IT战略规划ppt课件.ppt

ITStrategy February24 2000 CaseStudyofaRecentClientExperience RobTrollinger Principal DallasChrisWisler Manager AlexandriaKimberlyBrown Associate Alexandria 2 Today sdiscussion BackgroundofCompanyCompanyITOverviewCauseforActionITStrategyApproachApplicationArchitectureTechnicalArchitectureEstablishtheITProgramOfficeOrganizationalEffectivenessandITAlignmentSummary 3 Backgroundofcompany 4 CompanyAannouncedtheirintendedmergerwithCompanyBin1999 Beganin1909asapartnershipbetweenaninnovativechemistandabusinessmanPioneeringworkinleathertanningBestknownforexpertiseinacrylicchemistryEssentialcomponenttodetergents diapers cellphones industrialcoatings andmore50manufacturing research andtechnicalfacilitiesworldwideSalesin100countries totaling 4billionannually CompanyA CompanyB 1848 foundingLargestandmostrecognizedbusinessforaparticularconsumerproductMajorsupplierofbasicinorganicchemicalsderivedfromsaltEssentialingredientsinCDs newspapers magnetictapes sportsequipment andmore36miningandprocessingfacilities 68chemicalmanufacturing research andtechnicalfacilitiesworldwideSalestotal 2 5billionannually 5 Drivetheshort termvalueExceedthemarket sexpectations IntegratetheOrganizationsasSeamlesslyasPossible DevelopandcommunicateasharedstrategicagendaDefineorganizationstructures keybusinessprocessesandtechnologyplatform architectureSelectleadersandstaffpositionsDevelopmetricsandbudgetsIntegratethebusiness Integrateday to dayoperationsPositionforthefuturegrowth AchieveBusinessValueGoalsasQuicklyasPossible Achieve 200millionofsavingswithin12 18months runningrateby2001 EnsurecustomerretentionCorporateCenterrationalizationAdministrativeoverheadreductionSourcing ProcurementsavingsProductlineandoperationsrationalizationManufacturingproductivityandsupplychainimprovementsReductionintechnologycosts Thefocusoftheintegrationwastoquicklyachieveoperationalsynergieswhilecombiningtheorganizationstosupporttoplinerevenuegrowth A T Kearneywasaskedtostructure driveandmanagetheentireintegrationprocessforwhatwouldbecomeoneofthelargestspecialtychemicalcompanies 6 LatinAmericaandAsia PacificRegionOperations 10 ofsales20manufacturingfacilities10distributionsites NorthAmericanRegionOperations60 ofsales60manufacturingfacilities230distributionsites 1 Whilethepotentialsourceofthesynergiesweresomewhatclear smoothandtimelyintegrationofthetwocompanieswaslessassured Challenges SomemanufacturingprocessesandtechnologieswereincompatiblebetweenthetwocompaniesCombiningtwocompanieswithbothdirectproductoverlapAcquiringcompanywasmoreofa intermediatesproducer andtheacquiredcompanywasmoreofa formulator SignificantfacilitiesconsolidationopportunitiesDistributionconsolidationandimprovementrequiredchangingthebusinessmodelandthemindsetStandardleadtimesStandardservicelevelsSignificantcustomeroverlapSignificantEH Sissuesneededtobeaddressed competingawayscarcecapitalresources EuropeanRegionOperations 30 ofsales40manufacturingfacilities60distributionsites 7 Afteranacceleratedintegrationprogram themergerwasdeemedasuccessbytheCEOaswellastheanalystcommunity Bytheendof3Q thenewcompanyhadachievedcostreductionsof 100MMonanannualizedbasis threemonthsaheadofschedule MorganStanleyDeanWitter Already thecompanyhasachieveda 100MMannualrunrateincostsavingsaheadofschedule JanneyMontgomeryScott Theintegrationprocessisrunningsmoothlyandinfactbetterthanexpectedachievinga 100MMlowerrunrate J P MorganSecurities Theintegrationeffortscontinuetotrackaheadofplan DeutscheBancAlexBrown Consideringthesteepincreaseinrawmaterialcosts thenewcompanywasabletomeetexpectationswithitsrapidintegrationoftheacquiredcompany