Course Details
Value Management Master Class: Enterprise Governance of IT for Executives and Senior Managers
7 May 2014
Professional Development
Business Management
Victoria University Professional and Executive Development
Victoria University Professional and Executive Development
Level 2, Rutherford House, 23 Lambton Quay, Wellington City
Two Days
9:00 am - 4:30 pm
9:00 am - 4:30 pm
$1,995.00
Victoria University Staff 15% Discount Fee $1,695.75 excl GST
Victoria University Staff 15% Discount Fee $1,695.75 excl GST
Overview:
All enterprises exist to deliver value to their stakeholders. However, executives are increasingly asking if they are realising the business value from their portfolio of transformation and IT enabled investments.
IBM’s research (IBM Strategy & Change, Survey of Fortune 1000 CIO’s) highlights that organisations reported 40% of total IT spending brought no return to their organisation.
Value Management ensures that investments in assets (including IT) are governed and managed to deliver business value that enables the business strategy. (More on Value Management below).
This Master Class is for executives who have responsibility for the implementation of business strategy, and who are concerned or challenged by how best to understand, prioritise, govern, deliver and realise the business value of transformation investments to deliver on that strategy
Who should attend:
Professionals who wish to raise their knowledge and understanding of Value Management and how it relates to IT enabled investments. It is relevant to:
•Executives accountable for delivering business value from IT enabled investments (eg. sponsors of large transformation; executives responsible for strategy delivery; executives responsible for corporate governance)
•Managers and senior staff within organisations responsible for the managing of business value from IT enabled investments (eg. managers and senior staff of Value /Portfolio /Program Management Office(s); managers responsible for business cases, benefits realisation, program management).
The sort of questions that would highlight the need for an Executive to attend the Value Management Master Class
The 1 minute Quiz:
Do these situations sound familiar?
About your IT enabled investments and their benefits
•The business outcomes (and benefits) are ill-defined
•Business cases that focus on technology delivery not business change & value - investments are viewed as just IT projects
•Lack of effective business engagement & ownership
•Little effective management of the change and the benefits
About your portfolio of IT enabled investments and its governance
•Don't know how to say no to projects. Rarely stop them
•No agreed and clear criteria for how prioritisation and selection is made
•Investment decisions made by "who shouts the loudest"
•No review of the portfolio's progress and success on achieving the desired outcomes/value
•Scarce dolars and people are spread too thin to deliver results or spent on initiatives that don't demonstrate value
These are symptoms that point to the need for raising the level of value management disciplines for business cases, benefits realisation, portfolio management and governance for value.
Learning objectives:
The workshop will:
•Position the issue of creating and sustaining demonstrable value from IT as a business challenge in managing IT-enabled change
•Discuss the need to move beyond traditional views of IT governance to enterprise governance of IT—expanding the roles of the board, executive, and business stakeholders in the active realisation of business value from IT-enabled change
•Introduce the contemporary value management frameworks (such as Val IT), and demonstrate how practices can be applied to improve the effectiveness of value management, including leadership, processes, roles and responsibilities, accountability, structure, information and tools
•Facilitate with attendee the development of a road map for moving forward with value management in their organisation
•Discuss the constraints to adoption, implementation and sustainment of effective value management practices, and how to deal with them
•Discuss how overall enterprise governance, including governance of IT, needs to change to meet the rapidly changing realities of the digital economy
•Discuss opportunities for broadening and continuing the dialogue around value management.
Course format:
This highly interactive two-day workshop will consider IT governance from the perspective of value management—moving beyond a delivery-centric culture to one that is value centric, and thus beyond the traditional focus on cost containment and compliance, which, while certainly necessary, is not sufficient. Building on real world examples and case studies
More on Value Management:
All enterprises exist to deliver value to their stakeholders. However executives are increasingly asking: are we realising the business value from our portfolio of transformation and IT enabled investments?
IBM’s research (IBM Strategy & Change, Survey of Fortune 1000 CIO’s) highlights that organisations reported 40% of total IT spending brought no return to their organisation. This waste or “value leakage” is attributed largely to up-front strategic activities of aligning initiatives with business priorities, not due to “runaway projects”. Specifically the value leakage reasons are categorised as follows:
Reason category
Examples of causes for Waste/Value Leakage
Distribution of Value Leakage
Strategic
- Duplication of initiatives across the business
- Installed solutions don’t fit business need or model
53%
Structural
- Underutilised assets
- Architecture not matched to business requirements
32%
Execution
- Project re-work due to requirements misalignment
- Resource skill sets don’t meet needs
15%
Other research Shifting Focus—Shifting Results from the CIO Executive Council and Capability Management. highlights that the issues surrounding "value leakage” are still pervasive:
•20 years of improving project practices and standards have not led to improved value delivery.
