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Best Practices to Deploy a Successful Portal Carol Penne – International Monetary Fund Zach Wahl – Project Performance Corporation March 18, 2005 Portal.

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Presentation on theme: "Best Practices to Deploy a Successful Portal Carol Penne – International Monetary Fund Zach Wahl – Project Performance Corporation March 18, 2005 Portal."— Presentation transcript:

1 Best Practices to Deploy a Successful Portal Carol Penne – International Monetary Fund Zach Wahl – Project Performance Corporation March 18, 2005 Portal Implementation Challenges

2 2 Agenda Defining the Portal Challenge Case Study – The International Monetary Fund Top Project Risks Portal Best Practices

3 3 Unstructured InformationStructured Information Internal Repositories External Repositories Groupware (Exchange, Notes) RDBMS Data Warehouse Enterprise Applications News FeedsInternet Tools Intranet Sites Internet Sites Shared File Servers Forms Policies Manuals Guides Documents Newsletters Press Releases Publications Tacit Knowledge The Portal Challenge Portals aggregate a broad spectrum of content, applications, and services that are owned and managed by a variety of groups Conflicting requirements are a given; coordination and consensus among these many owners/stakeholders is difficult “Organic” portal development is common, but very detrimental Clear portal management processes, guidelines, and authority are imperative Enterprise Information Portal (EIP)

4 4 The Knowledge Management Challenge Volume of content increases… Unclassified content and documents Systems & Applications cannot keep pace… Document Management Management s Internal and External Web Sites Web Sites Content and Data Feeds Data Feeds Databases Key Infrastructure Systems Today, 80% of business is conducted on unstructured information Gartner Group 85% of all data stored is held in an unstructured format Butler Group Unstructured data doubles every three months Gartner Group 7 million web pages are added every day Gartner Group

5 5 Who owns the Portal? Multiple business units utilize the Portal Framework for collaboration, service delivery, and information sharing In an Enterprise Portal deployment, no one single entity completely owns the Portal There are several areas where it’s important to define ownership: Who purchases portal related software, hardware, and services? Who is in charge of the technical infrastructure, support, and deployment? Who sets policies and procedures that govern the Enterprise Portal? Who funds the effort of Enterprise Portal (Framework vs. Application)? Balanced ownership among centralized portal office, IT, and business units is critical Multi-tier governance requires clear identification of the scope and role of each governing body

6 6 Why are we building the Portal? Various project constituents may have different expectations and needs for what the portal can do or should do Portal Projects often lack a clear message as to why they are proceeding? Lack of Business Case. Lack of clear message of benefits. Incorrect “if you build it they will come” mentality. Danger of building without clear reason WHY

7 Case Study: The IMF

8 8 What is the IMF? The International Monetary Fund is an 184-member country organization established to: Promote international monetary cooperation, exchange stability, and orderly exchange arrangements Foster economic growth and high levels of employment Provide temporary financial assistance to countries to help ease balance of payments adjustment

9 9 What the IMF does Economist staff assist member countries through: Surveillance/monitoring - of economic and financial developments, and the provision of policy advice Loans - to provide temporary financing to countries with balance of payments difficulties Technical assistance - to build up human and institutional capacity Research - to improve the analytical quality of the Fund’s work Statistics - to lead the development and formulation of sound statistical practices

10 10 IMF’s Information Management Challenge Seybold Report: “Years of Investing in technology but not investing enough to manage information.” Amount of internal and external information grows rapidly Internal information locked in systems that are not well integrated or easily accessed New technologies are available (portals, content management systems, taxonomy engines, entity extraction tools, XML) Economist staff experience difficulties in Finding trusted information Using and repurposing information effectively Sharing information easily with others

11 11 Why the IMF is Building a Portal The IMF’s Medium-Term Information Technology Strategy called for an Enterprise Information Portal for Country Desk Economists to: Provide a single point of access to internal and external information Enable better decision-making Customize and personalize content to user or departmental preferences Facilitate online collaborative activities and information sharing Increase staff productivity

12 12 IMF’s Enterprise Information Portal for Desk Economists Spring/Summer a prototype of portal technology was developed and business requirements for a portal pilot were gathered April Phase I delivered the portal to “early adopters” with the goal of validating benefits and requirements for full implementation of portal technology March Phase II expanded the pilot to the Western Hemisphere Department to further define economist information requirements March Current status of portal

13 Top Five Portal Project Risks

14 14 Top Five Portal Project Risks 1. Lack of End User Communications 2. Competing Interests 3. Too Loose/Too Tight Governance 4. Lack of Mandate 5. Unclear Scope

15 Portal Best Practices

16 16 The Keys to Portal Management Identify Project Objectives and Business Case Clearly define the scope Set expectations upfront Sell constituents on why they need a portal Define Project Roles and Responsibilities Give people ownership within the project Set up domains of responsibility Create High-Level Policies and Procedures Development/Coding Guidelines Security Rules Global Settings Provide Communication and Education Give users the ability to learn about the portal Create two-way communications and prove it means something

17 17 Distribute Ownership Although some decisions (e.g., application framework, infrastructure, overall design and architecture, single sign-on approach) should be made by a central body such as a Steering Committee or Portal Program Office…. Portals touch too many stakeholders and lines of business to centralize all decisions and development Therefore, determine who owns: Project implementation Applications, tools, data, content, business processes, etc. Hardware, software, networks, servers, etc. Get buy-in from across the enterprise (upper management, IT stakeholders, business managers, end users) Clarify who owns which policies; ensure they can enforce and audit compliance Reassess ownership at key points: Development Support & Maintenance Production/ Go-Live

18 18 Limit Your Scope: Deploy Iteratively Consider a phased deployment strategy Pilot to learn and reduce risk Build organizational acceptance Apply lessons learned to improve Revise & optimize methodology & governance Recognize portal evolution Don’t try to do it all at once Recognize short vs. long-term goals; use governance policies to differentiate and prioritize between them Reassess governance model at each stage of development Gradually shift from centralized to more decentralized Reassign, distribute responsibilities over time Stage 1 Stage 2 Stage 3 Stage 4 Stage 5 LowModerateHigh Change/Effort Required Impact/Benefits Low Moderate High

19 Thank you! Carol Penne Zach Wahl This presentation should not be reported as representing the views of the IMF. The views expressed are those of the authors and do not necessarily reflect the views of the IMF or IMF policy.


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