soperations BrownBrothersHarriman 8 Perspective ExternalFocus InternalFocus Incremental Transforming ValueCreation P ERatio NewBusinessModelNewSegmentsNewTechnologiesAcquisitions ShareGainTechnologyImprovementGeographicExpansionPortfolioManagement WorkRedesignSupplyChainOperatingExcellence 2 3 SalesGrowth 4 5 SalesGrowth 6 8 SalesGrowth Followingtheintegration theCEO sAgendaistodoubletherateofgrowthwhilemaintaininghighlevelsofprofitability Costimprovement customerserviceandretentionande businesshavebeenidentifiedaskeyareasoffocus 9 RapidassimilationofacquisitionswithlimitedadditionalfinancialstaffGlobalsharedservicesITprovidesastrategicadvantageinsupportofgrowthinitiatives TargetCapabilities GlobalprocessesandmetricsInteriminformationonsales profitabilityandcostofoperationAutomationofroutineprocessesandtransactionsFinancialstaffisalignedwiththebusiness ContinuouslaunchofserviceofferingsthatcannotbeeasilymatchedbycompetitorsQualitybuiltintoanautomatedprocessesHumansmanagetherelationshipnottransactions Integratedsupplychainnetwork S OPprocess acrossmultipleenterprisesInventorycommitmentusingproduction salesandbalancesAbilitytoreachcustomersgloballywithoutalocalpresence Growth Agility StrategicImperative CostImprovement CustomerService Retention e Business NewCo sbusinessstrategywillplaceadditionaldemandsontheentireorganization 10 CompanyITOverview 11 Finance BackOffice DemandPlanning SupplyChain CustomerService HumanResources Client Server WindowsNTorUnix High levelProcesses Integrator SAPIS GeneralLedger OrderHistory FocusDB TransportationManagement Railmax Manufacturing Planning TransportSafety Ordering Teserac HR InfiniumHR FinancialReporting OtherHR PayrollSystems Manufacturing QualitySystems Currenttransactionalsystemsarecomplex resideonmultipleplatformsandareintegratedthroughanetworkofinterfaces AS 400 Mainframe 12 Intrinsicmanualprocessesresultinahighcosteffortthatcannotsupportthespeedoftoday se businessenvironment Growth Agility StrategicImperative LackofautomationprohibitsadditionalworkforceleverageSystemsarerunningoutofphysicalcapacityIncrementalimprovementmindsetlimitsstrategicdevelopment ObservedKeyTheme CostImprovement CustomerServiceandRetention e Business FocusisonreconcilingbalancesandcorrectingerrorsandnotrootcauseerrorpreventionProcesses especiallybilling aremanuallyintensiveGlobalprocessesaredesirablebutdifficulttoimplementconsistentlyTransactionsystemsarebecomingincreasinglydifficulttomaintain Specialcustomerrequirementsandservices e g SOMI areimplementedbutatarelativelyhighcostInspectionoferrorsprotects masksthecustomerfromerrorsinherentinthesystem ManualinterventionpresentsabarrierBusinessinformationisnoteasilyassimilatedQualityofglobalcustomerinformationissuspect 13 Roughly72 oftheITbudgetisspentonmaintainingcurrentservicelevelsandinfrastructure Tomaximizebusinessvalue weneedtoshiftthespendingfrommaintenancetobusinessdevelopmentandlongtermITsupportandinfrastructure PercentofITSpendingbyCategory ITSupport Infrastructure2 Maintenance72 BusinessDevelopment19 Non discretionary7 14 Functions Current LimitedPointSourceSolutions PointSourceBestofBreedSuiteorLegacySystems Proposed Afuturevisionoftheenterprisearchitecturemustseamlesslyandefficientlyintegratecorebusinessprocessesinane businessenvironment EvolvingStrategy AIM Microsoft IBM AS 400 NT Compaq Compaq Digital IP Exchange SAP JDE PeopleSoft Standardized LowCost Mixedaftermerger Oracle ProcessesofStrategicValueandCompetitiveAdvantage OperationsandTransactionProcesses LowCost Infrastructure Data Middleware Planning ISM Optimization CRM HR Payroll Mainframe Mid range Client