MGLIIC_2024_WST_05_SelectedTopics (2).pdf

Selected Topics Project Management, Data Governance, Business drives IT, New way of work Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 1 — Project Management 1 Project Management Projects, Programs, Change Management,.... Dr....

Selected Topics Project Management, Data Governance, Business drives IT, New way of work Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 1 — Project Management 1 Project Management Projects, Programs, Change Management,.... Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 1 — Project Management 2  Hard Soft Facts Facts https://www.projekt-atlas.de/ Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 1 — Project Management 3  Project Management “Black Swans” Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 1 — Project Management 4  Program, Project, Portfolio, Multiproject Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 1 — Project Management 5  RACI Matrix Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 1 — Project Management 6  RACI Interpretation Responsible: A role or a speci c sta member is responsible for the implementation of an activity. Accountable: A role or a speci c employee is accountable in a commercial and/or legal sense. Consulted: A role or speci c employee who should be consulted about an activity because he or she has information, knowledge or experience that is important to the implementation of the activity or realisation of a result. Informed: A role or a speci c employee who should be informed about an activity. Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 1 — Project Management 7 fi fi fi fi ff  Meeting schedule — Communication plan Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 1 — Project Management 8  Project meeting schedule Jan Feb Mar Apr May Jun Jul Strategic Level Steering Committee Customer Meeting Operative Level Written Status Report Status Meeting Lorem Ipsum Work Dolor Meeting Organized by Project Members Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 1 — Project Management 9  Determine goals and participants of meetings Example Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 1 — Project Management 10  Status report and milestone trend analysis Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 1 — Project Management 11  Project Management Templates Status report Use templates Short one page status report Use Tra c Lights No detailed solutions Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 1 — Project Management 12 ffi  Prince2 — Example for a standard in Project Management Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 1 — Project Management 13  Prince2 Best practice —— a standardised approach for project management PRINCE2 summarizes the experience of 25+ years of project management A best-practice approach tested in practice It can be applied to small, medium and very large projects. Minimum are three roles: Customer or client, supplier and project manager. Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 1 — Project Management 14  Prince2 7 principles that guide the application of the framework 1. Continued Business Justi cation: The project that it remains aligned with its objectives and allows must be aligned with the business objectives and for e ective monitoring and control. must provide value throughout the project's lifecycle. The business case should be reviewed and 5. Manage by Exception: The project board must set updated regularly to ensure its validity. clear tolerances for time, cost, quality, scope, risk, and bene t, and only intervene when these 2. Learn from Experience: The project team must tolerances are exceeded. learn from past experience, both within the organization and from other projects, and use this to 6. Focus on Products: The project must focus on the inform their decisions and actions. delivery of products, with a clear understanding of the quality requirements and acceptance criteria for 3. De ned Roles and Responsibilities: The project each product. team must have clearly de ned roles and responsibilities, with a clear understanding of their 7. Tailor to Suit the Project Environment: The authority and accountability. Prince2 framework should be tailored to suit the needs of the project, taking into account factors 4. Manage by Stages: The project must be divided such as project size, complexity, and organizational into manageable stages, each with a set of culture. objectives and deliverables. This helps to ensure Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 1 — Project Management 15 fi ff fi fi fi  Prince2 7 themes for a comprehensive and exible approach 1. Business Case: Focus on justifying the 5. Risk: Identify and analyze potential risks project's investment by identifying the and de ne strategies to mitigate or expected bene ts and the costs involved. respond to them. 2. Organization: De ne the roles and 6. Change: Provide guidance on how responsibilities of the project team and changes to the project scope, timelines, or other stakeholders, as well as the reporting budget will be identi ed, assessed, and and communication channels. managed. 3. Quality: Outline the quality expectations 7. Progress: De ne how project progress will for the project deliverables and how they be monitored and reported, including the will be measured and veri ed. use of performance indicators and regular reviews.” 4. Plans: Create a detailed project plan, including timelines, resources, and budgets. Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 1 — Project Management 16 fi fi fi fi fi fi fl  Prince2 7 processes helping to ensure project success 1. Starting up a Project: is focused on ensuring that monitoring progress, reporting on performance, the project has a clear and agreed upon and making adjustments as necessary. understanding of the scope, objectives, and stakeholders. It includes the creation of a 5. Managing Product Delivery: is focused on business case and initial project plan. ensuring that the project's products are delivered to the required quality, on time, and within budget. 