Prospective IT governance
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Jean-François DAVID
Strategist
http://www.davidjf.com -30 years within IBM France (Project manager, CPG Industry Strategy Director, Co-Founder of IBM France Consulting Group), author of many contributions on various IT and Organizational topics: Intelligent agents, IT perspectives, Strategic Alignment, Processes and IT, … Since 95: -Education (HEC MBA, ESCP, HEC Management, Collège de l'X, ENST, University of Nantes, WUTBS, ...) -Independent consultant, active member of many networks (EFQM, IQM, AFNET,APM , CJD,…) Research themes: Governance and IT Governance. Strategic alignment. IT/Organization/Culture interference. Time-Based Strategies. KM and cognitive aspects. Man/machine interfaces.
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First Mover, Competitive advantage or...
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First Mover, Competitive advantage or... ...IT does not matter?
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Some executives have mixed feelings about IT/IS...
• • • • • • • • • 6
TIC pervasive, ubiquitous, … It doesn't work ! I already know ! (web, laptops, telephone, …) SAP implementation …..!!! IT: binary world of false/true vs truth? For everybody or for specialists? Strategic or utility? MBA's "monoculture" (Strat / Finance / Cultures / ….) OO + IT = COO
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AUGUST 30, 2004 (COMPUTERWORLD) IT Governance: How Top Performers Manage IT Decision Rights for Superior Results, by Peter Weill and Jeanne W. Ross (Harvard Business School Press, 2004; 269 pages, $35). IT governance is a pressing issue these days, particularly since technology spending accounts for up to half of all capital expenditures at many companies. But few managers can accurately describe IT governance within their companies, much less quantify the impact of good governance on their bottom lines. Weill and Ross, research scientists at the Center for Information Systems Research at MIT's Sloan School of Management, do just that and more. For instance, a CISR study of 256 global companies reveals that the profits of companies with top-notch IT governance practices are 20% higher than those of companies with poor IT governance. More important, the authors thoroughly describe what IT governance is, classify the approaches used to govern IT and offer advice on how to set up an IT governance committee. While the authors acknowledge that there is no one-size-fits-all approach to effective IT governance, their research finds that companies that are focused on either profits or growth tend to have similar governance models. The book is aimed at for-profit companies, but it has a chapter devoted to government agencies and not-for-profits. This is highly recommended reading for anyone who's struggling with these issues. ©J.-F.David 2005
+ philosophy + cognitive sciences + neurobiology + games +cyberworlds +cyberworlds + …. 7
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Teaching Methods & Evaluations... Teaching Methods
• Formal lectures to motivate on the sub-topic, multi-faces business cases running during the whole course, many real examples from various sectors, some methodological exercises (IT balanced scorecard, culture benchmark, IT quality assessment, ..) and discussions.
Evaluation
• Group's contribution for business cases, individual assignments results, personal contributions during the whole course.
• +….Final formal exam within MC block
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"What I hear, I forget. What I see, I remember. And what I do, I understand." Chinese Proverb
Prospective IT governance
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paperback...
Readings Your site: http://davidjf.free.fr/WUTBS/mba.html
web….
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IT governance: why ? • IT Governance books: some readings…. Computer Confluence IT Mgr Survival Guide CIO Survival Guide Knowledge Management KM Business Value of IT Gödel, Escher,Bach IBM System Journal v32-1 IT Service Management CRM MIS Customer-Driven IT Managing IT as Investment Being Digital Does IT matter IT Governance Mass Customization Making IT Count
Beekman Tathswohl Prenctice Aalders Hind Carl Schubert Gamble Blackwell Harvard Business R. Harvard Business R. Hofstadter IBM System Journal v32-2 Jan le Bon Kincaid Laudon Moschella Moskowitz Kern Negroponte Nicolas Carr Peter Weill, Jeanne Ross Pine Willcocks & ...
Hall Wiley John Wiley Kogan Page HBS HBS Penguin Books IBM Addison Wesley HP Prenctice Hall HBS Prenctice Hall Vintage books HBS HBS HBS BH
2003 ...state of the art 2002 ...good rules 2004 ...some issues 2002 ...good synthesis 1998 ...guru's 1999 ...guru's 1980 ...man, mind and machines 1993 ...alignment 2002 ...detailed "bible" 2003 ...CRM 1996-2002...basics 2003 ...role of IT user 2003 ...rules of the game 1998 ...MIT Medialab guru 2003 ...a real perspective 2004 ...IT Governance study 1993 ...nice concept 2002 ...impressive rules
• IT governance study (Sloan School MIT 2003) • CISR study of 256 global companies reveals that the profits
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of companies with top-notch IT governance practices are 20% higher than those of companies with poor IT governance.
