Research conference Dortmund 2013
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Transcript of Research conference Dortmund 2013
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New view on project and investment management in a more agile IT and agile Business environment
Dr Frank Stumpe
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Historical review of IT investment management
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Basic Investment Management on Scope, Timing, Resources and Quality
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Speed of changes
Marked / Customer Large agility
PM-Methods Slow agility
The old principle to focus on “silos” and “over-the-fence management” is no longer valid. This management has led to the modern crisis (Otto Scharmer). “Today’s models are most likely to be outdated tomorrow”
(Osterwalder & Pigneur)
Business / Supplier Starting agility
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Complex cybernetic investment management framework
Individual Core Process (ICP)
Organizational Core Process (OCP)
Interpreter Exterpreter
External Disturbance Internal
Disturbance
Target Core Process (TCP)
Targ
ets
Out
put
Human
Organization Technique
Reas
on fo
r exi
stin
g
Reas
on fo
r mea
ning
Basic
Rea
sons
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Using agile IT-Program Management within financial industry
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Handling the complexity
Involve your customer
Deliver value Think in alternatives
Deliver iterative
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Budget envelop
Strong business participation is necessary
Open Projects
Priorities
Evaluation
Project definition
Functional design Costs Processing time
Delivery
Steering Committee
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Case
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Some facts of the case Case within financial industry Risk conservative, traditional, waterfall minded, etc. Controlled by regulators
Delivery in 5 iterations 2 short iterations for planning and design 3 longer iterations for agile delivery
loosely coupled IT and BUS
RFI/RFP design
Integration Bank core system
Package implementation
Integration
Web-portal
BUS Keep it running
Back-office benefits
Front-office benefits Full benefits
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Some facts of the case Back-Office benefits Reduction of the processing time Efficiency in processing Higher Quality in service
Front-Office benefits Direct access to necessary information Support of their work on the field Increase involvements
BUS Keep it running
Back-office benefits
Front-office benefits Full benefits
Company value and mission
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Summary
Steering should base on Business Case, contribution to Mission/Vision Statement and Basic reasons Involve representatives for each feedback loop in steering Try to integrate market trends and customers
Loosely coupled Business and IT during execution Ensure business continuity during execution Deliver both agile Business and IT
Build trust by management with a systematic approach Be aware about the elements of a system (Humans, Organisation, Technique) Manage individual and organisational processes and interactions