The Business of IT ® Velocity is Not Just for Consultants Dallas, TX December 2, 2008 *...

The Business of IT®

www.parivedasolutions.com

Velocity is Not Just for Consultants

Dallas, TXDecember 2, 2008

* Proprietary and Confidential*

Mike EvansVice [email protected]



Agenda

► Background

► Challenge

► Opportunities – Corporate and Individual

► Who is Pariveda Solutions

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Clients often ask us the questions: how do your teams get so much done compared to my teams? How do you achieve the velocity we desire?

► So often viewed by the business as “cost”, IT continues to be challenged to do more with less

► IT organizations face the additional challenge that technology – that used by the business and that used within the execution of IT operations - is moving faster than their people can keep up

► In order to obtain investment from the business, IT organizations often pitch expanded use of technology within their organizations as the silver bullet for increased throughput

• Developer tools, eg. Microsoft Team Foundation Server• Project management tools, eg. Microsoft Project• Testing tools, eg. Mercury’s TestDirector• CASE tools, eg. KnowledgeWare (code generation) (1990’s trend)

► IT organizations additionally are attempting to evolve its processes for managing its efforts – Waterfall, RUP, Agile – in an attempt to ensure getting solutions right the first time

► Offshore enablement adds pressure to the combination of internal cost versus throughput• “I can hire 4 offshore developers for the cost of 1 onshore developer”

► Business needs change rapidly further exacerbating the stress on IT• In many cases the business needs change while solutions are still in the pipeline

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Agenda

► Background

► Challenge



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Addressing the challenge requires understanding the dynamics that are in play both within IT and around IT

► Velocity is rarely clearly defined or adequately measured

► Velocity, to be achieved, is a combination of how a variety of factors are addressed by the IT organization, and supported by the broader enterprise

► Velocity is not a constant, and like normal business activities, will have its peaks and valleys

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A number of questions can be asked of the organization to begin assessing the capabilities for achieving the desired velocity

► What are the underlying velocity goals?• IT strategy – low cost, operational excellence, product innovation, customer intimacy

► How engaged are your people in the success and mission of the enterprise?• “Drinking the kool-aid”

► Is the work environment conducive to efficient work delivery?• Noisy, collaborative, interruptions• Focus, changing priorities

► Are roles clearly defined?• Within IT? Interaction with the business?

► Are individuals/teams allowed to complete their goals?• Management of changes?

► Does the organization encourage risk taking? Surfacing of issues/inhibitors?• Inevitably issues arise so how quickly are they brought forward and addressed?

► Is your team both talented and wired for contribution?• Skills, if deployed ineffectively, can be velocity killers

► Are your processes aligned for velocity?• Balance velocity-creating output with velocity-killing overhead

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Agenda

► Background

► Challenge



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Enterprises can address each of these questions to maximize velocity, when the additional benefit of a more fulfilling career experience for its people

► Clearly define and engage your teams in the enterprise’s mission, supported by proper alignment of the group’s mission/goals

• Executive alignment and sponsorship of IT with the enterprise• Regular review and refinement of IT execution against the enterprise goals• Link individual roles to the broader objectives• Align individual/team tasks with short- and long-term achievement expectations• Develop a framework/metrics for contribution by resource type – in-house/contractor/consultant

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BUSINESS ARCHITECTURE

TECHNICAL ARCHITECTURE

Value Chain

PEOPLE

STRUCTURE

PROCESS

APPLICATIONS

FRAMEWORKS

INFRASTRUCTURE

Source: Copyright 1996, 2003, 2007 Bruce Ballengee and Pariveda Solutions, Inc. permission freely granted to the SIM EA Working Group



Enterprises can address each of these questions to maximize velocity, when the additional benefit of a more fulfilling career experience for its people

► Make Kool-Aid• Engage people who’s professional and personal goals are energized by the mission of the enterprise• Deploy leaders (not just executives) who display and model a passion and energy• Align rewards (cash, training, status, growth) with the intrinsic value system of the workforce• Minimize the “competitive” aspects of the work place that don’t encourage a positive and constructive work setting

- Some competition can be fun and motivating; some can be destructive (my success creates failure for others – eg promotions posturing)

► Create a physical work environment that allows people to be efficient and collaborative• Balance open space with privacy

- Provide easily accessible collaboration space (meeting rooms, white boards, conference tables)

• Physically located individuals with shared objectives in close proximity, and be open to moving people around when necessary

► Organize efforts around small teams• Even if an effort requires a large number of people, arrange the work into small enough blocks to be accomplished by

teams of 3-5 people• Allow team leaders to coordinate/collaborate minimizing involvement of task-oriented team members

► Align the efforts of a team around a virtual (or written) SOW allowing for time-boxed, deliverable-driven work focus

• Arrange work into smaller, iterative deliverables so successes can be achieved, and when changes occur, adjustments can be deployed with minimal interruptions

• Allow team leads to work ahead of the delivery team – define needs ahead of the “doers”, but not to such a degree that the “doers” aren’t expected or allowed to fill in the blanks

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Enterprises can address each of these questions to maximize velocity, when the additional benefit of a more fulfilling career experience for its people (cont.)

