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Administrando la Tecnología
de Información para generar
Valor al Negocio
Club de Investigación
Tecnológica – Costa Rica Luis Gimenez
Manager Systemic Innovation Initiative
Americas IT Innovation Centers Manager
Sergio Cascante
IT@Intel Latin America Manager
Marzo 7, 2006
© 2005 Intel Corporation. All Rights Reserved.
Introducción
Objetivos del Seminario
 Compartir nuestra investigación y a la vez establecer
un dialogo con respecto al concepto de general valor
al negocio de TI (Tecnología de Información)
 Compartir:
 Un modelo evolucionado referente al valor de negocio a TI, a
fin ayudar a las organizaciones a obtener más beneficio de TI
 El modelo se deriva de la síntesis de la investigación académica y la
experiencia en la industria
 Incluye áreas como:




Administrando el Presupuesto
TCO y ROI
Herramienta: “Business Value Index”
Ejemplos
 Oportunidad para revisar, discutir y proveer retroalimentación
2
Intel, the Intel logo, and other Intel brand name(s) are trademarks or registered trademarks
of Intel Corporation or its subsidiaries in the United States and other countries.
*Other names and brands may be claimed as the property of others.
Introducción
Definición de Valor al Negocio
 Valor del negocio es la contribución que TI hace a la
organización para que esta alcance sus objetivos.
Revenue (Growth)
Business
Value
Costs/Efficiency
Assets (Productivity)
 Aumentar el valor de los accionistas =
Funcion(Growth, Efficiency, Productivity)
3
Managing IT like a Business
Generando valor al negocio
Clear Business Objectives
Effective IT
Governance
Mechanisms
Metrics,
Incentives
4
Managing IT for Business Value - 1
Valor al negocio por Categorías de valor
para TI ( Ejemplo de Intel IT)
Headcount
Avoidance
4%
Other cost
Avoidance
4%
Revenue
28%
HC Productivity
23%
Risk Avoidance
3%
Hardware
Avoidance
12%
Capital Equipment
Avoidance
3%
Time to Market
12%
5
Software
Avoidance
11%
Ejemplo: Movilizando la fuerza laboral de
Intel
 Continuously connected, wireless mobile
computers using enabled hotspots
change the way employees work
 Average 37% faster using an Intel®
CentrinoTM mobile technology-based
system for seven commonly performed
office tasks
 Participants who received upgrades
gained more than 2 hours per week in
productivity
 Replacing 6,400 notebooks yields a 3-year
net present value (NPV) of roughly $26
million
Source: An IT@Intel white paper, Nov 2003
6
Intel, the Intel logo, and Centrino are trademarks or registered trademarks of Intel Corporation or its subsidiaries in the United States and other countries.
Introducción
Un problema de la industria de TI
 ¿Cuántas empresas calculan el retorno a la inversión
en IT?
 73% de los CIO no calculan el ROI en sus proyectos completados
 70 % de las compañías encuentran dificultades al calcular el ROI
- CIO Insight survey 2002
 Problemas







Definiciones
Disciplina
Tiempo
Intangibles
Madurez
Prioridades
Liderazgo/Modelos a seguir
7
Introduction
El Nuevo Reto
Demand
Compliance
Security
Innovation
Workload
Business Value
Cost Reduction
8
Introducción
Que le dice el CFO al CIO
 Usted siempre está pidiendo más recursos
 Usted no alcanza los niveles de eficiencia
deseados
 ¿Es TI tecnología solo por la tecnología ?
 Cuídese de las promesas de retorno
 Usted gasta mucho dinero
9
Introducción
Que le dice el CEO al CIO
 ¿Donde está la rentabilidad?
 Necesito una ejecución y operación perfecta
 Usted tiene que ser una fuente clave en la innovación
del negocio
 ¿ Por qué utiliza su propia jerga?
 Su organización es muy lenta
10
Introducción
Que le dice el CIO al CEO/CFO
Help Improve
Margins!
Demand for
IT Solutions Help Enable
Help Reduce
Fixed &
Variable
Costs!
Growth!