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Prospective IT governance 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
intro some IS/IT challenges Systems and transverse ICT Technotrends IS/IT old "rules" IS quality and Governance IT and Strategy ICT intelligence IT and Organization IT and Projects Concurrent engineering IT infrastructures ERP's Mass Customization and Cultures KM Informal Networks, Cops, …
001-009 010-021 022-033 034-048 049-050 051-085 086-092 093-097 098-117 118-127 128-132 133-134 135-138 139-143 144-154 155-156
Your Data Base: http://davidjf.free.fr/WUTBS/mba.html
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THE US CEOs LOOK TO THE FUTURE Foundation for the Malcolm Baldrige National Quality Award 1998 Six trends affecting major U.S. companies are judged to be "major" by more than 70% of the CEOs surveyed:
- globalization (94%) - improving knowledge management (88%) - cost and cycle time reduction (79%) - improving supply chains globally (78%) - manufacturing at multiple locations in many countries (76%) - managing the use of more part-time, temporary and contract workers (71%) Eight other trends were judged to be major by between 50% and 70% of the CEOs:
- developing new employee relationships based on performance (69%) - improving human resources management (68%) - improving the execution of strategic plans (68%) - developing more appropriate strategic plans (64%) - ongoing measurement and analysis of organizational processes (60%) - developing a consistent global corporate culture (56%) - outsourcing of manufacturing (55%) - creating a learning organization (52%) 13
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Strategic Alignment 1/n years
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Strategic Alignment External challenges
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IT Governance: What is it?
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IT Governance Defined
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IT Governance: What is it?
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and its dimensions: Strategic Alignment Operational Efficiency Risk Management Security Business Continuity Change Management System Integrity Cost Management Regulatory Compliance Value Delivery ©J.-F.David 2005
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IT governance framework Provide Direction Set Objectives iIT is aligned with the business, enables the business and maximises benefits iIT resources are used responsibly iIT related risks are managed appropriately
IT Activities
Compare
iIncrease automation (make the business effective) iDecrease cost (make the enterprise efficient) iManage risks (security, reliability and compliance)
Measure Performance
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J. de Rosnay B. Walliser G.Bateson E.Hall
L. Von Bertalanffy
Palo-Alto
P.Watzlawick E.Berne TA E.Morin J.-L. Lemoigne
J.Mélèse complexity constructivism ©J.-F.David 2005
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SYSTEM "A system is a set of elements in dynamic interaction, organized according to a purpose" Joël de Rosnay
1) A set in mutual connection with an environment, this interdependence insuring it a certain autonomy 2) This set is formed by systems in interaction, this interdependence insuring it a certain degree of coherence 3) It undergoes more or less deep modifications along time while preserving a certain durability " B.Walliser
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René Descartes: Discourse on method " The FIRST was never to accept anything for true which I did not clearly know to be such; that is to say, carefully to avoid precipitancy and prejudice, and to comprise nothing more in my judgment than what was presented to my mind so clearly and distinctly as to exclude all ground of doubt" OBVIOUSNESS principle
"The SECOND, to divide each of the difficulties under examination into as many parts as possible, and as might be necessary for its adequate solution" REDUCTIONIST principle "The THIRD, to conduct my thoughts in such order that, by commencing with objects the simplest and easiest to know, I might ascend by little and little, and, as it were, step by step, to the knowledge of the more complex... " CAUSAL principle "At the LAST, in every case to make enumerations so complete, and reviews so general, that I might be assured that nothing was omitted."
EXAUSTIVENESS principle
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APTNESS principle: Agree that any object which we shall consider defines itself with regard to the implicit or explicit intentions of the analyst. Never refrain to question this definition if, our intentions modifying, the perception we had of this object modifies. GLOBALISM principle: Always consider the object to know by our intelligence as an immersed and active part within a bigger one set. Perceive it at first globally, in its functional relation with its environment without caring excessively to establish an accurate image of its internal structure, among which the existence and the uniqueness will never be considered as acquired. TELEOLOGIC principle : Interpret the object not in itself, but by its behavior, without trying to explain a priori this behavior by some law involved in a possible structure. Understand on the other hand this behavior and the resources that it mobilizes with regard to the projects which, freely, the analyst attributes to the object. AGGREGATIVITY principle: Agree that any representation is simplifying, not by neglect of the analyst, but deliberately. Look as a consequence for some receipts able to guide the selection of aggregates considered as relevant and exclude imaginary objectivity of an exhaustive inventory of elements 26
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80's
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Ubiquitous access - on a path over the next decade to anytime, anywhere connectivity at high speeds. - By 2015, users will roam across six networks in a single day and access net services using a wide range of devices.