2. Directing a Project: is focused on the overall It includes the creation of product descriptions management of the project and includes the and acceptance criteria. authorization of work, approval of key deliverables, and the management of risks and 6. Managing Stage Boundaries: ensures that each issues. stage of the project is completed successfully and provides a review of the completed work, ensuring 3. Initiating a Project: builds on the work completed that the project remains aligned with its in the “starting up a project” process and involves objectives. the creation of a detailed project plan, including budgets, timelines, and resource requirements. 7. Closing a Project: involves the nal review of the project, including a review of the bene ts 4. Controlling a Stage: involves the management of achieved, the completion of any outstanding individual stages of the project, including work, and the formal closure of the project.” Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 1 — Project Management 17 fi fi  1. Project description 2. Project management document Prince2 3. 4. Business Case Con guration data set 5. Con guration management strategy 26 management products (documents) 6. Project plan (product structure plan, team plan, phase plan) 7. Work package Creation of all 26 management products 8. Communication management strategy 9. Product description (documents) is not always useful. 10. Quality management strategy 11. Quality list An adaptation to the own project 12. Risk management strategy 13. Risk list environment is always recommended. 14. Project status report 15. Product status report 16. Team Status Report Not doing this generates the risk of 17. Exception Report project management overhead. 18. Speci cation Deviation 19. Phase completion report 20. Project Diary Good sense of proportion and 21. List of Open Items 22. Open points report pragmatism is required. 23. Project completion report 24. Field report 25. Experience Report 26. Bene t Revision Plan Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 1 — Project Management 18 fi fi fi fi  Intercultural Management Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 1 — Project Management 19  The Culture Map (Erin Meyer) -1 Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 1 — Project Management 20  The Culture Map (Erin Meyer) -2 Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 1 — Project Management 21  The Culture Map (Erin Meyer) -3 Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 1 — Project Management 22  Intercultural Management 8 dimensions (Erin Meyer) Evaluate where each culture lies on each axis. Ask yourself: On what axes are these cultures similar? Where are they furthest apart? In order to mitigate the frustration caused by cultural di erences, focus your attention on the axes that lie furthest apart. Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 1 — Project Management 23 ff  Stakeholder Management Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 1 — Project Management 24 Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 1 — Project Management 25  Stakeholder Map Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 1 — Project Management 26  Organizational Change Management Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 1 — Project Management 27  Change Management Overcome natural Resistance Organizational change is always di cult to manage owing to the natural resistance it encounters. Employees, managers, and executives typically confront transformation initiatives and often need time to adjust. Mergers, acquisitions, and other organizational changes can bene t from a change model, which helps all parties deal with transformation e ectively. It is important that everyone understands the reason for change, as the natural reaction of employees to change is to resist Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 1 — Project Management 28 ffi ff fi  ADKAR Change Management Model D A Desire Ability A K R Awareness Knowledge Reinforcement Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 1 — Project Management 29  ADKAR Awareness, Desire, Knowledge, Ability, Reinforcement ADKAR outlines the ve key outcomes that individuals must achieve in order to successfully adopt a new change: Awareness: The individual must be aware of the need for change and understand the reasons behind it. Desire: The individual must have a desire or motivation to support the change and be willing to engage with it. Knowledge: The individual must have the knowledge and skills required to make the change successfully. Ability: The individual must have the ability to implement the change in their work or personal life. Reinforcement: The individual must receive reinforcement and support to sustain the change over time. Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 1 — Project Management 30 fi  Change in two Dimensions Organization and People (Employees) PEOPLE SIDE Awareness Desire Knowledge Ability Reinforcement A D K A R SUCCESSFUL CHANGE Business need Concept & design Implementation Post implementation ORGANIZATIONAL SIDE (PHASES OF A CHANGE PROJECT) Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 1 — Project Management 31  Preparing for Change assesses the current state and prepares for the transition Phase 1 Preparing for change Assessing the Creating a change Define your change Sizing the change management strategy organization management strategy Prepare your change management team Assessing team Preparing the change Develop your sponsorship model Acquiring resources competencies management team Phase 2 – Managing change Developing sponsor Develop change management plans Identifying sponsors Assessing sponsor models and enabling and stakeholders competencies sponsors Take action and implement plans Phase 3 – Reinforcing change Outputs: Collect and analyze feedback Sizing the change profile Organizational attributes profile Diagnose gaps and manage readiness Change management strategy guidelines Change management team structure www.change-management.com Implement actions and celebrate successes Sponsor structure and responsibilities Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 1 — Project Management 32  Managing Change can be linked to the transition phase Phase 1 Preparing for change Define your change management