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Digital transformation journey Consulting

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Digital transformation journey Consulting

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Digital transformation journey Consulting

  1. 1. Why EA+PMO Fail? Not Following Feedback Loop well
  2. 2. One method of Enterprise Architecture Maturity Rating Maturity Levels Description Remark Level 5: Continuous Improvement EA process improvement activities should be continuously executed yearly through the formal organization of the entire enterprise and include the incentive rewarding system for the EA program Creative and continuous improvement of EA over the whole enterprise Level 4: Standardizing Enterprise- wide Enterprise initiates standardization of EA. Official EA process improvement activities should be applied to the entire enterprise Effective and efficient standardization of EA Level 3: Deploying EIA Solutions Enterprise deploys formal EA improvement program based on the EA solutions elicited for the whole enterprise incrementally Introducing EA solutions to the major parts of the enterprise Level 2: Finding EIA Solutions Enterprise needs EA and finds out practical solutions through EA pilot project using process improvement methods Finding practical IT management solution Level 1: Initial No necessary of EA and lack of IT investment management No control of IT investment
  3. 3. Enterprise PMO Maturity With EA needed
  4. 4. E. Opportunity And Solution Agile Manifesto implemented in slides attached.
  5. 5. Waterfall Agile Plan Driven Learning Driven Infrequent Communication Frequent Communication Deliver once Big design 9-12 month Big Bang Smaller delivery, business focus phases, [1-2 months] Development done in layers, presentation, persistence, business etc. Develop end to end functional slices each month which customer can see and conceptualize, developer can control rework, management can direct real value add.[like tree adjusting, water finding ways to flow] Integration at Completion of each layer Continuous integration [daily builds] Testing end of Project[functional testing] Develop and Test at End Fully automated Continuous testing [unit & functional] Test Driven Development High Cost To Change Low Cost to change Must nail down requirements upfront Expects, accommodates, changes to requirements Big design Upfront Rough Design upfront
  6. 6. Agile Vs Waterfall Individual and Interactions Working software Customer Collaboration Responding to Change Strong collaborative teams Process and Tools Comprehensive documentation Contract Negotiation Following a Plan Individual Work Packages Over Over Over Over Over
  7. 7. YOUR DIGITAL TRANSFORMATION TEAM Key Domains [What] Key People [Who] Team Focus [How] Possible Tools Customer Chief Customer Officer Customer Focused Serving officer identifying customer needs, Harness Customer network strategy Customer Strategy Competition Strategy Team Representative Strategy Team [Build Platform not just products] Competitive Value, Platform Business Model Data Key Data Owners Data Governance Board [HPL,HFL,etc..]+Enterprise Arch[Data Governance] Data Driven Decision making,Big data Exposing data's Value [Turn data into assets] Innovation [Role Playing Reps] Domain[Team Rep] + IT innovation [Architect+Program/portfolio Manager] Horizontal/Functional Scale up, Vertical Scale up, [Replication, diversification ,Integration] Value Chief Performance Officer Sector Performance Trade off Between [Good perf and sudden distribution] Value Proposition RoadMap, Disruptive Business Model
  8. 8. TOGAF Architecture Development Method ADM
  9. 9. Relationship Between Archimate Language & TOGAF ADM
  10. 10. A. Berkeley Innovation Process Design Thinking
  11. 11. A. Value Stream Analysis: TOGAF 9 Guidance
  12. 12. A.Togaf 9 Building Value proposition for Products
  13. 13. Customer Value Proposition A. Strategy Map – Classic Kaplan/NortonProductivity Strategy Operations Management Processes Supply Production Distribution Risk Management Customer Management Processes Selection Acquisition Retention Growth Innovative Processes Opportunity Identification R&D Portfolio Design / Develop Launch Regulatory and Social Processes Environment Safety and Health Employment Community Human Capital Information Capital Organisational Capital Product / Service Attributes Long-Term Shareholder Value Improve Cost Structure Increase Asset Utilisation Expand Revenue Opportunities Enhance Customer Value Growth Strategy Relationship Image Price Function Service Partnership BrandQuality Availability Selection Culture Leadership Alignment Teamwork Financial Perspective Customer Perspective Internal Perspective Learning & Growth Perspective
  14. 14. Customer Perspective Internal Perspective Learning & Growth Perspective Financial Perspective A. Strategy Map - Generic example Improve Cost Structure Increase Asset Utilisation Enhance Customer Value Expand Revenue Opportunities Price Quality Availability Selection Function Service Partnership Brand Productivity Strategy Revenue Growth Strategy Production Service Attributes Relationship Image Operations Management Processes Processes that produce and deliver products and services Customer Management Processes Processes that enhance customer value Innovative Processes Processes that create new products and services Regulatory and Social Processes Processes that improve communities and the environment Human Capital Skills Training Knowledge Information Capital Systems Databases Networks Organisational Capital Skills / Training Knowledge Teamwork Sustained Shareholder Value + + Customer Value Proposition Vision: Leading with inspiration and courage, passionate about future possibility and change Mission: Managing with greatness and strength, improving everything daily
