An Integrated Management Model for Managing IM/IT Investments

Treasry Board of Canada Secrétariat d Conseil d Trésor d Canada An Integrated Management Model for Managing IM/IT Investments &$1$'$ Management of Large IT Projects OECD Expert Meeting Paris October 26 & 27, 2000 Jlia Ginley Director Enhanced Management Framework for IM/IT Treasry Board of Canada

Treasry Board of Canada Secrétariat d Conseil d Trésor d Canada Presentation Otline Government Context Challenges Response: Enhanced Management Framework for IM/IT (EMF) Strategy and Approach

Treasry Board of Canada Secrétariat d Conseil d Trésor d Canada Government Context IM/IT : a key enabler of service delivery Government of Canada invests abot $4B annally on IM/IT Canada will become the most connected contry by 2004 Committed to maximizing ROI on IM/IT investments

Treasry Board of Canada Secrétariat d Conseil d Trésor d Canada What s the track record? 1998 1996 1994 26% 27% 16% 31% 28% 40% 46% 53% 33% 0% 20% 40% 60% 80% 100% Sorce: Standish Grop 1998 Scceed Failed Challenged égovernment s track record is consistent with indstry éit is a relatively new discipline éperformance is improving by applying lessons learned éhistorical information is more readily available éincreasingly management isse not jst a technology isse ébest practices are evolving

Treasry Board of Canada Secrétariat d Conseil d Trésor d Canada Government s response Enhanced Management Framework Aimed at : Optimizing the government s overall IM/IT investments Improving the sccess rate of IM/IT projects Minimizing the risks to Bsiness and projects

Treasry Board of Canada Secrétariat d Conseil d Trésor d Canada Enhanced Management Framework for IM/IT (EMF) An integrated management model spported by: Best Practices Standards Methods & Tools Handbooks Gides Templates

Treasry Board of Canada Secrétariat d Conseil d Trésor d Canada EMF is based on for giding principles: Alignment of IM/IT investments with bsiness strategies Establishment of clear accontabilities for managing IM/IT investments Development of corporate project management disciplines Identification and management of risks on a contining basis

Treasry Board of Canada Secrétariat d Conseil d Trésor d Canada (1+$1&('0$1$*(0(17)5$0(:25.)25,0,7,0,7$/,*10(1772%86,1(66 &25325$7(',6&,3/,1(6 Bsiness Strategy IM/IT Strategy Hman Resorces Strategy Bsiness Case Portfolio Management Select Prioritize Resorce Ongoing Review and Integrated Management Bsiness IM/IT $&&2817$%,/,7< Project Charter Project Management Disciplines Planning Tracking and Oversight Reqirements Management Configration Management Contract Management Qality Assrance etc. Finance Strategy Asset Management Strategy 5,6.0$1$*(0(17. 3(5)250$1&(0$1$*(0(17 %HVW3UDFWLFHV0HWKRGV7RROV(GXFDWLRQ$GYLFHDQG6XSSRUW www.cio-dpi.gc.ca/emf/emfindex_e.html September, 1999 EMF Division, CIO Branch, TBS

Treasry Board of Canada Secrétariat d Conseil d Trésor d Canada How do we do this Government-wide? Project, Materiel & Risk Management, TBS Institte, PWGSC CCMD (0),PSOHPHQWDWLRQ &RXQFLO 6SHFLDO,QWHUHVW *URXSV Other External; SEI, SPIN, IEEE etc. OAG IT Commnity Renewal, CIOB Portfolio Management, CIOB

Treasry Board of Canada Secrétariat d Conseil d Trésor d Canada How do we do this in Departments? Bsiness Lines Corporate Planning Corporate Finance &,2 +HDGRI,7 Internal Adit Corporate IM/IT Planning

Treasry Board of Canada Secrétariat d Conseil d Trésor d Canada Key Sccess Factors Senior management commitment Commitment of key partners Resorcing Investment in people and processes not jst technology Long-term view of continos improvement

Treasry Board of Canada Secrétariat d Conseil d Trésor d Canada Examples of reslts achieved EMF widely recognized as a model by both bsiness and IM/IT More modlar/better planned projects - gating process and/or reglar check points are reqired for IM/IT projects sbject to TB approval Trning code red projects arond More effective and timely decisions to cancel, escalate or slow down or re-scope projects

Treasry Board of Canada Secrétariat d Conseil d Trésor d Canada Lessons Learned Projects shold fit within a clearly expressed strategic plan Bsiness shold be engaged right from the start Involvement and commitment of senior exectives to large initiatives shold be obtained at an early stage Clear accontability and decision-making athority shold be defined at all levels Projects shold be driven by a clear risk and opportnity assessment

Treasry Board of Canada Secrétariat d Conseil d Trésor d Canada Lessons Learned. (contd.) Projects shold be adeqately fnded Projects shold be done in small, well-scoped phases Project management and commnications shold involve fnctional and end-sers from as early as possible Appropriate logs shold be established to docment and commnicate decisions, changes, isses be monitored and measred by precise, pre-defined and negotiated reporting reqirements

Treasry Board of Canada Secrétariat d Conseil d Trésor d Canada Wrap Up Getting vale ot of IT investments reqires a strctred and disciplined approach to IT management and performance measrement!

Treasry Board of Canada Secrétariat d Conseil d Trésor d Canada For additional information: Jlia Ginley Enhanced Management Framework Division, Chief Information Officer Branch, Treasry Board of Canada (613) 957-9689 ginley.jlia@tbs-sct.gc.ca Web site : www.cio-dpi.gc.ca/emf/emfindex_e.html