IT Budget
Company
Revenue
Flat
Growing
Declining
11
Introducción
Administrando TI para generar Valor al
Negocio
Introduciendo el modelo de madurez
Optimized
Level 5
Manage for
IT Business Value
Manage the
IT Budget
Level 3
Manage the
IT Capability
Manage IT
like a
Business
Managed
Level 4
Level 2
Level 1
Defined
Repeatable
Ad Hoc
Source: Intel, inspired by SEI CMM
12
Introducción
Valor del negocio en TI
Marco del Modelo de Madurez
Major Strategies
Maturity
Levels
5.Optimizing
4. Managed
Managing the
IT Budget
Sustainable
Economic
Model
Expanded
Funding
Options
3. Defined
Systemic
Cost Reduction
2. Repeatable
Predictable
Performance
Managing
The IT
Capability
Corporate
Core
Competency
Strategic
Business
Partner
Technology
Expert
Managing IT
Managing IT
For Business
Like a Business
Value
Optimized
Value
Value
Centre
Options and
Portfolio
Management
Customer/
Service
Focus
Customer/
Service
Orientation
ROI &
Business Case
Technology
Supplier
TCO
Technology/
Product focus
Beginning
1.Initial
Source: Martin Curley
13
Introduction
Cerrando el ciclo respecto al Valor
Business Strategy
Business Context
14
Introducción
Cerrando el ciclo respecto al Valor
Métricas Importantes
IT Value
IT Budget
IT Governance
IT Yield
IT Posture
IT Capability
IT Intensity
15
Firm
Performance
Introducción
Cerrando el ciclo respecto al Valor
IT Posture
Firm Revenue
& Income
IT Spending
IT Yield
Business
Value
Output
$40,000
300
60%
% Yield - New Value/IT
Budget
1200
$35,000
250
50%
800
$25,000
200
40%
600
$20,000
150
30%
400
$15,000
20%
Spending ($M)
$Billion
Net Present
Valeu
1000
$30,000
100
$10,000
200
50
NPV
IT Yield
Net Income
($M)
POR
Cum NPV
IT Yield
10%
$5,0000
$0 0
-200
Revenue ($M)
Actuals
#1
0%
#2
#3
#4
2
Q1 1 Q2 Q3 1Q4
#5
#6
#7
3
Q1 Q2 2Q3
Q4
Projects
2001-2004
Year 2002-2004
#8
#9
Fiscal Quarters (FY2002 - 2004)
IT Intensity
16
#10
3
Q1 4 Q2
Q3
Q4
Introducción
Valor del negocio para TI
Marco de referencia para la Inversion
Alineando el
negocio y los
Beneficios de
TI
IT
Efficiency
+
0
-
Creates
resistance
from line of
business
and users
Failure
Failure
17
Improved IT
efficiency with
no business
value penalty
Necessary,
but low value
Improved
business value
AND
IT efficiency
Improved
business
value with
little or no IT
efficiency
penalty
Failure
0
Business Value
Requires
incremental
IT budget
+
Managing the IT Budget
Administrando el Presupuesto de TI
Level 5
Level 4
Level 3
Level 2
Level 1
Sustainable Economic Model
Expanding Funding Options
Systematic Cost Reduction
Managed Costs
Predictable Financial Performance
Chaos
Managing the IT Budget CMF
18
Managing the IT Budget
Nivel 2: Rendimiento Financiero Predecible
IT Spending
Spending ($M)
300
250
200
Actuals
150
POR
100
50
0
Q1
Q2 Q3
Q4
Q1 Q2
Q3 Q4
Q1
Q2 Q3
Fiscal Quarters (FY2002 - 2004)
19
Q4
Managing the IT Budget
Administrando el Presupuesto de TI
Alcanzando un modelo económico sustentable
 Mejora continua predecible y programa sistemático




de reducción de costos.
Alcanzar el equilibrio entre la oferta y la demanda.
Administrar la relación entre los recursos y la
demanda.
Reducción de costos que permitan reasignar
presupuesto para la Innovación en TI.