Ambient intelligence Imbuing objects with some smarts tags(via electro-mechanical systems and RFID). The cost of tags are coming down and the applications are obvious, from managing inventory in warehouses and retail locations to measuring temperature and water levels in potted plants. Assembling various data from remote sensors would allow insurance companies to offer dynamic, risk-based pricing for drivers. by 2015, an average urban dweller will have more than 20 supplemental bits of realtime, digital information, compared to one or two in 2004. Major improvements in display technology —such as Organic Light Emitting Diodes that allow for flexible plastic screens, cheap manufacturing,high contrast and high refresh rates–will allow users to see all kinds of information, such as data on people in their field of vision, repair instructions and key performance indicators for business and personal health. Mesh networks, which are self organizing, highly reliable, peer-to-peer, low power nodes, combined with RFID will allow for new kinds of applications. Mesh networks can dynamically route packets depending on the availability of nodes and have no central point of failure or control. A paper manufacturing company in Sweden with 35,000 square miles of forest that is considering putting smart sensor on trees in a mesh network to collect information about the timber, such as the water content, to get a better handle on when and what to harvest for pulping. He mentioned several companies involved in creating technology for RFID/mesh networks ©J.-F.David 2005
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Gartner predicts that by 2015, collective intelligence breakthroughs will likely drive a 10 percent productivity increase, and the ratio of managers to knowledge producers will be reduced by 50 percent. The idea is that through data mining and more flattened collaborative environments, the collective inputs from groups can yield better, more distributed decisions. For example, aggregating information from a broad group could lead to predictive markets that offer more reliable forecasting of events, trends or directions that a company should take. Wikis were given as an example of a collaborative system that helps to "democratize" decision making, moving from centralized to distributed authority. Harvesting collective intelligence to discover relevant patterns that can enable better decisions and improvements in productivity is likely to happen sooner than 2015 for many industries and applications, especially as new, improved algorithms are developed. But, collective content creation and decision making via wikis or other collaborative systems and social networks, with no central authority, require a culture and organization shift that most corporations will be very slow to embed in their DNA.
Semantic connectivity it’s coming up with common language, definition and terms so that all those smart objects can communicate with each other. "Semantic" technologies, including tagging and more formal codification, will facilitate data interchange and validation and mapping between different terminologies. By 2008, "the language of logic, as chosen by the core Semantic Web with OWL (Web Ontology Language), Resource Description Framework (RDF) and topic maps or their derivatives, will become the underlying common language of storing, accessing and sharing metadata." Universal, high-bandwidth access, some form of communicable intelligence in all things and semantic technologies that create a framework for meaningful information sharing and reuse by machines are all works in progress, with their own trajectories and battles to wage. Whether they come together in five years to create something greater than the original Web is doubtful, but eventually the three components will reach a collective "tipping point" that fuels new kinds of applications and business models, with far more "native" intelligence embedded within the network… ©J.-F.David 2005
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Moore's law: *2 every 18 months Metcalfe's law: network value = ^^nb nb of users Gilder's law: communication volume =*2 every 100days volume=*2 bandwidth *3 every year. …. 35
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e-"too much" e-procurement
e-economy
e-business
e-sourcing e-customer care e-commerce e-payment e-learning e-turbulence e-transformation e-manager e-volution e-success e-commitment e-infrastructure e-xcellence e-cceleration
To e- or not to be... 38
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Facts ?
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Internet Growth (1981-2000)
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Source: IBM France
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IBM Creates New Transistor That Uses 80 Percent Less Power Than Current Technology; Demonstrates World's First Thin-Silicon SiGe Bipolar Transistor 30 September 2003, 00:01am ET
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Emerging Technologies: GRID Three types of Grids are known as per today. • Computational Grid Examples are SETI, RSA-155, Genome, Virtual Supercomputing. • Storage Grid Examples are P2P applications on music, video, scientific data. • Information Grid Examples are virtual organizations. Can we think of gBusiness and gSociety? 40
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Emerging Technologies: Broadband
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Wearable computers: Aesthetics How comfortable would you be chatting socially with this guy?
