Допустим, организация пришла к выводу, что у нее на данный момент 3 ключевых бизнес-цели (номера целей приведены по CobiT):
02. Портфель конкурентоспособных товаров и услуг.
10. Оптимизация затрат на предоставление услуг.
12. Оптимизация затрат бизнес-процессов.
Определим набор соответствующих ИТ целей с помощью таблицы:
На скане видно не очень хорошо, но слева указано сколько каждая ИТ целей пересекалась с заданными тремя бизнес-целями (от нуля до двух, такой ИТ цели, которая бы поддерживала все три бизнес-цели сразу, не оказалось).
Итак, в результате мы имеем три ИТ цели (05, 06 и 11) с весом два и 6 ИТ целей (01, 04, 07, 09, 12 и 17) с весом в 1.
Перейдем к таблице соответствующих ИТ целям процессов:
Справа выписано количество соответствующих пересечений с учетом веса той или иной ИТ цели.
Итак, у нас определились три явных фаворита - ИТ процесса:
EDM02 Обеспечение получения выгоды - 7 баллов
APO04 Управление инновациями - 6 баллов
APO01 Управление подходом к управлению ИТ - 5 баллов
Дальше 8 процессов набрали по 4 балла, понятно, что так распылять свои усилия мы уже не сможем. (Интересно, кстати, посмотреть на процессы - аутсайдеры, который набрали по одному баллу, это именно то, на что нам следует обращать внимание в последнюю очередь).
Посмотрим на эти процессы более подробно.
EDM02 - это процесс из области руководства
EDM02 Ensure Benefits Delivery
Process Description:
Optimise the value contribution to the business from the business processes, IT services and IT assets resulting from investments made by IT at acceptable costs.
Process Purpose Statement
Secure optimal value from IT-enabled initiatives, services and assets; cost-efficient delivery of solutions and services; and a reliable and accurate picture of costs and likely benefits so that business needs are supported effectively and efficiently.
Следующие два - уже из области управления:
APO04 Manage Innovation
Process Description
Maintain an awareness of information technology and related service trends, identify innovation opportunities, and plan how to benefit from innovation in relation to business needs. Analyse what opportunities for business innovation or improvement can be created by emerging technologies, services or IT-enabled business innovation, as well as through existing established technologies and by business and IT process innovation. Influence strategic planning and enterprise architecture decisions.
Process Purpose Statement
Achieve competitive advantage, business innovation, and improved operational effectiveness and efficiency by exploiting information technology developments.
APO01 Manage the IT Management Framework
Process Description:
Clarify and maintain the governance of enterprise IT mission and vision. Implement and maintain mechanisms and authorities to manage information and the use of IT in the enterprise in support of governance objectives in line with guiding principles and policies.
Process Purpose Statement
Provide a consistent management approach to enable the enterprise governance requirements to be met, covering management processes, organisational structures, roles and responsibilities, reliable and repeatable activities, and skills and competencies.
Вывод:
В нашем случае, ИТ стратегия должна как минимум в себя включать план запуска этих трех процессов, с четким указанием того, кто за эти процессы в дальнейшем будет отвечать.
PS
Если кто не особо силен в процессном управлении и интересуется, что же конкретно нужно будет делать :), то вот список активностей из первого процесса:
1. Understand stakeholder requirements; strategic IT issues, such as dependence on IT; and technology insights and capabilities regarding the actual and potential significance of IT for the enterprise’s strategy.
2. Understand the key elements of governance required for the reliable, secure and cost-effective delivery of optimal value from the use of existing and new IT services, assets and resources.
3. Understand and regularly discuss the opportunities that could arise from enterprise change enabled by current, new or emerging technologies, and optimise the value created from those opportunities.
4. Understand what constitutes value for the enterprise, and consider how well it is communicated, understood and applied throughout the enterprise’s processes.
5. Evaluate how effectively the enterprise and IT strategies have been integrated and aligned within the enterprise and with enterprise goals for delivering value.
6. Understand and consider how effective current roles, responsibilities, accountabilities and decision-making bodies are in ensuring value creation from IT-enabled investments, services and assets.
7. Consider how well the management of IT-enabled investments, services and assets aligns with enterprise value management and financial management practices.
8. Evaluate the portfolio of investments, services and assets for alignment with the enterprise’s strategic objectives; enterprise worth, both financial and non-financial; risk, both delivery risk and benefits risk; business process alignment; effectiveness in terms of usability, availability and responsiveness; and efficiency in terms of cost, redundancy and technical health.
1. Define and communicate portfolio and investment types, categories, criteria and relative weightings to the criteria to allow for overall relative value scores.
2. Define requirements for stage-gates and other reviews for significance of the investment to the enterprise and associated risk, programme schedules, funding plans, and the delivery of key capabilities and benefits and ongoing contribution to value.
3. Direct management to consider potential innovative uses of IT that enable the enterprise to respond to new opportunities or challenges, undertake new business, increase competitiveness, or improve processes.
4. Direct any required changes in assignment of accountabilities and responsibilities for executing the investment portfolio and delivering value from business processes and services.
5. Define and communicate enterprise-level value delivery goals and outcome measures to enable effective monitoring.
6. Direct any required changes to the portfolio of investments and services to realign with current and expected enterprise objectives and/or constraints.
7. Recommend consideration of potential innovations, organisational changes or operational improvements that could drive increased value for the enterprise from IT-enabled initiatives
1. Define a balanced set of performance objectives, metrics, targets and benchmarks. Metrics should cover activity and outcome measures, including lead and lag indicators for outcomes, as well as an appropriate balance of financial and non-financial measures. Review and agree on them with the
IT and other business functions, and other relevant stakeholders.
2. Collect relevant, timely, complete, credible and accurate data to report on progress in delivering value against targets. Obtain a succinct, high-level, all-around view of portfolio, programme and IT (technical and operational capabilities) performance that supports decision making, and ensure that
expected results are being achieved.
3. Obtain regular and relevant portfolio, programme and IT (technological and functional) performance reports. Review the enterprise’s progress towards identified goals and the extent to which planned objectives have been achieved, deliverables obtained, performance targets met and
risk mitigated.
4. Upon review of reports, take appropriate management action as required to ensure that value is optimised.
5. Upon review of reports, ensure that appropriate management corrective action is initiated and controlled.
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