•82% of business cases are designed to deliver IT assets only.
•Almost half the organisations (46%) consider their current business case a ‘destroyer’ of value.
•82% of organisations do not have a formal process to govern benefits realisation.
Fortunately there is a growing current interest in addressing the value leakage issue, and improving the management disciplines around realising business value from transformation and IT enabled investments. This is being driven by a number of factors, including:
•The aftermath of the global financial crisis, and the need to “do better/more with less!”
•The poor track record of delivering value from projects/programs
•The increased complexity of value creation, resulting in great part from the pervasive use of information technology (IT) and globalisation.
Value management as an emerging discipline aims to reconcile the different views and expectations of stakeholders as to how value is understood and managed for change initiatives. It aims to enable an enterprise to achieve the greatest progress toward its stated goals by selecting and executing investments, and managing its assets, with an affordable use of resources and an acceptable level of risk such that overall value is maximised.
Value Management ensures that investments in assets (including IT) are governed (the right choices made) and managed to deliver business value that enables the business strategy. Value Management is comprised on 3 interrelated disciplines:
•Portfolio Management—prioritising and selecting the winners in terms of the most valuable IT enabled investments to the organisation
•Benefits Realisation—understanding and actively managing the business change, and the realisation of the business benefits.
•Value Governance—establishing and maintaining the decision making and monitoring structures, processes, information, etc for the business governance of the portfolio of investments.
Further Details:
If you would like more information about this programme, please contact us on:
Ph: 64 4 463 6556 Fax: 64 4 463 6550 Email: profdev@vuw.ac.nz
Customised Workshops:
Victoria Professional and Executive Development are able to customise many of our workshops to meet specific individual or organisational requirements. Please contact us for further information.
All enterprises exist to deliver value to their stakeholders. However, executives are increasingly asking if they are realising the business value from their portfolio of transformation and IT enabled investments.
IBM’s research (IBM Strategy & Change, Survey of Fortune 1000 CIO’s) highlights that organisations reported 40% of total IT spending brought no return to their organisation.
Value Management ensures that investments in assets (including IT) are governed and managed to deliver business value that enables the business strategy. (More on Value Management below).
This Master Class is for executives who have responsibility for the implementation of business strategy, and who are concerned or challenged by how best to understand, prioritise, govern, deliver and realise the business value of transformation investments to deliver on that strategy
Who should attend:
Professionals who wish to raise their knowledge and understanding of Value Management and how it relates to IT enabled investments. It is relevant to:
•Executives accountable for delivering business value from IT enabled investments (eg. sponsors of large transformation; executives responsible for strategy delivery; executives responsible for corporate governance)
•Managers and senior staff within organisations responsible for the managing of business value from IT enabled investments (eg. managers and senior staff of Value /Portfolio /Program Management Office(s); managers responsible for business cases, benefits realisation, program management).
The sort of questions that would highlight the need for an Executive to attend the Value Management Master Class
The 1 minute Quiz:
Do these situations sound familiar?
About your IT enabled investments and their benefits
•The business outcomes (and benefits) are ill-defined
•Business cases that focus on technology delivery not business change & value - investments are viewed as just IT projects
•Lack of effective business engagement & ownership
•Little effective management of the change and the benefits
About your portfolio of IT enabled investments and its governance
•Don't know how to say no to projects. Rarely stop them
•No agreed and clear criteria for how prioritisation and selection is made
•Investment decisions made by "who shouts the loudest"
•No review of the portfolio's progress and success on achieving the desired outcomes/value
•Scarce dolars and people are spread too thin to deliver results or spent on initiatives that don't demonstrate value
These are symptoms that point to the need for raising the level of value management disciplines for business cases, benefits realisation, portfolio management and governance for value.
Learning objectives:
The workshop will:
•Position the issue of creating and sustaining demonstrable value from IT as a business challenge in managing IT-enabled change
•Discuss the need to move beyond traditional views of IT governance to enterprise governance of IT—expanding the roles of the board, executive, and business stakeholders in the active realisation of business value from IT-enabled change
•Introduce the contemporary value management frameworks (such as Val IT), and demonstrate how practices can be applied to improve the effectiveness of value management, including leadership, processes, roles and responsibilities, accountability, structure, information and tools
•Facilitate with attendee the development of a road map for moving forward with value management in their organisation
•Discuss the constraints to adoption, implementation and sustainment of effective value management practices, and how to deal with them
•Discuss how overall enterprise governance, including governance of IT, needs to change to meet the rapidly changing realities of the digital economy
•Discuss opportunities for broadening and continuing the dialogue around value management.
