2. Presented by: Ken Bainey KBAINEY Professional IT Services Alberta, CANADA AT DAMA 2015 Edmonton Conference Edmonton, Alberta, Canada Presented by: Ken Bainey KBAINEY Professional IT Services Alberta, CANADA AT DAMA 2015 Edmonton Conference Edmonton, Alberta, Canada All rights reserved. ® KBAINEY Professional grants the rights to reproduce materials only if Ken Bainey is identified as the authoritative source. Integrated IT Performance Management FRAMEWORK (IPMF-IT)™ ”A Results-Driven Measurement and Accountability Model” “Evidence-Based decision making using predictive analytics” Integrated IT Performance Management FRAMEWORK (IPMF-IT)™ ”A Results-Driven Measurement and Accountability Model” “Evidence-Based decision making using predictive analytics” 1 1

3. Performance Management/Predictive Analytics Performance means to perform and account for results. Accountability means effectiveness/efficiencies of services using quality/quantity of management to change/improve services. Performance means to perform and account for results. Accountability means effectiveness/efficiencies of services using quality/quantity of management to change/improve services. Organizational performance is what you do with the information you’ve developed from measuring performance. Performance management means using performance measurement information to manage resources-people, process, information, technology/materials and financials. Organizational performance is what you do with the information you’ve developed from measuring performance. Performance management means using performance measurement information to manage resources-people, process, information, technology/materials and financials. Predictive Analytics means using performance measurement dashboard to generate reports and performance analytics for evidence-based decision making and improvement actions.

4. Objectives of IPMF-IT Presentation Objectives of IPMF-IT ™ Presentation -To present “ A Results-Driven Measurement and Accountability Framework” using modern performance management decision making skills and predictive analytics -To show the integration of Performance Management processes with IT Operational Management and Strategic Management using IT Performance Management Dashboard -To demonstrate practical implementations of this Model- Based approach to managing, measuring and delivering IT Services

5. Objectives of IPMF-IT Presentation -To highlight the leadership skills, business process acumen and technology savvy knowledge, for the first IT Performance Management Body of Knowledge (PEBOK-IT) -To present Transformational Change to PEBOK using 4Ps- People, Politics, Process and Performance -To demonstrate how IPMF-IT Framework align with Industry Best Practices.

6. Integrated IT Performance Management Framework (IPMF-IT) Conceptual Model Strategic Management Strategic Management IT Operational Management IT Operational Management Performance Management Performance Management

7. Kaplan & Norton Balanced Scorecard (BSC)

8. IPMF-IT Results Breakdown Structure (RBS)

9. Integration with IT SDLC

10. Strategic Directives- Executive Leadership

11. Strategic Directives-Performance Measures

12. Performance Measurement System-Analytics

13. Performance Measurement System-Results

14. A Discussion of issues in Managing, Measuring and Monitoring IT Services, Including,..  Accountability for Results  Performance Improvement (Sustainability)  Strategic Value Integration  Redundant and Duplicated Efforts  Transparency  Change Management Take a moment and think – what’s the impact?

15. Let’s Start With A Few Stories  Accountability or Results  Lack of key outcomes, measures, metrics and indicators  Lack of reward and recognition for performance improvements  Activity-based not outcomes-based or results-driven culture  Accountability or Results  Lack of key outcomes, measures, metrics and indicators  Lack of reward and recognition for performance improvements  Activity-based not outcomes-based or results-driven culture  Transparency  Complex dashboards and benchmarking tools  Lack of trust and credibility (secrecy style leadership)  Lack of effective feedback and follow-up  Transparency  Complex dashboards and benchmarking tools  Lack of trust and credibility (secrecy style leadership)  Lack of effective feedback and follow-up  Change Management  Lack of understanding and communications of transformational change  Lack of clear vision of desired outcomes or disagreements on what is important  Lack of transformational change leadership  Change Management  Lack of understanding and communications of transformational change  Lack of clear vision of desired outcomes or disagreements on what is important  Lack of transformational change leadership

16. Let’s Start With A Few More Stories  Performance Improvement (Sustainability)  Performance measures for decision making lacks trust and credibility  Lack of consistent and integrated performance improvement strategies and plans  Inconsistent understanding of measurable targets and interpretation of results  Performance Improvement (Sustainability)  Performance measures for decision making lacks trust and credibility  Lack of consistent and integrated performance improvement strategies and plans  Inconsistent understanding of measurable targets and interpretation of results  Strategic Value Integration  No alignment of performance measures to strategic and operational goals  Poor communications of how IT delivers business value  Lack of adequate performance reporting for IT delivery  Strategic Value Integration  No alignment of performance measures to strategic and operational goals  Poor communications of how IT delivers business value  Lack of adequate performance reporting for IT delivery  Redundant and Duplicated Efforts  Measuring resources and activities utilizations rather than measuring outcomes and results  Unclear accountabilities and responsibilities  Inconsistent use of tools, techniques and processes  Redundant and Duplicated Efforts  Measuring resources and activities utilizations rather than measuring outcomes and results  Unclear accountabilities and responsibilities  Inconsistent use of tools, techniques and processes