Server Desktops Laptops Voice Data Networks Email App Interface DataMgmt CustomerFacinge BusinessSolutions PRISM SupplyChainSystems ProcurementLogistics ManufacturingOperations OrderBillingA R A PG LReporting Middleware 15 CauseforAction 16 InformationTechnologyStrategy Exploitationofcurrentproduct customerbasethroughgeographicexpansion newservices crosssellingExtensionofthetraditionalsupplychainbeyondcurrentcustomerandsupplierbaseFormationofpartnershipsandalliancesAdoptionofnewvaluechainmodelsexploitingtoday stechnologyGlobalmanagementandmeasurementprocessesContinuouscostimprovement PossibleBusinessUnitResponse Acquisitions SharedServices Globalization e Business Continuedindustryconsolidation SupplyChainValueNets BusinessModelRevolution PaceofTechnologyChange KeyBusinessChangeDrivers Informationtechnologymustreinventitselftodevelopcapabilitiesthatdeliversubstantialbusinessvalueatthepaceoftoday sbusinessenvironment AlignandSupport AnupdatedITstrategyisnecessarytoaligntheorganizationanditsserviceofferingstobusinessunitrequirementsandoperatingmodels 17 CorporateAgenda ITStrategyAlignment 6 8 RevenueGrowth 11 ReturnonNetAssets Assumeleadershiproleindesign implementationofcustomerenabledprocessestopromotescalabilityLeveragee businesstechnologiesDevelopdataminingtechniquestoleveragecustomerinformationleadingtoincreasedsalesInstituteaprogrammanagementapproach Profitable SustainableGrowth OperationalExcellence Post MergerIntegration ContinuousdesignofnewprocessesandserviceofferingstopromotecustomerintimacyandserviceexcellenceImplementlowcosthighavailabilityinfrastructureSimplifycompanyandcustomercompliancewithregulations ContinuemigrationtoCompanyA sapplicationsRapiddeploymentofnewprocessesandtechnologiestoenablecostinitiativesRapidapplicationdevelopmentanddeployment E businessstrategy CorporateObjectives LinkingthestrategytotheCEOagendareinforcesIT scommitmenttobeahighvalueservicepartner 18 BusinessStrategy ITStrategy BusinessMission Scope Competencies Governance ITMission Architecture Competencies Governance Alignment AligntheITorganizationtomeetbusinessunitrequirementsofthenewCompanyDevelopandcommunicatetheapplicationandtechnicalarchitecturedirectionReplacethecurrenttechnical roadmap withacomprehensiveandspecificdeploymentflightplandepictingtimingforreplacingapplicationsandtechnologiesandimplementingprocess servicechangesImplementaprogrammanagementprocesstodetermineITinvestmentpriorities setITdirection TheITstrategyalignswithbusinessstrategiestodefinematchingpriorities complementarycapabilities andcompatibleorganizationdynamics ITStrategyOutcomes 19 ITStrategyApproach 20 TheITStrategyiscomprisedofanITvision strategyanddeploymentplanthatwillenablerapiddeliveryofcosteffectiveITproductsandservices GaptoClose Compe tencies Archi tecture Gover nance IT FutureState Compe tencies Archi tecture Gover nance DeploymentPlan Compe tencies Archi tecture Gover nance BusinessStrategy StrategyDevelopmentProcess ITStrategyDeliverable Syntheses ITStrategy ITVision CoreCompetencies Application Tech ArchitectureDirection SelfFundingInvestmentPlan GovernanceProcesses DeploymentStrategyandTiming Filter Prioritize CorporateStrategyBusinessUnitStrategiesBoundariesfromExecutiveCouncil AnewCIOwasbroughtintochampiontheeffortwhilebecomingtheITChangeAgent IT CurrentState 21 Asetofguidingprincipleswillallowusto rethink thecurrentwayofdoingbusinessasweprogressourstrategydevelopmentprocess TheapplicationsandtechnicalinfrastructuremustbealignedwithbusinessstrategiesandcreatesubstantialshareholdervalueITwillfocusitsenergyoncompetenciesthatareresultsdrivenandaddsignificantbusinessvalueOurgoalshouldbetodeliverprojectresultsinhalfthetimeandhalfthecost