1. Global IT Planning & Analysis
February 6, 2009 1

2. The IT Governance Creditability Curve
Potential Economic Value
FY10
Tools
Governance-Supported Funding
Portfolio Management
Service Pricing
IT Value Measurement
Post-project Audits
What-if Analysis
Price/ Performance Comparison to External Service Providers
Perception Points
Value
Strategic Alignment
Level 5
Respect
FY09
Tools
Strategy-Driven Funding
ITFM System of Record
Cost Recovery
Strategic Sourcing
Managed IT Costs Structure
Return on Assets Analysis
Financial Modeling
Perception Points
Accountability
Insightfulness
Level 4
Trust
Tools
IT CFO
Prioritization
Vendor Mgmt
ITAM
IT COA
Benchmarking
Perception Points
IT Cost Visibility
Improved Alignment
Level 3
Acceptance
Tools
Financial Analysis
Business Cases
Contract Mgmt
Spend Analysis
Asset Tracking
Perception Points
Efficiency
Predictability
Level 2
Skepticism
Tools
Budgets
Project Mgmt
Procurement
Cost Tracking
Perception Points
Accuracy
Reliability
Level 1
Uncertainty

3. GITPA Vision, Mission, Objectives
Become a team of trusted advisors to IT leadership by helping maximize IT investments and to run IT like a business and ultimately as part of the business.
Deliver the processes, tools, and analysis that lead to reasoned decision-making in IT.
Create financial reporting & awareness of major issues affecting financial performance
Drive for consistency & accountability in the budgeting, forecasting, and chargeback processes
Facilitate portfolio management to enable EA to make the right investments
Enforce IT Governance and data integrity with better process and the rollout of a PPM tool
Implement mechanisms that allows IT to track it's external contractual obligations and integrate into financial planning process
Effective management of the full lifecycle of the IT vendor portfolio
Assist in managing staffing and spending levels by providing visibility including external and internal benchmarks such as costs by service and by customer
Manage reporting process associated performance metrics
Strategic Goals / Objectives 3

4. GITPA Service Portfolio
Global IT Planning & Analysis
IT Financial
Management
IT Project
Governance
IT Vendor
Management
IT Performance
Management
GL Management
Global IT Financial Support
Online/OCOR
Label Financial Support
IT Financial
Allocations
Annual Planning
IT Spending & Staffing
POR Governance
Project Financial
Management
Project Analysis & Reporting
Vendor Lifecycle
Management
Contract Management
IT Procurement
S/W Asset Management
IT Benchmarking
Global IT Scorecard
IT Operational Metrics
IT Spend Metrics

5. The Strategic IT Financial Management Maturity Model Evolution Through Five Stages
Stage 1: IT spending is a “black box.” The budget is a single number. Business does not know how the budget is spent.
Increasing need for flexibility
Increasing need for transparency
Stage 2: IT spending is a “glass box.” The budget is still a lump sum allocated as the CIO sees fit, but business has some input.
Increasing need for sophistication
Enterprise Portfolio
Stage 3: IT spending is a simple portfolio. The budget has two goals: Keep the lights on and invest in the business.
Comprehensive
Portfolio
Simple Portfolio
Glass Box
Stage 4: IT spending is a comprehensive portfolio; IT is viewed as an investment portfolio.
Not sure how to use???
Black Box
Stage 5: IT spending is an enterprise portfolio; IT expenditures are business expenditures. 1 2 3 4 5

6. Project Portfolio Management Council
Approval Policies and Procedures for new Project Demands and Project budget Change Requests
Project Financial Management - tracking and reconciliations
Project “New Run” management
Project portfolios review
Aggregate IT Project scorecard
PA IT Project Governance
Manage and shape demands
Support/guide delivery
Ensure project aligns with business strategy and add value to EA
Promote business ownership/adoption of IT solutions
Business IT
Initiate Project
Execute Project
Manage project to scope, budget/resource and schedule
Operationalize solution
Service Lines
Develop policies and guidelines for approval of Project Demands, then enforce, adhere to SOX controls
Financial Mgmt
* Establish project financial reconciliations process between Clarity & Oracle
Reconcile project spend against budget
CIP controls/approvals
Portfolio Review – project spends in portfolio, forecast
GPMO – at D&I level – PM methodologies, Change Mgmt would be for project scope, schedule, process to get Service Ops ready to support solution
Project Management methodologies
SOX D&I Governance
Change management
Testing methodologies
Resource Management
Service Operation readiness
GPMO Community

7. Global Strategic Sourcing Global Strategic Sourcing
Responsibilities
Service Line Owners
IT VMO
Global IT Sourcing
Global Strategic Sourcing
Service Line Owners
Delivery of the End to End Service
Technology Decisions , Roadmap
Service/Product Demand Planning
Managing Day to Day Activities, including Quality
Establish and Maintain Technical Requirements
Vendor (Service/Product) Interactions
Negotiation Strategy
IT VMO
Entire IT Vendor Lifecycle
Contracts Management
Contractor Management
Vendor Portfolio Analysis
Vendor Governance
Technology Spend Management
Software Compliance
Global Strategic Sourcing
Procurement & Vendor Negotiations
Supplier Qualification
RFX Process
Execution of Contract
Coordination with Legal
Global IT Sourcing
All Global IT Sourcing Initiatives
Partner Selection Strategy

8. Delivery Model P&A Centralized Services FP&A CIO
ESO
BIDS
Online IT/Shared IMS
GTS
SRM
BizIT
P&A Analyst
P&A Analyst
P&A Analyst
Monthly Financial Reporting
Project Tracking
PR/PO Process
Contractor Spend
OCOR Allocations
Monthly Financial Reporting
Project Tracking
PR/PO Process
Contractor Spend
Label IT Spend
Monthly Financial Reporting
Project Tracking
PR/PO Process
Contractor Spend
Capex
P&A Centralized Services
G.L Financial Management
The delivery model will be described at the Strategic, Tactical and Operational levels.
Since the (global) network engineering group is relatively small it is not considered at this time to split it into on-line and enterprise (delivery) groups
Strategy
Strategy development will be led by the EARS networking team with the participation of designated members from the regional and label networking teams. This includes:
High level end to end architecture, including WAN, LAN, WLAN, VPN and other sub-architectures
Networking standards
Preferred vendors (equipment and carriers)
Key operating elements, such as global processes
Tactical
Global project can be led from any region as per agreement. Typically a project will be led from the region with highest (business) impact
Regional projects will be led and staffed by members from that regional team
Local projects will led and staffed locally
Capacity management will be conducted with the participation of all regions but driven by the EARS network engineering team
Ordering of services will be coordinated globally to ensure that carrier preferences and pricing agreements are used and that global MSAs are established and adhered to
Operational
Level-1 (including monitoring) and level-2 support will primarily be done off shore – short term with resources from TCS
Level-3 support will be provided in region by the network engineering groups. Issues that cannot be resolved within the time zone of one region will be handed off from region to region.
Project Financial Management
Purchasing/PR/PO/Invoicing
Project Governance Framework
Vendor Management Framework
Performance Management Framework