► Encourage, and reward, the intentional taking of risks and surfacing of issues• Continually ask for and expect people to think about potential road blocks• Respond pro-actively when people bring forth those issues, and even better when issues are surfaced and options are

presented for addressing the issues• Acknowledge in a positive way when “good” risks are taken, even with the risks don’t work out

► Talent acquisition should be focused as much on contribution and “fit” as it is on skill• Effectiveness/Analytical/Technical• Communication• Leadership• Relational/Behavioral• Core Values

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Enterprises can address each of these questions to maximize velocity, when the additional benefit of a more fulfilling career experience for its people (cont.)

► Enact processes, and adapt those processes, that provide frameworks for effective delivery• Clear define how work is sponsored/initiated, and who plays what role in that effort, including adjustments in priorities• Establish methods for close interaction between supplier (IT) and customer (business)• Frequently measure initiative progress and engage executives often to sustain sponsorship and involve as needed for

executive clearance

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Initiating Planning ExecutingMonitoring

and Controlling

Closing

Overall Project

• Create Project Charter

• Gain an understanding of the vision & scope of the project

• Decide on and tailor the approach to be used for project execution

• Create requirements inventory

• Create preliminary release plan

• Technical environment setup

• Iteration Execution • Meet monthly to monitor overall project / release health

• Make iteration and release adjustments based on team velocity and prioritization changes

• Customer sign-off

• Begin maintenance mode

Initiating Planning Executing Monitoring and Controlling Closing

Iterations 1..X

• Validate features, scope, and priorities slotted for the iteration

• Identify tasks to meet each requirement and create detailed plan for the iteration

• Work with the business user and team members to design, develop, test, and review functionality

• Meet daily and weekly to resolve issues, prioritize new stories, and monitor iteration health

• Review and discuss all functionality delivered in the iteration



Agenda

► Background

► Challenge



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Pariveda Solutions is a consulting firm focused on the Business of IT and has grown to more than 120 consultants in 6 offices since 2003

► Founded in 2003 to be a different kind of consulting firm• Local metropolitan economy focused

- Dallas, Houston, Seattle, Chicago, Denver, Detroit, So. California (2008)

• Develop deep, long-term relationships with clients• Network driven sales and delivery model• Renaissance consulting firm – not industry or narrow technology focused• Ownership is being transferred to all employees via ESOP• Long-term wealth creation engine, not a grow and be sold “exit” strategy or a “lifestyle” firm

► Incubate talent while delivering value for our clients• Less than 5% of candidates become “Fins”• Expanding college recruiting with intention of growing VP’s in 10-12 years• Expectations Framework defines skills and behavior expectations at all levels from Consultant through Vice President• Projects and teams average 3-5 people for 3-5 months • Deploy highly intelligent consultants that behave with humility

► Compensation model rewards team work and collaboration• Profit sharing distributed to Managers and below before VP’s and Principals• Frequent sharing of intellectual capital and project experiences across all Fins• Fins attend internal and public training, and often pursue outside certification (eg. Microsoft)• Profitability is managed at a corporate level

► Collaboration extends to business partners• Microsoft Gold Partner• Other deep relationships include Captaris, and BDO Siedman

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The majority of the work we do is around mission critical processes and technologies

► IS Strategy Developing a business strategy and actionable plan for the IS organization to better serve its business

► Project ManagementManaging the execution of a set of IT efforts to ensure that resources are properly provisioned, issues are resolved and risks are mitigated to ensure success

► Websites – Internal/External

Planning and implementing retail and B2B websites

► Business Systems Planning Developing an applications and technology architecture and implementation plan to support the business strategy

► IS Effectiveness Implementing specific initiatives to improve the people, structure, processes and supporting tools that make an IS organization more effective

► Business Process Analysis Documenting and gathering data around key processes and then assisting the business in developing new processes to improve efficiency

► ReportingDeveloping reporting methods from existing core applications and providing them to the business to support decision making

► Data Marts and Data WarehousesDeveloping data warehouses from current off-the-shelf software in order to improve the analysis of data

► Systems IntegrationDeveloping and implementing an integration strategy to link heritage systems and provide a foundation for future development

► Custom DevelopmentDesigning, developing and integrating custom application solutions using Microsoft .NET or J2EE frameworks

Strategy Process Solutions

IS Strategy

Business Systems Planning

Process AnalysisBusiness

Intelligence

SystemsIntegration

ApplicationDevelopment

ProjectManagement

Business Drivers

Technology Drivers

Increased Profitability

The Convergence of Business and IT


www.parivedasolutions.com 15

Pariveda has achieved recognition in the marketplace for our growth, strong culture and solutions

► Ranked the 34th fastest growing company in the Dallas Business Journal’s 2008 edition of the Dallas One Hundred, comprise of the 100 fastest-growing private companies in the DFW Metroplex

► Selected as one of seven international consulting firms to receive the prestigious ‘2008 Small Jewels’ award by the consulting industry’s flagship publication, Consulting Magazine

► Named one of “The Best Places to Work in Dallas-Fort Worth for 2008” by the Dallas Business Journal

► Awarded the “Employer Excellence Award” for 2008 by the Dallas Chamber of Commerce acknowledging Pariveda’s commitment to its employees.

► Ranked 171st fastest growing company on the Inc. 500’s 2008 list as well as 11th in the top 100 fastest growing businesses in DFW and 14th in the top 100 fastest growing IT Services Companies.

The Business of IT ® Velocity is Not Just for Consultants Dallas, TX December 2, 2008 *...

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