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【正文】 CIO / Guidance Team Adjustments Starting Points for IT Spend by Unit Corporate Portfolio ? Unit1 Strategies ? Unit2 Strategies ? Unit3 Strategies Then the portfolios are assessed by corporate, unit and guidance team Develop ―Proposals‖ Portfolio Mgmt. / Discussion Draft Portfolio Program Proposal One Program Proposal Two Program Proposal Three Ina de qu ate orm issingInc reas einv estm entpr ior ityM on itorinv estm entag ai ns t de s iredbu sine ss v al ueB u sin essV alu eP r ovid edb y E xis tin gS y ste mF u n ct ion a l A d e q u a cyR edu ceinv estm entpr ior ityA de qu ate f orsho r t t ermA de qu ate f orlon g t er mB illingP r ic in gP R I S MC A R SG S IA I ML E A SL O G S P lu sO P I MS A P I SJD E G /LS ys tem do es no tm eet va lue ba s edre qu ire m ent sS ys tem m eetsva lue ba sedre qu ire m ent sCorporate (Mandated) Level Portfolio Processes Unit Level Portfolio Processes Programs to pursue ―Rationalize‖ Portfolios Look for: ? Synergies ? Timing ? Resource / Cost Constraints Corporate Unit2 Unit1 Unit Leadership CIO, ITLT Overall Portfolio Guidance Team Portfolios will be reassessed quarterly Programs to hold Develop ―Proposals‖ Portfolio Mgmt. / Discussion Draft Portfolio Program Proposal One Program Proposal Two Program Proposal Three Ina de qu ate orm issingInc reas einv estm entpr ior ityM on itorinv estm entag ai ns t de s iredbu sine ss v al ueB u sin essV alu eP r ovid edb y E xis tin gS y ste mF u n ct ion a l A d e q u a cyR edu ceinv estm entpr ior ityA de qu ate f orsho r t t ermA de qu ate f orlon g t er mB illingP r ic in gP R I S MC A R SG S IA I ML E A SL O G S P lu sO P I MS A P I SJD E G /LS ys tem do es no tm eet va lue ba s edre qu ire m ent sS ys tem m eetsva lue ba sedre qu ire m ent sPrograms to pursue Programs to hold MD 1 Workplan Activity Task 1 Task 1 Task 1 Task 1 Q1 Q2 Q3 Q4 Once portfolio decisions are made, detailed program planning and tracking processes will follow Program Risk Management Top 10 Program Risks as of 06/24 ? Organization announcement timing still unclear ? IT requirements not fully understood ? No plans to address cultural misalignment ? Success of munication not currently planned to be measured Illustrative Initiative Status Management Size = $ Saved 6 12 18 Green Yellow Red Risk Time to Complete Implementation Initiative Current Quarter Cum. Qrtly. Breakdown Jan. Feb. Mar. 4Q97 1Q98 2Q98 Program Achievement Implementation Communication Workplan Organizational Effectiveness and IT Alignment Leading Practice Assessment Capability Assessment Future State Organization Design A valuebased anization is designed around core petencies, which consist of processes and capabilities that deliver value to the business ? Support and design cost effective and value adding business processes ? Provide tools and technologies that give the business a petitive edge (. Ebusiness offerings) ? Deliver business solutions rapidly half the time at half the cost ? Provide information and tools for better and faster decision making ? Manage cost effective infrastructure service that match the needs of businesses IT Core Competency/ Value Added ? Develop Vision and Strategy ? Design Products ? Manage Improvement Change ? Manage HR and Relationships ? Administration Support ? Applications Development ? Communications ? Client/ End User Support ? Data Management ? Electronic Collaboration ? Output Distribution Mgmt. ? Packaged Solutions ? Predelivery Planning Alignment ? Systems Management ? Manage Financial Physical Resources Capabilities ? Strategy and Value Realization ? Governance Program Management ? IT Alignment and Organization Effectiveness ? Project Management ? BU Service and Support ? Portfolio Management ? Data Management ? Technical Infrastructure ? Vendor Relationships ? Performance Metrics ? Financial Management Processes The IT anization model represents the means for delivering services and solutions Customer Relationships Demand Management Order Fulfillment Manufacturing Procurement Business Unit A Enterprisewide Processes Business Unit B Business Unit C Business Unit D Summary ? Increase revenue from existing and new customers ? Quicker realization of Return on Investment for future acquisitions Tangible Benefits ? Reduce functional and business costs ? Decrease IT support costs ? Increase accuracy of invoices ? Improve customer retention — Customized service — Accurate and uptodate order information — Decrease order cycle times ? Decrease administration costs due to self service nature of webbased systems Strategic Imperative Implementation of the IT plan will provide substantial bottom line benefits while enabling the pany to achieve its strategic imperatives ? Lower incremental cost to serve the next customer ? Product releases will increase scalability and technical innovation Intangible Benefits ? Implement Class A MRP II practices more rapidly and wit
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