Treasury Board of Canada
Secretariat
Secrétariat du Conseil du Trésor
du Canada
Chief Information Officer Branch
Welcome
to the EMF Fall’ 99 Symposium
Managing IM/IT for Results
“Partnering to Make IT Happen”
November 22, 1999
Agenda for the Day

Update on the Enhanced Management
Framework for IM/IT

Implementing IM/IT investment management
process - Lessons Learned

Break

Using Measurement to Manage

Lunch

Keynote Address: The Management Board
and Its Strategic Priorities

Awards
Why effective management of
IM/IT for results?

Aligning IM/IT with business strategies &
plans

Maximizing return on IM/IT investments

Minimizing risks

Ensuring IM/IT projects are completed on
time, on budget and deliver expected
benefits
What’s the track record?
1998
26%
1996
27%
1994
16%
0%
28%
46%
40%
33%
31%
20%
53%
40%
60%
Succeed
Failed
Challenged
Source: Standish Group 1998
80%
100%
 Government’s track
record is consistent
with industry
 IT is a relatively new
discipline
 Performance is
improving by applying
lessons learned
 Increasingly
management issue not
just a technology
issue
 Historical information
is more readily
available
 Best practices are
evolving
The CHAOS Top Areas for
Improvement

Business Alignment

User Involvement
20 Points

Executive Support
15 Points

Clear Business Objectives
15 Points

Ownership
5 Points
-------------55 points
Source: Standish Group 1998
The CHAOS Top Areas for
Improvement (…cont’d)

Project Management

Experienced Project Manager
15 Points

Reliable Estimates
15 Points

Small Milestones
10 Points

Firm Basic Requirements
5 Points

Competent Staff
5 Points

Proper Planning
5 Points
------------
55 points
Source: Standish Group 1998
ENHANCED MANAGEMENT FRAMEWORK FOR IM/IT
CORPORATE DISCIPLINES
IM/IT ALIGNMENT TO BUSINESS
Portfolio
Management
Business
Strategy
Business
Case
•
•
•
•
Select
Prioritize
Resource
Ongoing Review
and Integrated
Management
ACCOUNTABILITY
Project
Charter
IM/IT
Strategy
Human
Resources
Strategy
Finance
Strategy
Asset
Management
Strategy
Business
IM/IT
Project
Management
Disciplines
• Planning
• Tracking and
Oversight
• Requirements
Management
• Configuration
Management
• Contract
Management
• Quality Assurance
• etc.
R
R II S
SK
K M
MA
AN
NA
AG
GE
EM
ME
EN
NT
T
PERFORMANCE MANAGEMENT
Best Practices, Methods, Tools, Education, Advice and Support
www.cio-dpi.gc.ca/emf-cag/index_e.asp
Business
Strategy
Portfolio
Management
ENHANCED MANAGEMENT FRAMEWORK FOR IM/IT
IM/IT ALIGNMENT TO BUSINESS
Business
Case
IM/IT
Strategy
CORPORATE DISCIPLINES
•Select
•Prioritize
ACCOUNTABILITY
•Resource
•Ongoing Review and
Integrated
Management
Project
Charter
Human
Resources
Strategy
Finance
Strategy
Asset
Management
Strategy
R
E
Business
IM/IT
R II S
SK
K M
MA
AN
NA
AG
G
EM
ME
EN
NT
T
PERFORMANCE MANAGEMENT
Best Practices, Methods, Tools, Education, Advice and Support
www.cio-dpi.gc.ca/emf-cag/index_e.asp
ENHANCED MANAGEMENT FRAMEWORK FOR IM/IT
CORPORATE DISCIPLINES
IM/IT ALIGNMENT TO BUSINESS
Portfolio
Management
Business
Strategy
Business
Case
•
•
•
•
Select
Prioritize
Resource
Ongoing Review
and Integrated
Management
ACCOUNTABILITY
Project
Charter
IM/IT
Strategy
Human
Resources
Strategy
Business
IM/IT
Project
Management
Disciplines
• Planning
• Tracking and
Oversight
• Requirements
Management
• Configuration
Management
• Contract
Management
• Quality Assurance
• etc.
PERFORMANCE MANAGEMENT
Finance
Strategy
Asset
Management
Strategy
Best Practices, Methods, Tools, Education, Advice and Support
www.cio-dpi.gc.ca/emf-cag/index_e.asp
Performance Management

How is IM/IT aligning with strategic, client and
internal business needs and plans?

How is IM/IT supporting the delivery and
effectiveness of the department’s programs?

To manage IT, we have to measure IT

There is no one “best” approach to IT performance
management

Top management ownership and involvement is a
critical success factor
How do we implement EMF?
Procurement, Project, Materiel
& Risk Management, TBS
Institute,
PWGSC
CCMD
OAG
IM/IT Community
Renewal, CIOB
EMF
Implementation
Council &
Special Interest
Groups
Other External:
SEI, SPIN, IEEE
etc.
Information
Policy, CIOB
Portfolio
Management, CIOB
How do you make IT Happen in your
Department?
Business
Lines
Corporate
Finance
Corporate
Planning
CIO /
Head of IT
Corporate
IM/IT Planning
Internal
Audit
Key Success Factors

Senior management commitment &
participation

Commitment & participation of key
partners

Resourcing

Investment in people and processes not
just technology

Long-term view of continuous
improvement

Discipline ….. Back to the basics
Current Year accomplishments

16 departments shared EMF Implementation Plans and 4 updates

Evolution of the Framework

Piloted mechanisms for departments to share best
practices, lessons learned etc.

Developed and delivered IM/IT track at Project
Management Symposium

Developed Project Planning,Tracking and Oversight
processes, procedures, templates
EMF key deliverables for the next
12 months

Continue roll-out of EMF tools (e.g
Executive Project “Health Check”, Audit
Toolkit)

Deliver regular symposia and workshops on
key aspects of EMF

Use benchmark study and other tools to
measure effectiveness of the EMF

Develop and improve mechanisms for
sharing best practices

Establish a pool of experts to provide
external review function on high risk
projects