strategy Prepare your change Desired outcomes management team Awareness Develop your sponsorship model Organizational attributes Change characteristics Desire Phase 2 Managing change A Develop change management plans D Customized Knowledge activity K design Take action and implement plans A Ability R Phase 3 Reinforcing change Collect and analyze feedback Reinforcement Diagnose gaps and manage readiness Implement actions and celebrate successes Outputs: Readiness management plan Communications plan Sponsor roadmap www.change-management.com Supervisory coaching plan Project team activities Training plan Master schedule Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 1 — Project Management 33  Reinforcing Change provides a framework for assessing and reinforcing progress within the future state Phase 1 Preparing for change Define your change management strategy Prepare your change management team Develop your sponsorship model Phase 2 – Managing change Develop change management plans Take action and implement plans Assessing Auditing compliance effectiveness Analyzing change Listening to employees with of new new processes, processes, management and gathering feedback systems and roles effectiveness Phase 3 – Reinforcing change Collect and analyze feedback Identifying Identifying root root causes causes Enabling sponsors and Developing action Developing corrective plans and to related pockets of readiness coaches to manage action plans Diagnose gaps and manage readiness resistance resistance readiness Implement actions and celebrate successes Celebrating early Conducting “After action Implementing action corrective plans successes and reviews” and www.change-management.com action reinforcing the change transferring ownership Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 1 — Project Management 34  ADKAR Change Management Model D A Desire Ability A K R Awareness Knowledge Reinforcement Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 1 — Project Management 35 Data Governance Data Management, Master Data, Metadata……. Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 2 — Data Governance 36  Data Governance ….in 5 sec Data governance is …the framework for how people behave and make decisions about data No precise de nition, but evolving understanding and usage Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 2 — Data Governance 37 fi  Data Governance Framework Data Strategy Creating a data strategy is the critical rst step for establishing a data governance framework. Data strategy refers to high-level operating standards and requirements around data — also re ective of the culture within an organization, e.g: Will you be trusting internal users, or will you be more restrictive? Will you collect as much data as possible, or will you be more restrictive? …. Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 2 — Data Governance 38 fl fi  Data Governance Framework Data Policy A data governance policy outlines the data management expectations, responsibilities, procedures, and goals of individuals and teams. Examples of content: internal and external data sharing, regulatory compliance, data storage requirements, Deloitte data quality, etc. Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 2 — Data Governance 39  Data Governance Framework Data Processes Establishing critical processes for data management is essential. These processes address: Data sharing Data Quality Monitoring Testing Deloitte Data Tracking Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 2 — Data Governance 40  Data Governance Framework Data Standards Data standards de ne the overall approach for ensuring conformance to the data policy. Examples of data standards include data modeling standards, naming and abbreviation standards, metadata management standards, etc. Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 2 — Data Governance 41 fi  Data Governance Framework Data Security Data security refers to safeguarding enterprise data throughout its lifecycle. The framework should detail the process for ensuring data is safe from Cyber-Attacks, Unauthorized Access, Data Breaches, Theft. It should also establish a clear plan of action to respond to all potential threats. Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 2 — Data Governance 42  Data Governance Framework Data Quality Impact of Poor Data Quality: IBM estimates the yearly cost of poor data quality in the US alone is $3.1 trillion (2016) Data quality determines whether or not a data set will serve its business purpose. Establishing policies prohibiting manual entry, requiring open standards, and restricting data access are good places to start. This is the most essential component of a data governance framework because poor data quality can kill business success. Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 2 — Data Governance 43  Data Governance How to Implement Data Governance in a Company Build a data governance team Develop a data governance strategy De ne roles and responsibilities Establish policies and procedures Implement systems and tools to support Ensure buy-in and support from stakeholders Manage change in a data governance program Deloitte Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 2 — Data Governance 44 fi  Master Data Management ….in 5 sec Master data management links all critical data to a common point of reference e.g.: a customer-record Data governance provides the framework: In this example: the group decides on the de nition of a customer-id eld and agrees on a common source eld. Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 2 — Data Governance 45 fi fi fi  Master Data vs. Transactional Data Key Di erences and Examples Master data are the core data elements that remain relatively stable over time and are used to describe the fundamental aspects of a business entity. Examples: Customer data (e.g., name, address, contact information) Product data (e.g., SKU, product description, price) Supplier data (e.g., name, address, contact information) Employee data (e.g., name, address, contact information, job title) Transactional data are the data generated during the day-to-day operations. It represents the details of speci c business transactions that occur and is time-sensitive. Examples: Sales orders Purchase orders Invoices Payments Inventory movements Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 2 — Data Governance 46 ff fi  Master Data and Transactional Data Key Di erences and Examples Stability: Master data is relatively stable and does not change frequently, while transactional data changes frequently. Usage: Master data is used to describe the fundamental aspects of a business entity, while transactional data represents the details of speci c business transactions. Importance: Master data is critical for creating and maintaining transactional data, while transactional data is important for day-to-day business operations. Scope: Master data is typically shared across multiple business processes and systems, while transactional data is usually speci c to a particular business process or system. Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 2 — Data Governance 47 ff fi fi  Master Data Management What is a master record? Master data management creates a master record (“golden record” or “best version of the truth”) that contains the essential information upon which a business or organization relies. The master record contains what an organization needs to know about critical “things”—a customer, location, product, supplier, ….… One easily understood type of master data is reference data. Reference data is a subset of master data. Some examples of reference data are: Latitude and longitude Zip codes and area codes Three-letter airport codes used by airlines Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 2 — Data Governance 48  Master Data Management Business Case and Why MDM Programs fail The number one reason for MDM program failures is a missing or incorrect business case. Not using a framework fostering business acceptance of the nancial bene ts often leads to failure. There are few usual suspects of dysfunctional business cases: Better Data Quality Better Decisions Single Version of the Truth 360-Degree View of the Customer Although these are all good architectural concepts/goals, they are not the nal business goal. Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 2 — Data Governance 49 fi fi fi  Master Data Management Return on Investment ROI provides a common denominator by which value can be judged and funding decisions made. ROI calculations should be in the language that nancial and business leaders speak. An ROI calculation will weigh the expected quanti ed bene ts of an MDM solution against its costs in software licensing and maintenance, servers, implementation, consulting, training, and potentially others. As with the bene ts, ROI may be presented in a framework of minimum, moderate, and maximum to account for various contingencies and unknowns. It should also annualize payback over a period of years. Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 2 — Data Governance 50 fi fi fi fi  Master Data Management Business Case needs Business Speech State the business case(s) without mentioning “MDM” or even “data”: “We are hoping to increase customer on-boarding rate by XX% while reducing error rate to X% “Reduce slack in new product introduction cycle by XX%” „Increase asset up time by XX%” Categorize Business Bene ts e.g. processes being adopted at your organization but also driving new revenue that can fund an investment Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 2 — Data Governance 51 fi  Meta Data Management ….in 5 sec Meta data management is the management of information about data e.g.: information about quality check status Data governance provides the framework: In this example: the group decides on the necessity of quality checks for master data and agrees on keeping metadata about these. Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 2 — Data Governance 52  Metadata Management Business Systems Metadata management helps organize, structure and manage data. Metadata is information about data and can help improve data quality and consistency, increase the e ciency of data analysis, and meet compliance requirements. Metadata can include information about production processes, machines, equipment, sensors, and quality controls. This data can exist in a variety of systems and formats and must be managed to ensure it is easily accessible, accurate and complete. Metadata management can also help facilitate data integration by helping to identify and harmonize data from multiple sources and systems. Metadata management helps to reduce data management costs by reducing the need to manually capture and document data. Instead, metadata can be generated automatically to reduce e ort and the potential for errors. Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 2 — Data Governance 53 ff ffi  Reference Data Management ….in 5 sec Reference data management is the management of mapping and relationships between reference data sets. e.g.: country codes, units…. Data governance provides the framework: In this example: the group decides on the usage of standards for country codes and agrees on managing proper mapping Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 2 — Data Governance 54  Reference Data Management E.g. Multiple Codes and Standards Reference data coding systems can be quite complex. E.g. country codes: Several systems represent countries and areas, and some of these schemes o er multiple coding options. The best-known method, ISO 3166-1, o ers three sets of codes: Alpha-2, Alpha-3, Numeric (e.g. US, USA or 840 for United States) Industry codes are another case in point. NAICS replaced in 1997 the Standard Industrial Classi cation (SIC) codes in 1997. Yet some regulatory reports continue to demand SIC codes. The European community uses the Nomenclature Statistique des Activit s economiques dans la Communaut Europ enne NACE classi cation for the same purpose but employs di erent codes. A global organization doing business in di erent countries must map these codes correctly to be compliant in reporting. Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 2 — Data Governance 55 fi é é ff fi ff ff é ff  Data Integration ….in 5 sec Combining data from di erent sources Providing a uni ed view Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 2 — Data Governance 56 fi ff  Data Quality ….in 5 sec Data Quality refers to the characteristics that determine the reliability of information to serve an intended purpose (often, in business these include planning, decision making, and operations). Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 2 — Data Governance 57  The degree to which dataset The degree of closeness to real data. values change over time. The degree to which the data can be accessed by users or systems. The degree to which data The degree to which all data complies with existing rules. attributes, records, les, values and metadata is present and described The degree to which data The ability to verify complies with applicable laws. the lineage of data. https://www.bmc.com/blogs/data-quality/ The degree to which data across The presence of logically multiple datasets or range identical information in complies with de ned rules. the data. The degree to which dataset is The degree of absence of corruption, manipulation, loss, leakage, or relevant for real-world scenarios. unauthorized access to the dataset. The degree with which data is created The delay in production and availability of data. and can be evaluated without bias. Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 2 — Data Governance 58 fi fi  Wrap up Data Governance ….in 5 sec Data governance is …the framework for how people behave and make decisions about data No precise de nition, but evolving understanding and usage ….and an utmost important set of disciplines Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 2 — Data Governance 59 fi Business drives IT Digitalization Impacts new Business Models Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 3— Business drives IT 60 IT Strategy How to create an IT strategy Review the organization's existing strategic IT plan and related documents as a rst step. Assess how the organization is meeting established objectives, milestones, benchmarks and relevant performance indicators. Identify the technology currently in use and analyze the gaps between the current IT operations and the goals outlined in the strategic plans. Collaborate as IT business partner with the business counterparts to develop the IT strategy further. These steps create a base to develop short and long-term objectives, budget projections, technology predictions, the perceived future opportunities and vulnerabilities that go into the technology strategy. Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 3— Business drives IT 61 fi IT Strategy Basics of an IT strategy Current budgets and spending forecasts for a multi-year timeline. An outline of current and future IT projects and initiatives with timelines and milestones. A catalog of the existing enterprise architecture. A compilation of the IT department capabilities and capacities; and future needs and requirements with details about infrastructure, sta ng and other necessary resources. An analysis of the IT portfolio (applications, projects, competencies) with strengths and weaknesses. A list of the internal and external drivers -- such as market and industry trends -- that shape technology requirements and innovations. A prediction of the potential opportunities and vulnerabilities that will necessitate technology responses to position the organization for success. Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 3— Business drives IT 62 ffi  IT Strategy Important Topics to describe — 1 Best practices: A key component to support the business is to follow best practices, like the IT Infrastructure Library (ITIL). IT governance: The policies and procedures that de ne how the IT organization accepts, evaluates, launches, and controls new initiatives, risk, quality and budget. IT service catalog: Supporting the business means implementing a standard catalog of IT services aligned with the needs of the business. Describing any gaps in the current IT service catalog and the plan for lling those gaps, also with external providers. Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 3— Business drives IT 63 fi fi IT Strategy Important Topics to describe — 2 Communication plan: Clear communication on the current state, upcoming changes, the reasons for those changes, and the status of initiatives. The IT organization needs a working communications apparatus to keep its customers informed. IT principles, metrics, and nancials: IT’s guiding principles and how does the IT organization measure its success Key performance indicators guiding the organization to continuously improve Budgetary model for investments, operational expenses, and chargebacks Holistic design: Design principles to be used in every IT solution including the IT test strategy. Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 3— Business drives IT 64 fi IT Strategy Balanced Score Card Financial analysis, including measures such as operating income, pro tability and return on investment. Customer analysis, looking at investment in customer service and retention. Internal analysis, looking at how internal business processes are linked to strategic goals. The organizational perspective, assessing employee satisfaction and retention, as well as information system. Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 3— Business drives IT 65 fi BSC — Example Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 3— Business drives IT 66 Role of IT changing — Role of CIO changing Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 3— Business drives IT 67 Role of IT over the past decades The changing role of the CIO https://www.techtarget.com/searchcio/cio-role Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 3— Business drives IT 68 Strategic Plan https://www.techtarget.com/searchcio/cio-role Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 3— Business drives IT 69 Example IT strategy must be aligned with the company’s overall business vision. With a solid strategy plan, IT becomes a partner in the business https://www.resolutets.com/it-business-strategy/ Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 3— Business drives IT 70  Run-Grow-Transform-Model Gartner Align IT Functions with Business: Run-Grow-Transform-Model Develop Business IT strategy Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 3— Business drives IT 71 Cybersecurity Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 3— Business drives IT 72 Cybersecurity Ever increasing importance The increasing reliance on computer systems, the Internet, and wireless network standards has led to a critical need for cybersecurity Cybersecurity has grown in importance due to several factors: the internet, an increased reliance on computer systems, the growth of smart devices that constitute the Internet of Things (IoT), and wireless network standards such as Bluetooth and Wi-Fi. With its combination of politics and technology, cybersecurity has become a major challenge for governments as well as companies. “Melissa” caused US$80 million Cybersecurity damage industry EU The spread of the Vienna ILOVEYOU infected > 50 million Antiviruses started experienced a Reaper: The first enforced virus  The first antivirus computers utilizing Big Data boom due to the The beginning of Cybersecurity program GDPR impact of COVID-19 the Internet 1969 1971 1973 1983 1987 1988 1990s 1999 2001 2003 2010 2012 2013 2014 2018 2020 2021 The official birthday Morris The first national The rise of the The first computer worm of the Internet. Prior worm: First cyber security strategy Yahoo‘s data connected device to this, the various major attack was issued by the U.S. breaches affected all computer networks on the Anti-virus government 3 billion user could not First weaponized Internet industry accounts communicate with malware program each other explodes 180 Sources: Cybermagazine, GeeksforGeeks, Futureoftech Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 3— Business drives IT 73 Cybersecurity Financial losses The losses to cyber crime increased significantly, a development which can be connected to the great financial losses in 2021 Global financial cybercrime losses in million US$ in 2021 Business Email Compromise(1) 2,396 Investment 1,456 Confidence/Romance Fraud 956 Personal Data Breach 517 Real Estate/Rental 350 Tech Support 348 Non-Payment/Non-Delivery 337 Credit Card Fraud 173 Corporate Data Breach 152 Government Impersonation 143 183 Notes: (1) Includes individual email account compromise Worldwide figures (59% of victims located in U.S.) Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 3— Business drives IT Sources: FBI Internet Crime Report 2021 74 Cybersecurity Spending The COVID-19 pandemic accelerated global cybersecurity spending and compelled many organizations to prioritize cybersecurity COVID-19 impact on global IT vendor spending in 2020 Cybersecurity 84% 13% 3% Hybrid or multicloud 74% 19% 7% Automation 66% 22% 13% AI 59% 26% 15% 5G 49% 41% 10% IoT(2) 43% 41% 16% AR/VR(3) 38% 40% 22% Blockchain 27% 49% 24% Increase Stay the same Decrease 186 Notes: Survey question: „How do you expect COVID-19 to impact your spending for any of the following?” 631 respondents; 18 years and older; Representatives from major enterprises; Online survey Sources: HFS Research Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 3— Business drives IT 75  Profitability Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 3— Business drives IT 76 Business Case Key Components Business need: A description of the problem the project aims to solve or the opportunity it aims to capture. Objectives: Speci c, measurable goals the project aims to achieve. Scope: A clear de nition of the project's boundaries and the work that will be included or excluded. Costs and bene ts: A detailed analysis of the project's potential costs and bene ts, including nancial, operational, and strategic considerations. Risks and assumptions: A discussion of potential risks and assumptions underlying the project, including risk mitigation strategies. Alternatives and options: An evaluation of alternative options or approaches to achieving the project's objectives. Implementation plan: A detailed plan for implementing the project, including timelines, resources, and responsibilities. Evaluation and measurement: A plan for measuring the success of the project against its objectives. Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 3— Business drives IT 77 fi fi fi fi fi Profitability Cost positions and classi cation Direct Costs (clearly assigned to project): Indirect Costs: Software licences Overhead Costs Hardware cost Administration Network and connectivity costs Utilities Cloud services Taxes Resources (Personnel, Consultants) Insurance Testing Costs Training Cost Employee Cost Documentation cost Operation costs, Services, SLAs… … Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 3— Business drives IT 78 fi Profitability RoI Return on investment (ROI) tells you how much money you've made (or lost) by an investment or project after accounting for its cost. Although ROI is a quick and easy way to estimate the success of an investment, it has some serious limitations. ROI fails to re ect the time value of money. For this reason, professional investors tend to use other metrics, such as net present value (NPV) or the internal rate of return (IRR). Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 3— Business drives IT 79 fl  Profitability Net Present Value Net present value (NPV) is the di erence between the present value of cash in ows and the present value of cash out ows over a period of time. NPV nds the current value of a future stream of payments, using the proper discount rate. NPV is used to analyze the pro tability of a projected investment or project. C0 = Initial cash ow (often negative) C1 = Cash ow at time 1 C2 = Cash ow at time 2 Ct = Cash ow at time t In general, projects with a positive NPV are t = Time period of the investment r = Opportunity cost of capital worth undertaking. https://www.investopedia.com/terms/n/npv.asp Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 3— Business drives IT 80 fl fl fl fi fl fi ff fl fl  Profitability Internal Rate of Return Internal Rate of return (IRR) is a metric used in nancial analysis to estimate the pro tability of potential investments. IRR is a discount rate that makes the net present value (NPV) of all