Nivel adecuado de reservas para permitir flexibilidad
y predecibilidad
20
Managing the IT Budget
Nivel 3: Estrategias sistemáticas para la
reducción de costos
 Renegociación o cambio de proveedores
 Ajuste en los Contratos de Nivel de Servicios (SLA)
 Incrementar la automatización
 Re-ingeniería de procesos para los negocios
 Seguimiento al consumo
 “Outsourcing”
 Traslado de recursos a localidades de menor costo
 Uso de tecnologías ‘disruptivas’
 Administrando el portafolio de TI
 Diseñando para Operaciones (DFO)
21
Managing the IT Budget
La Batalla contra los Costos
Diseñando para la Operación
 Solucionando problemas estructurales
 Cambio de estrategia - fuente servicios-
Higher
Impact
 Cambio de comportamiento y patrones de
uso
 Mejorar eficiencias operaciones postimplementación
…Lecciones de TI en Intel
22
Lower
Managing the IT Budget
Intel Antes: Compra de “Low End” PCs…
4-Year Depreciation
Premature upgrade
Intel
Roadmap
Platform
Performance

Intel IT
Purchases

20K clients
$40M capital
Microsoft Windows* 2000 capable
Microsoft Windows NT* 4 capable
1997 1998 1999 2000 2001 2002
Shortened Useful Life
23
*Other names and brands may be claimed as the property of others.
Managing the IT Budget
…Ahora con “High-End” PCs
Faster transitions
4-Year Depreciation
Intel
Roadmap
Platform
Performance
Performance
headroom
 New features
 Requires stable
platforms

Intel IT
Purchases
Microsoft Windows* 2000/XP capable
Microsoft Windows NT* 4 capable
2000 2001 2002 2003 2004 2005
Stable platforms enable us to balance
efficiency and effectiveness
24
*Other names and brands may be claimed as the property of others.
Managing the IT Budget
Factores de demanda de Capacidad en Intel
Transistors
Pentium ® 4
Chip Complexity
Normalized CPU Hours (K)
100,000,000
Pentium ® III
Pentium ® II
10,000,000
Pentium ®
i486™ DX
Intel Engineering
CPU Cycle Demand
350,000
300,000
1,000,000
i386™
286
250,000
200,000
100,000
8086
150,000
100,000
10,000
8080
4004
400,000
8008
50,000
1,000
1970
1975
1980 1985
1990
1995
2000
1992
1994
1996
1998
2000 2002 2003
105% Annual Demand Growth Rate
Projections estimated engineering
capacity requirements would drive
25
a $300M+ yearly capital budget in 2002 and beyond
Intel, Pentium, and the Intel logo are trademarks or registered trademarks of Intel Corporation or its subsidiaries in the United States and other countries.
0
Managing the IT Budget
Un Caso de Reducción de Costos
Migration to Intel® Architecture + Linux*
$782M in Capital Savings (1997 – 2003)
Intel Architecture Migration
Savings vs. Spending
900M
800M
700M
Accumulated Savings
due to Intel Architecture
Migration
600M
500M
400M
300M
200M
100M
Accumulated Savings
Intel Architecture Migration
$1 Billion
Annual growth rate for
computing capacity = 105%
Year
RISC
Replacements
Yearly
$M’s
Saved
’97-’00
3,413
$99M
2001
6,348
$143M
2002
7,241
$210M
2003
12,887
$330M
Total
0
1995 1996 1997 1998 1999 2000 2001 2002 2003 2004
Capital Spend ($M)
Projected 2004
Savings ($M)
Above savings do not reflect a 2x average performance difference between Intel
Architecture and RISC – Savings based on 1:1 system replacement
26
Intel and the Intel logo are trademarks or registered trademarks of Intel Corporation or its subsidiaries in the United States and other countries.
*Other names and brands may be claimed as the property of others.