timetomarketisessential ITbudgetwillbeownedanddrivenbythebusinessfordiscretionaryprojectsTheorganizationwilladoptavirtualandcollaborativeapproachtoaddressbusinessproblemsThefuturestatewilldriveourstrategydesign howwedothingstodaymayinfluenceourfuture buttherearenosacredcowsWemustprovidesignificantgrowthopportunitiesforourpeopletoattractandretainahighlyskilledandmotivatedstaffWewillshareclear unifiedcommunicationsateverylevelledbyITLeadershipTeam 22 FourparallelworkstreamswillcontributetodevelopmentoftheITvision strategyanddeploymentplan OrganizationalEffectivenessandITAlignment EstablishtheITProgramOffice ApplicationArchitecture TechnicalArchitecture Howshouldtheorganizationbealignedtothebusinesses Whatcompetenciesshouldbedevelopedtomeetthechallengesoftoday sbusinessclimate Whatspecificapplicationsuitewillbestmeettransactionprocessingrequirements Whatplatform s ismosteffectiveforthechosenapplicationsuite Howshouldwesupportthecompany se businessrequirements WhatprocessisrequiredtoprioritizeandmanagetheITportfolio HowshouldITbestinvolveseniormanagementandthebroaderorganizationintheITprocess ITStrategyProject 23 ApplicationArchitecture 24 TheapplicationsarchitecturewillresultinanERP backbone vendorselectionandprovideguidanceanddirectionforallotherapplications AllApplications Customers Suppliers Packageselected Impactassessment Direction valueproposition DefineNeeds Overallguidingprinciples rulesapply Technical DecisionSupport CustomerRelationshipManagement EnterpriseResourcePlanning ERP SupplyChain CollaborativeComputing 25 ApplicationOptionsVendor1Vendor2Vendor3Vendor4Vendor5Vendor6TechnicalOptionsDatabasex y zOpSystemComputer ConsensuswithteamPublishapplicationarchitecturesolutionsetPublishimpactanalysis Alternatives Decision Result Theapplicationarchitectureteamisfollowingastructuredanalysisprocessthattestvendorsolutionsagainstourdecisioncriteria EvaluationCriteria 1 Hypotheses CriteriaTestQuestions 2 Analysis Leverage Synergy 3 EvaluationandDecisionMaking 4 CompileevaluationcriteriaDefine mustmeet criteriaAssigncriteriaweightings DeveloptestquestionsandhypothesesPerformoptionanalysisDevelopdecisiontree Developfactbasetotesthypotheses EvaluateresultsagainstcriteriaanddecisionframeworksAgreedecision ProjectStageGates KeyProjectCheckPoints 26 Thevendorswillbeevaluatedagainstfourpre defineddimensions eachofwhichwillbeweightedbybusinessstakeholders Investment Viability SoftwareandhardwarecostsBolt onandinterfacescostsImplementationandconversioncostsTrainingcostsFinancialstatusOrganizationalstrengthVendorcommitmentEmbeddedbase ReferencesMarketpositionCustomersupportTrainingCulturalfitImplementationresourcesImplementationRisk FunctionalRequirements SupportsprocessmanufacturingOrdertocashFinancialReportingProcessingsequenceEaseofuse Strategic Growth agilityCustomerserviceandretentionE businessCostcontainmentVendorandproductstrategy TechnicalEnvironment TechnicalarchitectureAdministrationservicesInterfacesDocumentationandvendorsupport 27 TechnicalArchitecture 28 Thetechnicalarchitectureworkstreamwilldevelopacomprehensiveenvironmenttotakeadvantageofnewtechnologiesandvalueaddedapplications OrderToCashFinancialHR Transactional PlanningForecastingOptimization SupplyChain ManufacturingQualityControlSystemManufacturingEH S Legacy DecisionSupportRailmax Windows LocalPCs IntranetDevices InternetDevices CustomerDevices OperatingEnvironments Databases Middleware Presentation Payrollexpenses OrdersInventory TBD TBD Numerous OrdersInventoryReceipts ATPTransferOrders OrdersInventoryTransactions