managed service presentation

All Rights Reserved. Confidential.

TitleEnterprise Change Management CapabilityA value proposition to enrich Business Information Managed Services

September 2012

[email protected] 778 554 5673

All Rights Reserved.

Confidential. Bring Energy, Think Innovation, Add Value

“Enabling an effective enterprise change management capability

increases an organization’s competitive business advantage and

protects its triple bottom line (People, Profit & Product).”

Change-management.org

Enterprise Change Management (ECM) is the practice of optimizing the end-to-end flow of trusted business information to increase customersatisfaction, gain competitive advantage and protect the bottom line.

ECM provides for five times more ROI than IT asset refresh work alone



Enterprise Change Management (ECM) proposal

This proposal identifies an exciting value proposition to develop a

unique ECM service offering to enrich business performance

capability and provide sustainable customer value.

“Resolving complex problems by making informed decisions means knowing which way up the jigsaw pieces are facing… and how they must fit together”



Information integrity is the secret to competitive business gain

Trusted business information pushed into decision maker hands improves

organizational efficiency and maintains operating cost. As a business

function, Enterprise Architecture exists to achieve this outcome.

INFORMATION = DATA + INTEGRITY



Terminology consistency check

• Information: Data validated using agreed business rules to give context and

time based value to inform decision making capability e.g. An active customer account

• Capability: The combination of people, working in collaboration with agreed

practices and toolsets to deliver customer service e.g. Managed IT Services

• Business Service – a logical grouping of customer recognizable business

functions provided in a quantifiable and measurable way e.g. Change Management

• Framework – a logical knowledge structure used to communicate interlinked

relationships and achieve high levels of quality and consistency across multiple

stakeholder perspectives. e.g. benefit management framework



Critical Success Factors: ECM Value Proposition

1. Provide best-in-class Enterprise Change Management capability

2. Mitigate the risk from changes to information flows

3. Build in-house expertise

4. Obtain sponsorship ‘buy-in’ and on-going stakeholder loyalty

5. Build brand and quality into all change products

Demonstrate quality agile delivery and market differentiation

Ensure effective implementation of business services and products

Direct suppliers towards creating buy-forward opportunities

Deliver visible knowledge transfer and sought-after services

Provide effective practices and brand recognition

What is required? How is it achieved?



key challenges in achieving a sustainable EMC

• Motivating people to showing progressive quality gains in full business

solution development at key stages not just the delivery dates

• Evolving customer demands mean managed service organizations must be

business performance focused not just a technology performance supplier.

• Many support organizations need help to unified their change management

practices and toolsets to deliver enterprise-wide value.

• There is no best in class and proven end-to-end support model that is

dominant or proven. Practical ECM delivery experience is critical to success

• Providing a change management practice to meet changing customer

needs and business outcomes is critical to sustaining ongoing simplification

Quality–driven frameworks underpin modern ECM capability offerings



EMC Value Proposition 7-step approach

1. Agree ECM capability frameworks to integrate – “kick the tires”

2. Establish branding approach to bring ECM capability to life

3. Create first generation product set for business trials

4. Review learnings and identify champions and benefit targets

5. Build ECM knowledge base and pilot with “friendly customers”

6. Review benefit satisfaction gains made with customers

7. Refine and develop product set and train staff & associates

Ideally to be run as a discreet project to ensure stakeholder collaboration and enterprise-wide knowledge sharing



The following slides outline key change

frameworks and tools that can be

included within a branded ECM

capability to enable competitive and

market differentiation.

(Further detail on these and other frameworks and their toolsets can be provided on request



A unified Enterprise Change Management capability

Enterprise Architecture

(Capability Framework)

Business Planning

(Solution Framework)

IT Asset Management

(Lifecycle framework)

Corporate Portfolio

Management

(Benefit Framework)

Business Program

Management

(Outcome Framework)

Project Management

(Asset delivery

Framework)

Transformation of

Business Management

practices to achieve

enterprise value

Business Solutions Management controls

Business change management communication

An ECM capability consists of a number of integrated frameworks and proven tools to

provide a rich customer change management experience and knowledge repository



ECM Benefit Management Framework

The Benefit Statement

The Benefit Contract

The Benefit Account

Business Change Leader

Business Delivery Manager

Business Capability Owner

Business Performance

Business Capability Lifecycle

IT Asset LifecycleV

V

V V V

V

V

VVV

Technology Performance



Discover

ECM Business Program Management Framework

What business performance challenges need addressing now to move forward?