17.  Accountability for Results Integrated IT Performance Management IPMF-IT Component Model Solution Financial Accountability Performance Model

18. IPMF-IT Component Model

19. IT Strategic Directives Performance Model

20. Financial Accountability Performance Model

21.  Transparency Integrated IT Performance Management PMS Solution Performance Measurement Dashboard-PPM Solution

22. Performance Management Structure (PMS)

23. PMS Hierarchy

24. Strategic Directives-Project Portfolio Management

25. PPM Strategic Directives-Performance Measures

26. PMS Implementation-Dashboard

33. PBS Implementation-Dashboard

34. PMS Implementation-Management Skills

35.  Change Management Integrated IT Performance Management Modern Change Management Model Solution -4Ps

36. Change Management-Modern

37. Transforming Performance Management ORGANIZATIONAL CULTURE-PEOPLE  Endorses accountability for results, integrity, ethics, follow-up and feedback  Measuring impact and successes/failures of decision- making and Governance structure performance  Transform from command and control structure to more collaborative structure of decision-making  Traditional performance management-reward for few, punishment for many and search for guilty; Measurement for purpose of improvement rather than making judgments or place blame.  Leadership + Transparency = Trust

38. Transforming Performance Management ORGANIZATIONAL POLITICS  People tend to behave in their own self interest, especially when their self-interests are rewarded by R&R systems that main status quo, self-promotion and self-protection.  Sounding impressive rather than being effective; Ego, status and politics  Measurement systems designed to build the ego of executives  Using measurement systems to move ahead- appearance of success-Illusions of efficiencies.

39. Transforming Performance Management ORGANIZATIONAL PROCESS  Performance Management perceived quite differently in academic research and practice. Lack of standards and integrated body of knowledge has left room for interpretations, flawed assumptions and confusion.  Not only measure success based on financial measures/results but by increasing efficiencies and eliminating inefficiencies using process-enabling technologies.  Internal processes-benchmarking; client-satisfaction surveys feedback from internal and external stakeholders.  Framework of Project management results, structure. processes and boundaries.

40. Transforming Performance Management ORGANIZATIONAL PERFORMANCE  Next generation performance management-Enterprise Data Grids-Culture of Performance Analytics  Assess performance management culture-static, reactive, proactive, predictive  Soft measures-culture, power distribution, political climate, social responsibilities, leadership, trust, transparency, other cultural factors  Hard measures-financial, efficiency/effectiveness of processes, quantity/quality of production and management  Measurement processes and structure on how to interpret metrics-Body of knowledge-PEBOK and PMO.

41.  Performance Improvement Integrated IT Performance Management PIM Structure Solution PIM Performance Dashboard Solution

42. Performance Improvement Management (PIM) Structure

43. PIM Performance Dashboard Solution

45.  Strategic Value Integration Integrated IT Performance Management IT-Value Based Reporting Process Model Solution IT Strategic Framework

46. IT Value-Based Performance Measurement Model

47. IT Strategic Framework Performance Model

48. IT- Value-Based Performance Measures

49.  Redundant & Duplicated Efforts Integrated IT Performance Management Organizational Model HR Performance Model HR Performance Measures

50. IPMF-IT Organizational Structure

51. HR Performance Management Model

52. HR Performance Management Measures

53. Integration with IT SDLC

54. IPMF-IT Integration with Industry Best Practices

55. PMBOK and ITIL Measurement Framework

56. Applicability with Other Disciplines

57. Key Performance Management Trends  Predictive Analytics  Performance Management Software  Performance Structure  Performance Measures  Strategic Alignment  Performance Management

58. Managed, Monitored, Measured or Reactive/Ad-Hoc/Chaotic? Managed, Monitored, Measured or Reactive/Ad-Hoc/Chaotic? Are Your IT Delivery Services

59. Ken Bainey Senior Project Manager KRB Information Systems Consulting LTD, Alberta, CANADA Phone: (780)487-1571 E-mail: kbainey@ualberta.ca E-mail:kbainey@shaw.ca IPM-IT Project Management Text Book

60. Kenneth Bainey Senior Consultant KBAINEY Professional IT Services Alberta, CANADA www.IPMF-IT.com IPMF-IT Performance Management BOOK https://www.crcpress.com/Integrated-IT-Performance- Management/Bainey/9781482242539

61. Thanks For Your Attention Phone(780) 499-1213 (Cell) Phone: (780)487-1571 (Home) E-mail: ken.bainey@shaw.ca E-mail: kbainey@shaw.ca

62. QUESTIONS / DISCUSSIONS