  15. 15. A. Simple Example with ‘Strategic Themes’ Customer Perspective Internal Perspective Capacity, Learning & Growth Perspective Customer Intimacy Technology Driven Operational Excellence Financial Perspective Increase Shareholder Value Improve position in Defined Markets Increase Profitability Increase Revenue Streams Improve Advisor Position Increase Added Value Improve Flexible Solutions Improve Repeat Business Rate Increase Knowledge Base Usage Strengthen 3rd Party Relationships Improve Integrated Business Processes Improve Resourcing Services Improve Cost Management Improve Solution Processes Enhance Relationship Skills Improve Industry Knowledge Improve Solution Management Improve Operational Mgmt Skills Enhance Career Planning
  16. 16. B & H Barriers to adoption • Too complex and require too much input data • Inadequate treatment of risk • Failure to recognize interrelationships • No framework for organizing techniques within an easily useable and flexible process • No consensus on which techniques are most effective
  17. 17. Design Thinking in EA Cultural Considerations Cross Cultural Management Tools: 1. Ethnographic interviews 2. Empathy Map Focused Architecture. 3. Value Stream Analysis tied to Cultural Ethics. 4. Product Minic Cultural aspect of customer pain relivers & provide Gain Creators. 5. Story Framework Of Design Thinking
  18. 18. Change Management Framework for Digital Transformation SFIA LEVELs for digital Transformation Mapping
  19. 19. H. Managing Change : Changing Skills
  20. 20. • Change management focuses on the ‘people side’ of organizational change • Change management involves both an individual and an organizational perspective • Change management requires action and involvement by leaders and managers throughout the organization • Change management and project management are both tools that support project benefit realization –project management is the ‘technical’ side and change management is the ‘people’ side • Change management is most effective when it is launched at the beginning of a project and integrated into the project activities • 5 Elements of ADKAR include: awareness, desire, knowledge, ability and reinforcement. • ADKAR describes the building blocks and sequence for successful change • There are 10 steps for managing resistance to change –this is the Desire component of ADKAR
  21. 21. Money tied to Real Transformation Skills
  22. 22. Un-Jungle Remove Skill Chaos to Framework
  23. 23. G. Manage Digital Transformation Problems Area Response Problem Addressed Delivery methods Program management, change management disciplines Coordinating and marshalling project-based activity Governance Project portfolio management Investment oversight Functions Steering Committees, PMOs Driving cross functional integration Structure Matrix organisations, skunk works, project based organisations (PBOs) Managing both dynamic and static contexts Roles Project managers, change business owners, sponsors, etc Performing project activity Standards PMBOK, Prince2, MSP, P3M3, etc Improving predictability and performance Maturity models OPM3, PMMM, CMMM-I, etc Making change business as usual
  24. 24. G. Strategic alignment measures 0 5 10 15 20 25 30 35 Customer Score Cost Score Cross Sell Score Revenue Score Employee Score Strategic Priorities Project A Project B
  25. 25. D. Technology Architecture • Technology Architecture Maturity Template Attached with presentation. • TOGAF_9_Template_-_Technology_Portfolio_Catalog • TOGAF9-Tool Selection Criteria-CSQ_sent • Work_Digital-Maturity-Assessment- Tool • Enterprise Architecture Score Card
  26. 26. Strategic Alignment of IT & EA Governance
  27. 27. 1. Current Architecture [ Workflows & EAI , Database CRUD logic,] 2. Transient Architecture [ Transitional Architecture ] 3. Target Architecture [ Block Chain Architecture ] 4. Evolutionary Architecture 1. Unstandardized Architecture [ Pharma supply chain]  Standardized Architecture 2. Standardized Architecture  [Exchange Standardized information]  Target Arch. 3. Target Architecture [ Central or decentralized Blockchain]. 4. Best Practises or Evolutionary Architecture.
  28. 28. Competitor eTom BSS Transformation
  29. 29. E. Migration Planning: Service Transition Transition To Managed Service Provider [ Decision Making and Steps SLA, OLA, policy procedure involved Template and framework] 2. EMEA Region Largest Health insurance Authority Case implementation paper using-itil-to-move-towards-cloud Attached. 3. Moving operations to managed services provider 4. https://www.slideshare.net/SandeepSharma65/bpm-digital- transformation 5. Operating Model https://www.slideshare.net/SandeepSharma65/case-study-haad- operating-model-improvement-model

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