What value is achieved from securingthe right business mandate?

What is the best business solutionAt this time to secure success?

What are the quickest ways to deliver the most benefits?

How much actual customer value has been harvested from the result?

The program management framework supports outcome driven agile delivery

Value

ViableDeliver

AssessMaturing BusinessCapability

People +Process +Tools



ECM Business Change Tools

Products 1 & 3 identify value while 2 & 4 drive action, Focus is always on capability of the business

Goal: Focus on defining outcome based value to drive the business decision case for change

BusinessCapabilityCatalogue

People, Process & tools



ECM Strategy On A Page (S.O.A.P) Template

Executive focus:

Leadership focus:

Operational focus:

A stakeholder working communication tool to gain business capability alignment



ECM Business Blueprint template (explains strategy impact as well as the strategy)

• Shares business innovation thinking to mature business functions (why).

• Separates drivers for functional maturity (what) from solution definitions (how)

• Captures business principles driving simplicity & efficiency in context to capability.

• Expresses the business value in undertaking the change journey to foster support

- Customer Impact: Value to customers

- Value impact: How to reduce operational complexity and process duplication

- Stakeholder Impact: on investors, business partners and suppliers

- Employee Impact: Operational improvements through new ways of working, roles etc.

- Performance impact: KPI/KRI functional measures for success

- Information impact: How change will improve enterprise information flows

• Communicates to stakeholders what changes will occur by doing things differently

• Aligns the impact of organization change to the enterprise benefits being stated.



ECM Business Planning Framework

Business UnitHow does it change the way we work?

Business SponsorDoes it achieve the outcome I am looking for? Other Business Users

Does it make my job more rewarding?

IT Business UnitIs it sustainable /supportable?



ECM Solution Governance Framework

Organizational

Behavior

Business

Focus

Organizational

Focus

Business

change

management

approach

Solution

Driven

Approach

Key

deliverables

Governance

Approach

Governance

body

OPTOMIZE the

business

Enterprise

Driven Value

Business unit /

Transformation

Portfolio

Management

Enterprise

Architecture

Principles, Policy

Patterns,

Strategy

Business

Operating

Models

Benefit

Realization

(Value)

Main Board

PLAN the

business

Business

Unit

Outcomes

Business

Capability

Maturity /

Simplicity

Program

Management

Solution

Architecture

Capability

maturity

blueprints &

roadmaps,

Business

Solution

Specifications,

Program

Business case

Solution

Governance

(Viability)

Business

Executives

RUN the

business

Project

Delivery

Outputs

Business

Service

Execution &

value based

reporting

Project

Management

Systems

Engineering

Project business

case. Physical

solution design,

implementation

plan

Delivery

Governance

(Doability)

Peer Quality

review group



ECM Enterprise Architecture Unified Solution Framework



Manage

Data

Analyze

Data

Model

Business Assess

Impact

Manage

Change

· Capability Based Enterprise

Planning

· Business Case Planning and

Options Identification

· Business and Technology

Blueprint

· Distributed Modeling Teams

· Knowledgebase Interaction

· Drill Down analysis

· Perspective-based analysis

· ‘So what’ Problem and Gap

Analysis

· Interactive business

Communication

· Dashboard / Scorecards

· Stakeholder Collaboration

· Publish Viewpoint Channels

· Capability Transformation

Management & Support

· Data Quality and Integrity

· Enterprise Meta-data

Configuration

· Data Sources

· Data Transformation

· Data / System Integration

· ‘What if’ options analysis

· Process Visualization

· As-Is versus To-Be Analysis

· Capability Transformation

(Business and Technology

services)

· Dependency-based impact

analysis

· Solution Governance &

capability assurance

· Version Control & Configuration

Management

· Business & Technical Support

· Education and Training

· Content Management

· Functional Control and Security

· Team management

1 Manage

information

2

Analyze

Problem

3 Model

Opportunity

4

Assess

impacts

5

Manage

change

ECM Knowledge Retention Framework

Business Unit stakeholders

What is the value and impact in doing it?