cash ows equal to zero in a discounted cash ow analysis. IRR calculations rely on the same formula as NPV does. It is the annual return that makes the NPV equal to zero. https://www.investopedia.com/terms/i/irr.asp Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 3— Business drives IT 81 fi fi fl fl  Presenting Business Case Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 3— Business drives IT 82  Business Case Prepare various scenarios with di erent impacts Developing sound gures requires working closely with business users and managers in nance, sales, service, marketing and other areas. Important to recognize that such calculations are both art and science. Hard numbers are not always readily available, and it will pay to research best practices and examples of winning business cases. Illustrating a range of scenarios (from minimum to maximum impact) helps to make clear the scope courtsey Cap GeminiBusiness_Case_for_Master_Data_Management__MDM_.pdf Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 3— Business drives IT 83 fi fi ff Presentation of Business Case Do and Don’t Do: Tell a story — it will make your case more persuasive and memorable Spell out the business need — it gives the audience a reason to listen Have both a short and long version ready — you never know how much time you will have Don’t: Overlook stakeholders’ pet concerns — address them directly to win allies in the room Overwhelm your audience with needless detail Read directly from your slides — no one wants to attend a boring read-along Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 3— Business drives IT 84 Collaboration, Communication,… New way of work Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 4 — CollCom 85  Collaboration, Communication,… Contents Collaboration platforms Uni ed Communication and Collaboration New ways of working Experience from earlier project “New way of working” Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 4 — CollCom 86 fi  Trend to collaboration platforms Research poll in 2021 Collaboration platforms are increasingly replacing traditional communications. Nearly 50% of the companies did not use a collaboration tool before the pandemic, 78% will continue to use one with the "normal" workday returning. When given a choice, more than 30% of users would rather give up their work emails than collaboration solutions. Collaboration platforms are essential for the new way of working The sudden shift to remote work in March 2020 ensured that digital transformation projects that previously spanned several years had to be implemented in weeks and months. A survey found that 72% of knowledge workers want a hybrid work model in the future - a mix of remote work and working in a shared o ce. https://wake eldresearch.com/?s=collaboration https://futureforum.com/ Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 4 — CollCom 87 fi ffi  Technological basis Uni ed Communication and Collaboration UC&C integrates diverse communication tools, such as Voice, IP Telephony Calling, Instant Messaging, Desktop Sharing, Presence, and Web Conferencing, Audio Conferencing, and Video Conferencing, to interact together in a virtually seamless way. Location-independent work is only possible through Uni ed Communication and Collaboration (UC&C). In order for UC&C solutions to provide the hoped-for advantages, there is a lot to consider. Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 4 — CollCom 88 fi fi  Mistakes to avoid Digital tools such as Microsoft Teams or Zoom must work. Sounds simple. Solutions for Uni ed Communication and Collaboration (UCC) are quickly procured and installed. But do they also work properly? Are all compliance requirements met? Are the connections secure and can employees handle the applications? Watch: Data security, data privacy, le retention, change management…. Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 4 — CollCom 89 fi fi  New ways of working Tool is not leading — McKinsey:Advanced social technologies and the future of collaboration Looking ahead Tools should follow—not lead—new ways of working. Most companies have begun adopting digital tools, including social technologies, or even transforming their businesses with digitization in mind. But a mistake that many make is choosing the tool first and then expecting change will follow. Any improvement via social tools must begin with people changing the way they work first, then using the tool that fits best. Agile ways of working (such as cross-functional teams, scrums, or innovation hubs that are apart from company hierarchy), as well as user-centric approaches to product development, require the greater collaboration provided by the message-based platforms. And the more that message-based platforms are integrated into business processes and systems, the more critical they will be. But these tools will only ever enable organizational change, not fundamentally change the way organizations work on their own. Companies would do well to think first about the broader, holistic changes they want to make and then decide how social and digital technologies can play a supporting role. McKinsey:Advanced social technologies and the future of collaboration Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 4 — CollCom 90  NEW WORK DEFINITION The term “New Work” was established by sociologist Frithjof Bergmann, who published a book called “New Work New Culture: Work We Want And A Culture That Strengthens Us” New Work is a way to imagine a future in which automation will take over the basic aspects of a company’s functions. As a result, jobs will become more ful lling on an intellectual and emotional level for employees. Digitalization Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 4 — CollCom 91 fi  New way of work Key Elements Building Trust Having trust in employees is a vital feature of New Work. This is especially the case now that hybrid work is at the forefront. The future of work is in working online remotely, Valueing Freedom Freedom in the world of New Work doesn’t just mean having a exible schedule. Employees should have the ability to block time in their calendars for learning new things or getting solo work done outside of meetings. Working from anywhere is another key feature of New Work, and ts in with schedule exibility. Boosting Collaboration There’s been a 24% increase in knowledge sharing and access to information since the beginning of the pandemic. The collaboration between teams and managers is necessary to build an organization’s identity. Focusing on People-Centered Values Idea sharing, coaching, mentorship, coworking, and socializing increases productivity. With people-centered meeting culture employees develop a positive association with meetings. Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 4 — CollCom 92 fi fl fl  Avoid Lags in Transformation Need for examples from above Improvement often depends on examples from above. A vice president at one global company found that members of his management team were spending up to three-quarters of their time in meetings. He therefore decided to forbid morning meetings altogether, freeing time for value-adding activities such as coaching sta members or helping solve issues at the front line. For the remaining meetings that were truly necessary, he imposed a one-hour time limit and required that all meeting hosts send an agenda and clear objectives in advance. As the role model, he made a point of leaving meetings after 55 minutes, and whenever an agenda and objectives had not been sent by a meeting’s starting time, he would ask that the meeting be rescheduled. Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 4 — CollCom 93 ff  New way of working Business Project The following approach and experience is from a 3-year program that introduced a “new way of working” with a business project approach The change: from old “grown” o ce, le and mail systems to a corporate- wide “new way of working” Scope: collaboration, communication, messaging, social, shared les,…. Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 4 — CollCom 94 ffi fi fi  Change -- Vision & Approach Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 4 — CollCom 95  Vision -- example Find Empower people to reach a new level of internal and external collaboration and Communication Collaboration communication. Find Find Give our employees the power to nd and share information and knowledge making our company Knowledge Lifecycle t for the future. Management Management Find Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 4 — CollCom 96 fi fi  Target Scenario Breakdown of vision Find Communication Collaboration Benefits Find Find Character- istics Knowledge Lifecycle Technical Management Management Features The Target Scenario describes ideal use of functionality and user behavior Find Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 4 — CollCom 97  Target Scenario Characteristics -- example Individuals’ openness and transparency at work Matching use of communication media to styles and situation Find Efficient self and team organization Collective productivity based on trust Communication Collaboration Working and collaborating from anywhere Rapid exchange of content generated Find Find Internal social networking Knowledge Lifecycle Management Management Management of intellectual property Find Information lifecycle Management of electronic documents Get what you are looking for Stay updated Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 4 — CollCom 98  Characteristics: Collaboration --- example Efficient self and team organization Customize individual workplace according to personal needs and preferences. Manage interface to colleagues using task management, calendaring and work processes. Benefits: Effective delivery of work, reliable and transparent working with others, job satisfaction when things are getting done in a realistic timeframe. Find Process (end-to-end) thinking. Consistency and proper handover to others leading to improved integrity of work results. Communication Collaboration Collective productivity based on trust Find Find Trustful collaboration with internal coworkers and external partners as prerequisite for collective productivity. Use of existing knowledge and involving experienced colleagues is promoted to Knowledge Lifecycle increase personal effectiveness. Management Management Benefits: Leveraging the joint professional experience and expertise of colleagues. Find Active and controlled exchange with partners and rapid utilization of topic communities. Working and collaborating from anywhere Users have access to all personal and business information from any location, mobile or desktop devices. This is changing the concept of work and life separation connected to the office desk. Benefits: More flexible, personal workstyle as well as new work models become possible. Decision making and collaboration is speeded up through decoupling of availability and physical presence. Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 4 — CollCom 99  Example: At a glance– My personal control center „Work Preferences“ for this scenario Maintain & share personal calendar information with stakeholders & make use of this information instead of asking for availability Manage all personal contacts efficiently in Outlook Grant access to Outlook items to colleagues as appropriate Manage personal E-Mails with Outlook categorization to ensure better findability Organize quick access to files and libraries regardless of where they are stored , e.g. using favorites Connect team items to Outlook and maintain information Use integration options of external social network in Outlook Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 4 — CollCom 100  Individuals’ Resistance towards Change Working from anywhere Collaboration with externals 27.01.2015 Internal social networking Dr. Wolfgang Stockhausen User generated content (e.g. wikis, blogs) Management of Intellectual Property Openness and transparency at work Management of electronic documents There is something in for me Attacks my comfort zone Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 4 — CollCom 101  Change Management Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 4 — CollCom 102  Change Management Approach Roadmap for organizational change management Dr. Wolfgang Stockhausen — OvGU—SS 2024 — MGLIIC 4 — CollCom 103