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Seminar Description:
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What is to be done
when the business’s reach exceed its grasp, i.e. when the sum of identified
IT opportunities, qualified projects, and existing system development
efforts exceed the available IT resources required for their simultaneous
pursuit? This Seminar provides practical, proven methods, tools and
techniques for rigorously and methodically evaluating and ranking proposed
and existing initiatives and arranging them into a practical,
consensus-based, time-phased plan for proceeding.
Attendees learn how
to evaluate projects in a consistent manner that allows for comparison,
ranking and scheduling in a multiple-project environment. Evaluation
criteria considered include: return on investment, technological risk,
business impact and need. Techniques and tools for evaluating projects
against multiple criteria are explored, discussed and applied in practical
exercises. Attendees learn important strategies for involving a broad
cross-section of the organization in the process in order to achieve user
consensus and management commitment to resulting project prioritization.
Methods for subsequently engineering projects into an IT long range project
plan are described. Finally, attendees learn how to employ the same
techniques used for initially evaluating and ranking projects to refresh and
maintains the plan’s viability in perpetuity.
The seminar features
hands-on exercises wherein attendee results can be compared to the actual
results developed by organizations that were faced with the planning
dilemmas presented. While several different organizations’ prioritization
and planning results are presented to demonstrate the diversity and variety
of challenges and solutions possible, the two day seminar features a
recurring case study of a single organization that was faced with having to
prioritize over a hundred identified IT opportunities into a multi-year,
consensus-based IT plan. Attendees struggle with the issues that confronted
this real-life organization and learn how each prioritization, planning,
funding and process challenge was met and resolved. |
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Who Should Attend: |
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Representatives from
organizations faced with an extensive list of IT opportunities, initiatives
and projects in their development pipeline wanting to enhance the methods
they use for evaluating, maintaining, and adding new opportunities into
their IT application portfolio. |
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Representatives from
organizations engaged in IT strategic planning that are interested in adding
rigor to the ranking and prioritization steps of their planning process. |
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Prerequisites: |
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Attendees should have a
basic understanding of the nature and components of IT projects and a
familiarity with IT planning concepts and the planning process. Attendee
experience working with IT and user management on selecting and ranking
projects for implementation would be advantageous but is not mandatory. |
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Attendees should be
comfortable working/participating in small groups on tasks and in
subsequently preparing and presenting the results of small group or
individual analysis to larger audiences. |
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Attendees should be
comfortable working/participating in small groups on tasks and in
subsequently preparing and presenting the results of small group or
individual analysis to larger audiences. |
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Seminar Outline: |
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I. |
Introduction and Course Overview |
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a. |
The importance of a multi-criteria approach
to ranking IT projects |
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b. |
Introduction to the Bureau of Electricity |
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II. |
Estimating the Impact of a Project on Business Strategy |
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a. |
Presentation on estimating impact |
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b. |
Exercise 1 -- Evaluating a project's impact |
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c. |
Review of the Bureau of Electricity's
evaluation of impact |
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III. |
Using Return on Investment to Prioritize Projects |
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a. |
Techniques for estimating project cost |
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b. |
Estimating project benefits |
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c. |
Evaluating financial return |
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d. |
Exercise 2 -- Evaluating a project's financial benefit |
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e. |
Review of the Bureau of Electricity's evaluation of financial benefits |
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IV. |
Other Criteria for Ranking Projects |
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a. |
Project risk and uncertainty |
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b. |
Business need |
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c. |
Intangibles |
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Organization-specific criteria |
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V. |
Multi-Criteria-Based Prioritization of Projects |
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a. |
Creating the prioritized list of projects |
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b. |
Techniques for gaining management commitment |
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c. |
Exercise 3 -- Ranking projects using multiple criteria |
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d. |
Review of the Bureau of Electricity's ranking of projects |
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e. |
Exercise 3A -- Re-ranking projects by weighting criteria |
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VI. |
Engineering the IT Strategic Plan |
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a. |
Precedent considerations |
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b. |
Load
balancing |
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c. |
Risk
mitigation |
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d. |
Supply projects |
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e. |
Systematizing |
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f. |
Examples of systematized project plans and roadmaps |
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VII. |
Funding the Engineered Plan |
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a. |
Cost
considerations |
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b. |
Funding scenarios |
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c. |
Exercise 4 -- Evaluating alternative scenarios |
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d. |
Review of the Bureau of Electricity's scenarios |
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e. |
Exercise 5 -- Participants' development of individual action plans |
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VIII. |
Establishing the On-Going IT Strategic Planning Process |
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a. |
Handling the insertion of new projects into the plan |
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b. |
Periodic reviews and updates of the IT strategic plan |
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IX. |
Seminar Summary and Close |
