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TAO
- 1. Information System Strategy & Transformation Pierre Jean Cherret CUSTOMER PAINS: KEY KNOW HOW #1 TITLE: GOVERNANCE • untrusting relationships (no mutual aims) between partners • decisions are not taken at the right time –not taken at all DESCRIPTION: Optimize and align the information system with the • misunderstandings, disagreements and underestimations company’s strategy on behalf of client departments business needs: • no common strategic vision of project portfolio constrains & ROI • Align IS with the company’s strategy through project portfolio management. • no risk and financial analysis of stop&go portfolio processes • Improve management of the relationship between business owners and IS. • no common defined strategic path for business value transformation of • Set up steering committees. industrial systems (service model, competence centers, soft pegging) • Build master performance, quality and risks control of IS projects. • no global architecture vision of IT services & process flows • Use of best practices to industrialize delivery processes : CMMI, CoBIT, PMP, Togaf • no global know-how of process failures and successful KPI’s • no common best practices for project and contract management leaders PROOF: Michelin, Decathlon, Sanofi, club-internet, Renault, Yves Rocher •Silo” thinking between countries or functions with no synchronization Pierre Jean Cherret Pierre Jean Cherret KEY KNOW HOW #2 KEY KNOW HOW #3 TITLE: MASTER PLAN TITLE: CONTRACT MANAGEMENT DESCRIPTION: Transform the information system with the company’s DESCRIPTION: Insure contract management conditions (win-win strategy on behalf of client departments business needs : relationships) for industrial projects : • Build Strategic roadmap : business’ goals, IS requirements • Insure Quality and risk assurance for initiation phase • Conduct strategic processs alignment studies • Build management structures, enforce commitment of steering committees • Build Scenarios: initiatives by business area and by process • Build Business continuity and contingency plans • Select scenarios and projects: complexity, risks, workload, priorities • Build procedures for raising issues and problems (dispute resolution) • Plan : IS/business integrated vision within projects portfolio • Manage go live objectives, operational & financial steering, BPO for big deals (>2ME) • Conduct Organizational audits of strategic customer processes • Select : choice of solution & vendor for strategic processes (ERP, APS) • Deploy Enterprise Project Management tools : Clarity/CA, PPM/HP, Rplan/Actano PROOF: Michelin, Renault, Decathlon, Sanofi, club-internet, Renault, Yves Rocher PROOF: SODERNE, Thales Comm, Messier Downty, EADS Astrium, Louis vuitton