Course format:
This highly interactive two-day workshop will consider IT governance from the perspective of value management—moving beyond a delivery-centric culture to one that is value centric, and thus beyond the traditional focus on cost containment and compliance, which, while certainly necessary, is not sufficient. Building on real world examples and case studies
More on Value Management:
All enterprises exist to deliver value to their stakeholders. However executives are increasingly asking: are we realising the business value from our portfolio of transformation and IT enabled investments?
IBM’s research (IBM Strategy & Change, Survey of Fortune 1000 CIO’s) highlights that organisations reported 40% of total IT spending brought no return to their organisation. This waste or “value leakage” is attributed largely to up-front strategic activities of aligning initiatives with business priorities, not due to “runaway projects”. Specifically the value leakage reasons are categorised as follows:
Reason category
Examples of causes for Waste/Value Leakage
Distribution of Value Leakage
Strategic
- Duplication of initiatives across the business
- Installed solutions don’t fit business need or model
53%
Structural
- Underutilised assets
- Architecture not matched to business requirements
32%
Execution
- Project re-work due to requirements misalignment
- Resource skill sets don’t meet needs
15%
Other research Shifting Focus—Shifting Results from the CIO Executive Council and Capability Management. highlights that the issues surrounding "value leakage” are still pervasive:
•20 years of improving project practices and standards have not led to improved value delivery.
•82% of business cases are designed to deliver IT assets only.
•Almost half the organisations (46%) consider their current business case a ‘destroyer’ of value.
•82% of organisations do not have a formal process to govern benefits realisation.
Fortunately there is a growing current interest in addressing the value leakage issue, and improving the management disciplines around realising business value from transformation and IT enabled investments. This is being driven by a number of factors, including:
•The aftermath of the global financial crisis, and the need to “do better/more with less!”
•The poor track record of delivering value from projects/programs
•The increased complexity of value creation, resulting in great part from the pervasive use of information technology (IT) and globalisation.
Value management as an emerging discipline aims to reconcile the different views and expectations of stakeholders as to how value is understood and managed for change initiatives. It aims to enable an enterprise to achieve the greatest progress toward its stated goals by selecting and executing investments, and managing its assets, with an affordable use of resources and an acceptable level of risk such that overall value is maximised.
Value Management ensures that investments in assets (including IT) are governed (the right choices made) and managed to deliver business value that enables the business strategy. Value Management is comprised on 3 interrelated disciplines:
•Portfolio Management—prioritising and selecting the winners in terms of the most valuable IT enabled investments to the organisation
•Benefits Realisation—understanding and actively managing the business change, and the realisation of the business benefits.
•Value Governance—establishing and maintaining the decision making and monitoring structures, processes, information, etc for the business governance of the portfolio of investments.
Further Details:
If you would like more information about this programme, please contact us on:
Ph: 64 4 463 6556 Fax: 64 4 463 6550 Email: profdev@vuw.ac.nz
Customised Workshops:
Victoria Professional and Executive Development are able to customise many of our workshops to meet specific individual or organisational requirements. Please contact us for further information.
Teachers:
John Thorp is an internationally recognised leader in the field of value and benefits management with over 45 years' experience covering all aspects of the information management field, including technical, management and executive positions. A frequent speaker, and author of The Information Paradox, John's focus is on realizing the benefits of information technology-enabled change. John recently led the development of ISACA’s Val IT™ Enterprise Value Framework, and is also currently a member of ISO’s working group on Corporate Governance of IT.
More on John at www.thorpnet.com
Peter Harrison leads the Value Management competency within IBM Australia. With over 15 years experience in assisting organisations to realise the value from their business change and IT enabled transformation investments, Peter has worked with senior executives in both public and private sector organisations to define and implement change for value governance, portfolio management and benefits realisation. Peter is a frequent trainer, writer and speaker on value management; a member of the ISACA Val IT Steering Committee; and a member of the ISACA COBIT 5 development Task Force.
More on Peter at: www.linkedin.com/profile/view?id=2794113&trk=tab_pro
John Thorp is an internationally recognised leader in the field of value and benefits management with over 45 years' experience covering all aspects of the information management field, including technical, management and executive positions. A frequent speaker, and author of The Information Paradox, John's focus is on realizing the benefits of information technology-enabled change. John recently led the development of ISACA’s Val IT™ Enterprise Value Framework, and is also currently a member of ISO’s working group on Corporate Governance of IT.
More on John at www.thorpnet.com
Peter Harrison leads the Value Management competency within IBM Australia. With over 15 years experience in assisting organisations to realise the value from their business change and IT enabled transformation investments, Peter has worked with senior executives in both public and private sector organisations to define and implement change for value governance, portfolio management and benefits realisation. Peter is a frequent trainer, writer and speaker on value management; a member of the ISACA Val IT Steering Committee; and a member of the ISACA COBIT 5 development Task Force.
More on Peter at: www.linkedin.com/profile/view?id=2794113&trk=tab_pro