$782M
Managing the IT Budget
Mejores practicas administrando PCs
 Managed software loads on a stable hardware platform
 Proactive support services
 Training
 Help desk
 Proactive upgrade cycles
 Smooth the capital investment profile
 Ensure ability to upgrade application software for all users
 Reduces support costs
 3 to 3.5 years optimum, with high performance purchase
specification
 Synchronize operating system upgrades with hardware upgrades
for lowest deployment cost
 Methods to reduce total cost of ownership (TCO)
 IT manages PC budget for Intel
 Purchase systems with long useful life
 Best use of current assets — recycle
 Reduce or eliminate engineering and support
 Reduce platform churn
 Single image
27
Managing IT for Business Value 2
Definiendo el caso de negocio
 Utilice los casos del negocio para:
 Asignar prioridades al las alternativas
 Considerar en retorno financiero
 Entender las restricciones
 Componentes del case de negocio:
 Costo
 Beneficio
 Valorización
 Justificación
28
Managing IT for Business Value 2
Caso de negocio estratégicos
 Presente el caso a la gerencia general
 Use el formato estandard de la empresa
 Refuerza la disciplina del la empresa
 Muestra las necesidades de la empresa (Intel)
 Utiliza las convenciones contables de la empresa
 Calidad y credibilidad son claves
 Problema ‘garbage in, garbage out’
 Verifique la calidad y veracidad d la información financiera
 Incluya beneficios indirectos (ej. Satisfacción del cliente)
29
Managing IT for Business Value 2
Beneficios Intangibles
 Considere las ventajas intangibles para el
análisis completo
 Ejemplo de intangibles:
 Lealtad del cliente
 Nuevas oportunidades de negocio
 Aumento de productividad
 Disminución de riesgo
 Considere la Distancia de rédito (brecha entre
la inversión y las consecuencias)
 Refinar métodos para evaluar intangibles
30
Managing IT for Business Value 2
Nivel 4: Hacia el nivel 4 de CMF
 Hacia el Nivel 4:
 Capacidad de producir casos de negocio de alta calidad y
robustos
 Aplique la disciplina contemplando el impacto en la empresa
 Decida las inversiones con plan comprensivo
 Balance costos y beneficios
 Administración de Portafolio
 Administración de Opciones
 Administración de Riesgo
31
Managing IT for Business Value 2
4: Business Value Index (BVI)
IT Efficiency
+
0
-
Creates
resistance
from line of
business
and users
Failure
Failure
-
Improved IT
efficiency with
no business
value penalty
Necessary,
but low value
Failure
0
Business Value
32
Improved
business value
AND
IT efficiency
Improved
business
value with
little or no IT
efficiency
penalty
Requires
incremental
IT budget
+
Managing IT for Business Value 2
Nivel 4: Using the BVI
Criterion
Weight
1
2
3
4
Customer Pull
3
Low
Medium
High
Very High
Business Strategic Fit
3
Low/NA
Medium
High
Very High
End-User Performance
Improvement
2
Decrease
None
<10%
>10%
33
Pasos para el calculo del BVI
identify proposed
investments
investment owners
determines criteria and
weightings
management investment
committee (MIC)
investment owners
compute BVI values
makes decisions based on
those BVI rankings
BVI are re-assessed and
recalculated periodically
takes decisions based on
previous step
34
MIC
Input is fed back to the
MIC for evaluation
MIC
Managing IT for Business Value 2
Nivel 4: El ciclo del BVI
Measure
benefits/
value delivered,
obtain customer
feedback
Understand
business
strategy
Assign criteria
BVI Cycle
Monitor through
stage-gates
by tracking
BVI, ROI;
re-balance
portfolio
Make
Investments,
establish
measurement
mechanisms
35
Propose
solution
(Biz Case
Value Dials)
Assess benefits,
costs, risks;
compute BVI, ROI
Prioritize
and rank
proposals
Managing IT for Business Value 2
Level 4: Assessment Criteria - Business value
Criterion
Explanation
IT customer pull
Extent to which IT’s customers are asking for this deliverable – describe volume and
strength and influence of the request or demand.
Firm strategic fit/impact
Level of alignment with strategic objectives (SO) – describe which SO’s and how
impacted.
Firm end-user performance improvement
User productivity, system performance, quality; not limited to only IT users.
New or enhanced capability
Completely new solution to solve a business problem, an enhancement, or incremental
improvement?
Impact on firm’s business risk
Improvement in firm’s business continuity security, stability, and disaster recovery.
(Total risk=severity of occurrence x frequency of occurrence)
Level of innovation and learning for IT customers
New technology approach/tools for customers.
Impact on key business variables
Deliverable addresses one of the value dials from the list that is not covered by any
criteria here – identify the specific value dials that are impacted.