CarriersOrders InventoryOrdersAccountsReceivables DB2 Vendor SQLServer AdaptersforERP LegacySystems DataManagement MessageManagementProducts ApplicationProgrammingInterfaces RemoteProcedureCalls RequestBrokers OperationalDataStores OrdersInventory ReferencedataJournalentries 29 tomaximizetheinformationexchangeinternallyandexternally Whatisthemostviabletechnicalplatform s forthenewApplicationportfolio Whatistheoptimalmiddlewaresolution ERPvendor supplied thirdpartyorboth HowmuchdoERPandmiddlewaresolutionsminimizetheeffortofdeveloping maintaininginterfaces Doesthenewtechnicaldirectionadequatelyaddressstandardizationofdataacrosstheenterprise Willthenewtechnicaldirectionalignwithexistingdecisionsupportandemerginge businessstrategies Whatimpactdothesearchitecturedecisionshaveoncurrenttechnicalskillsandcompetencies Whatnewdevelopertoolsandplatformswillberequiredtosupportthistechnicalstrategy Deliverables ERPTechnicalArchitectureRoadmapOutlinesthehardwareoperatingsystemanddatabaseplatformselectedforimplementingERPsolutions MiddlewareToolStrategyDefinestheconceptualmiddlewaresolutionanddetailsthemiddlewareproduct s requiredtoimplementthestrategy DecisionSupportStrategyDefinesthetechnicalsolutionrequiredtosatisfybusinessrequirementsandleveragenewrelatedtechnologiesandthecompany sITstrategy CostSavingOpportunitiesDetailscostsavingsinITinfrastructurecostsanddefinestheimpactonthestructureofITInfrastructureandSupport KeyIssues 30 EstablishtheITProgramOffice 31 Objective AreasofFocus Components ProgramandProjectManagement Communication InvolvebusinessrepresentativesPerformday to dayresourceallocationProgramandprojectmanagementIntegratewithcapitalplanningandannualbudgetingDevelopVisionStatement DevelopcriticalrulesofengagementwithrolesandresponsibilitiestogovernIT Definecommunicationaudiencesandwhattheyneedtoknow Determineaudiences communicationvehicles timingDevelopaplanDevelopaprogramtoexpandexecutiveawarenessofITinitiativesandissuesCommunicatetoallareasandgeographies Createaframeworkformanagingandallocatingfundsandresources DefineanddeployacommonportfoliomanagementframeworkDevelopmetricsfortheITportfolioDevelopaprocedureforfundsandresourceallocationIntegrateprojectapprovalprocedureswithGovernanceRevise2000budget Create workbooks thatoutlineProjectandProgrammanagementprocesses DefinemetricsReviewandadopttoolsEstablishqualityreviewsManagerisk scopeandbudgetManageissuesTrackbenefitsDevelopframeworksandchecklists Governance PortfolioManagement Theprogramofficeworkstreamwillestablishprocessesforportfoliomanagement governance communicationsandprogram projectmanagement 32 Theportfoliomanagementprocessstartswiththeoverallcorporategoalstranslatingintoportfoliosofprograms CorporateGoalsRevenueGrowthRONALowerOperatingRateHigh levelITspendtarget CFO Unit1Goals Unit2Goals Unit3Goals Goals Targets CorporateStrategiesUnit1StrategiesUnit2StrategiesUnit3Strategies Strategies Initiatives PortfoliosofPrograms ExecutiveCouncil CFO LastYear sSpend CIO GuidanceTeamAdjustments StartingPointsforITSpendbyUnit CorporatePortfolioUnit1StrategiesUnit2StrategiesUnit3Strategies 33 Thentheportfoliosareassessedbycorporate unitandguidanceteam Develop Proposals PortfolioMgmt Discussion DraftPortfolio ProgramProposalOne ProgramProposalTwo ProgramProposalThree Corporate Mandated LevelPortfolioProcesses UnitLevelPortfolioProcesses Programstopursue Rationalize Portfolios Lookfor SynergiesTimingResource CostConstraints Corporate Unit2 Unit1 UnitLeadership CIO ITLT OverallPortfolio GuidanceTeam Portfolioswillbereassessedquarterly Programstohold Develop Proposals PortfolioMgmt Di