Figure from Proem, a wearable system for exchanging flexible user profiles
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The holographic technology under development would be able to store so-called yottabytes of data, and deal with all of the Internet and multimedia data starting to appear. Exabytes, the successor to petabytes, are 10Mb of data to the square of 15, while yottabytes are 10Mb to the square of 24. Other definitions say an exabyte as, in decimal terms, a billion gigabytes.
"If we make the assumption that everyone needs 40 petabytes of data in a lifetime of 100 years, then the world could use 200 yottabytes of data, including video, which takes up the most storage space," said Bill Cody, senior manager of exploratory data management research at IBM's Almaden Research Center in California. He explained that the world had needed to store 81,000 terabytes of data in 1995 at a cost of 33 cents per Mb, this had risen to 800,000 by 1999 at a cost of $0.044 per Mb. By 2001, however, Cody expects the figure to increase to six million terabytes, although it would only cost $0.006 per Mb. "Some 85 per cent of the world's data is currently unstructured and is not accessible using storage technology," he said. "But at $0.06 per Mb, storage starts to compete with paper and film. As storage capacity goes up, price is coming down and storage technology is getting more ubiquitous." 43 ©J.-F.David 2005
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AUTONOMIC
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UBIQUITY
• Characteristics • IT technology everywhere and embedded in everything • Global connectivity and always on • Physical world joining virtual • cyberspace acts can affect real-world processes and vice versa
• Web pages and portals for everything • documents, people, things, places, events, processes • pages give access to files, sensors, actuators, controls
• Enablers • performance: more bang for buck in less space • mobility
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Watson, Pitt, Berton and Zinkhan, 2002
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Post-Human Opportunities unique, conscious The post-human opportunities are those that involve processes that are ultra-conscious and unique for each individual. These are extraordinary experiences, such as adventuring, entertainment, and teleimmersion. Since they are time-space independent and extend or enhance our awareness of the world around it, firms that wish to do business within this space should seek business opportunities that enhance conscious interaction with the phenomenal world in specific situations. Hyper-real Opportunities ubiquitous, conscious The hyper-real opportunities are those that involve processes that are ultra-conscious and ubiquitous for individuals. This opportunity takes advantage of the characteristic that the network is always on and seeks to enhance human facilities. For example, advanced prosthetics that are connected to the network or genetic enhancements to individuals are hyper-real. These opportunities enhance conscious interaction with the phenomenal world acontextually – that is transcending specific time-space locations. Node Opportunities ubiquitous, unconscious The node opportunities are those that involve processes that are unconscious and ubiquitous for individuals. Firms that seek to find opportunities in the node space seek to move tasks from conscious to unconscious automated consumption. For example, the use of automated toll booths and smart cards or price comparison bots that execute in the background. These free attention for individuals and are universal, acontextual processes designed to automatically perform tasks. Matrix Opportunities unique, unconscious The matrix opportunities are those that involve processes that are unconscious and unique to each individual. Examples of firms seeking business opportunities within this space are a CRM that tries to understand the customer so well that offers easily capture attention or a wine-ofthe month club that comes with the permission of the individual. These opportunities reduce the necessity of an individual or collective to consciously interact with phenomena in specific contexts. Watson, Pitt, Berton and Zinkhan, 2002
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Risks, Security, ... Virus Back-ups Hackers Spywares, worms Phishing Attacks, accidents Bugs (Gödel theorem !) Networks Distance screen capture Big Brother... …. 46
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“Just what do you think you’re doing, Dave? Look, Dave, I can see you’re really upset about this. I honestly think you ought to sit down calmly, take a stress pill and talk things over.” — HAL, just prior to disconnection, 2001: A Space Odyssey, a film by Stanley Kubrick
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What is AI? Artificial Intelligence involves studying the thought processes of humans and representing those processes via machines (computers, robots, etc). AI has three objectives
To make machines smarter (the primary objective) To understand what intelligence is (the Nobel Laureate purpose)
To make machines more useful (the entrepreneurial purpose)
Can a machine become human? What is human intelligence?