Business Sponsor

Does it achieve my outcomes?

Other Business Users

How will it make my job more rewarding?

Technology Business Unit

Is it sustainable /supportable?



ECM Vendor Performance Framework

LevelsInitiative /

Project

Business Unit /

Program

Enterprise /

Portfolio

ChampionRole to produce

product

Role to produce

product

Role to produce

product

ExpertRole to produce

product

Role to produce

product

Role to produce

product

PractitionerRole to produce

product

Role to produce

product

Role to produce

product

EmergingRole to produce

product

Role to produce

product

Role to produce

product

Service for Assistance

Responsible Contractor

Service for Performance

Accountable Consultant

Value from a solution

Value of a product

Vendor KPI Metrics = Energy Value & Innovation



ECM Business Integration Maturity Framework

Organizational Focus Business Requirement

Level 1. Technical Integration Point 2 Point dataBusiness Unit Opportunity

Information Integration Unified InformationOperational Efficiencies

Functional Integration Service OrientedBusiness Outcomes

Corporate Integration Knowledge DrivenCorporate benefit

Enterprise Integration InteroperabilityCompetitive Agility

Integration Strategy

Level 2

Level 3

Level 4

Level 5

Busi

ness

Drivers

: Ta

ctic

al to

Str

ate

gic

Moving Business Unit solutions from silo to integrated



Enterprise Business Technology platform

Business Usability

• Business function and Information portal

• Mobile access always on

Knowledge services

• Knowledge driven business services (BI, analytics etc)

• Event driven business decision making functions

Information Management

• Unified & trusted business information on demand

• Content, document & record management

Data Network

• Business Technology platform management capability

Business Performance

Gains

Technology Performance

Gains

BusinessOutcomeDriven

Delivery & Support



Recap EMC proposition 7-step approach

Ideally to be run as a discreet in-house project to ensure stakeholder collaboration and enterprise-wide knowledge sharing

1. Agree ECM capability frameworks to integrate – “kick the tires”

2. Establish branding approach to bring ECM capability to life

3. Create first generation product set for business trials

4. Review learnings and identify champions and benefit targets

5. Build ECM knowledge base and pilot with “friendly customers”

6. Review benefit satisfaction gains made with customers

7. Refine and develop product set and train staff & associates



Business efficiency = Enterprise Change Management

Collaborating with Sponsors, Change Leaders & BusinessStakeholders to drive information integration will align businessstrategies to corporate goals. By using so-what and what-ifscenario planning to prioritize business change roadmaps theresult is integrated business systems.

Architecture driven ECM capability provides a proven information sharing approach to facilitate business decision making.

Scoring Business Capability maturity ambition

• Stakeholder engagement and communication 1 4

• Building integrated business solutions 1 3

• Business outcome focused development 1 3

• Business Functional Integration. 1 3

• Business Program based delivery approach. 1 3

• Information integrity and compliance. 1 4

• Executive perceptions of capability driven value. 1 4

Maturity score today and ambition

1 = function, 2 = enable, 3= contribute, 4=Differentiate, 5= Transform

Bring Energy, Think Innovation, Add Value

Andy Parkins – Business Technology Leader

778-554-5673

Thank You



Enterprise Business Performance framework

(Add competitive advantage & customer value) Business Blueprints

To improve capability (strategy & impact)

Business Reference ModelEnterprise Change Management coordination

Business Change Portfolio(Doability of tasks & projects)

2) Informed Decision Making

1) Ongoing Benefit Harvesting

3) Outcome Driven Activities

(Push trusted information into the right hands)

(Right actions that achieve the right business gains)

People

Profit

Product

Customer Service(Internal & external)

Enterprise Simplification(O&M savings)

Operational Efficiency(Information flows)

managed service presentation

Leadership & Management

change managementframework

change projects

velocity of change

customer service

agreed business rules

titleall rights

togetherall rights

sustainable customer