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Description
CIOs have been searching for ways to measure, improve, and communicate the business value of IT for years without a lot of success. Many have implemented PMO's, hired certified project managers, and started CMMI or Six Sigma initiatives — all designed to improve their project management and project execution capabilities. But bringing IT projects in on time, on budget, and delivering all of the specified functionality hasn't necessarily led to business value and improved business outcomes. It's not simply a matter of implementing technology but of using the technology as a means to enable business and/or organizational change. The technology is providing a capability, but if that capability is not used or not used effectively, it will not produce anything of value. Business value is only obtained when IT projects are done within the context of IT-enabled business change programs.
Agenda:
- The problem with projects
- From projects to programs to portfolios
- Results chains: Draw your way to value.
- Linking capabilities to business outcomes: an example
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