Impact on firm’s revenue
Directly related to protecting or enhancing the revenue generation environment, but not
the magnitude of the impact.
End customer satisfaction and VOC
Impact on IT customer satisfaction, i.e. the firm’s business units.
Size and level of customer impact (i.e., visibility)
Magnitude of firm’s population affected.
Use of firm’s own products
Extent to which project showcases use of the firm’s own products.
Confidence of success
Degree of confidence, from a business standpoint, that the benefit will be delivered.
Other intangible benefits
Please list additional benefits not captured above.
36
Managing IT for Business Value 2
Level 4: Assessment Criteria - IT Efficiency
Criterion
Explanation
Internal IT customer demand
Extent to which internal IT customers are asking for this deliverable. Include the
volume and strength of request.
IT’s strategic fit and impact
Level of alignment with IT strategic objectives.
Level of innovation and learning
for IT
New technology approach or tool for IT internal usage.
Unit cost reduction
Lowers the unit cost of products – documents the products and the type of costs
affected.
Time to market
Increases the speed at which IT products and services are deployed to customers
firm-wide.
IT employee satisfaction impact
Level of impact on IT employee well-being, development, and growth.
Confidence of success
Measurement of level of confidence to deliver on commitment.
Size and level of impact to IT
Magnitude of IT population affected.
Impact to IT employee productivity
Improved efficiency, faster project throughput, and higher quality solutions.
37
Managing IT for Business Value 2
Level 4: Assessment Criteria
Financial Attractiveness
Criterion
Explanation
Net Present Value
(NPV)
A calculation that weighs an investment against its payback over time. The
calculation demands for estimates, payback amount, payback period, a discount
rate, and the investment amount. Negative NPVs can and do occur, both when
paybacks are simply less than the investment or when paybacks are overridden
by the discount factor, which is essentially the cost of money over time.
Payback period
Period between initial investment and recovery of the total investment.
Level of investment
Total investment required – allows an assessment of how many investments can
be made against a particular budget. Includes both initial and life cycle cost.
Option Value
Potential future value not reflected in NPV.
Internal Rate of
Return (IRR)
The actual rate of return (projected or realized) of the investment, taking into
account the time value of money. (The IRR is the discount rate that makes an
investment exactly equal to its payback over time).
38
Managing IT for Business Value 2
Level 4: Visualizing BVI
Business Value Index
6
8
3
5
IT Efficiency
Index
4
9
7
39
2
1
Managing IT for Business Value 2
Level 4: Visualizing BVI Investment Project Name
Investment
(SK)
Business
Value Index
IT
Efficiency
Index
Affordability Line
Financial
Attractiveness
Index
Total
BVI
Cumulative
Investment
($K)
Project 6
1840
78
73
73
224
1840
Project 4
700
74
53
80
207
2540
Project 3
150
74
57
70
201
2690
Project 8
112
76
57
63
196
2802
Project 1
286
90
39
63
193
3088
Project 9
186
73
39
70
183
3274
----------------------------------------------$3.3 million affordability line---------------------------------------------Project 5
3228
67
59
53
179
6474
Project 2
29
69
27
63
159
6503
Project 7
180
60
39
50
149
6711
Total Investments ($K)
6711
40
Managing IT for Business Value 2
Nivel 4: BVIs a lo largo del tiempo
 Grafique los resultados de BVI a través del
tiempo
(similarmente al desempeño de un stock/accion)
 Use BVI resultados y tendencias para
invertir en “opciones”
 Inversiones pilotos
 Si las opciones resultan favorables se
incrementa la inversión
 Intel IT inversión en opciones resulto en el desarrollo de la
tecnología “ peer-to-peer”
41
Managing IT for Business Value 2
Resumen
 Maximice el valor de las inversiones de TI asignando





prioridades a los proyectos y buscando alineación a
los objetivos de la empresa
Llevar la toma de decisiones al nivel apropiado
Intégrelo con el modelo de gobernabilidad y
operación de la operación
Balancear la asignación de los recursos de proyecto
en función de prioridades
Reduzca las redundancias usando técnicas para
aumentar la visibilidad para proyectar inventario
Supervise y optimice el proceso entero de la entrega
del proyecto
42
Introduction
Gracias !
43