Info"Tech helps me to be proactive instead of reactive " a cardinal rule instable and leading edge IT environment.#

( *.-S -ommercial Mortgage -o% /)

ITRG01 _ IT Organizational Design _ Storyboard _ 01-Build a Strategic Workforce Plan – Deliver...

Documents

Transcript of ITRG01 _ IT Organizational Design _ Storyboard _ 01-Build a Strategic Workforce Plan – Deliver...