AI is a branch of computer science that deals with ways of representing knowledge using symbols and heuristics
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AI FAMILY ARTIFICIAL INTELLIGENCE NATURAL LANGUAGE
ROBOTICS
PERCEPTIVE SYSTEMS
EXPERT SYSTEMS
INTELLIGENT MACHINES
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Computer Vision
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Source:. Dr. Samir Chatterjee Claremont Graduate University
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Expert Systems What does an expert do?
Provides solutions to complex problems They have specific knowledge and experience in problem area They are aware of alternate solutions, chances of success, and how much it will cost The more unstructured the situation, the more specialized and expensive is the advice
What is an expert system?
ES are an attempt to mimic human experts. AI technology have proved to be very successful.
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Expert System
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Cf. Dr. Samir Chatterjee Claremont Graduate University
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NLP and Voice Technology NLP refers to communicating with a computer in English like language. Give computer directions what to do and it does that. NLP understanding investigates methods of allowing a computer to comprehend instructions via keyboard or voice (known as voice recognition). NL generation allows computers to produce ordinary English language on screen or by voice (known as voice synthesis)
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Sample Voice Applications
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Telephone banking – Citibank PC technical help – Gateway or Dell Requesting pickups – FedEx Airline reservations or inquiry – most airlines Allowing inspectors to report results of quality assurance test – GE, Rockwell, Eastman Kodak
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Neural Processing
Input – attributes of a problem; weights – relative strength; output – solution to a problem
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Cf. Dr. Samir Chatterjee Claremont Graduate University
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Neural Network
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Cf. Dr. Samir Chatterjee Claremont Graduate University
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Benefits and Applications of NN Very useful in pattern recognition, learning and
interpretation of incomplete information Fault tolerance, generalization, adaptability, forecasting capabilities Applications are several
Tax fraud Financial services Loan application evaluation New product analysis Resource allocation based on historical experimental data Data mining Stocks, bonds, commodities selection, trading Signature validation Credit card fraud
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Fuzzy Logic
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Cf. Dr. Samir Chatterjee Claremont Graduate University
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Virtual Reality
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Intelligent Agents IA helps humans to filter information and can play
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important role in e-commerce They are also called software agents, wizards, knowbots, softbots. What can it do? Information access and navigation Decision support and empowerment Repetitive office activity Mundane personal activity Search and retrieval Domain experts
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The 2 faces of bots... Intelligence function Turned towards understanding and adaptation
Ok, let's go What do you want to do?
- "a priori" objectives - "a posteriori" suggested - "over the shoulder"
Agent function Intelligence function Turned towards execution of the mission
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KQML: Knowledge Query and Manipulation Langage
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Business Process Semantic
Objects…. Objects….
Syntactic
XML….
Technical Architecture
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HTML, IP, ….
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James Martin's 90's vision
IT IT productivity, productivity, Q Q && governance governance
self-service self-service ratio ratio
networks networks ,,protocols protocols vocabulary, vocabulary, objects objects strategy strategy from from the the board board 50
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compute
store
communicate
typology
people to people
people to data data , text voice , music
people to logic
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Strategic Alignment
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Where
What
How
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Advantages
Playground: where?
desinvest
invest
Trumps 88
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Downes and Mui's New Forces Model
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Method 1 a) Paradigm change, profession slippage Why do client want this kind of service/product ? New professions, competitors New vision b) List of product/services How can we add more customization services more ICT
service
ICT
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Method 2 How to decide go/no go ? benefits
DO
PROTO INTELLIGENCE
ABSORB
NO risks
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What is Process Management? A business process is any broad collection of activities within your company that is involved in the ultimate goal of developing your product or service for the customer. Business processes are typically evaluated from the customer's viewpoint. Ensuring a smoothly running business process is critical in maximizing the added value you are providing to your customers. Managing the key processes efficiently is critical to the success of the company. But managing the processes is harder than it may seem at first - mostly because these processes don't stand alone, but interact with one another. 103
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There are many types of business processes such as key processes, support processes and sub-processes. Typical business processes include: * Procurement: Securing the materials and equipment necessary to produce your goods or services. * Product development: Planning new goods or services for your customers or refining existing products. * Production: Creating those goods or services. * Order delivery: Receiving orders from customers and ensuring that those orders are fulfilled. * Distribution: Ensuring smooth distribution of goods to customers. * Customer support: Providing assistance to customers after they've bought your product or service. 103
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suppliers suppliers
events events
suppliers suppliers
Process Process
clients clients
actions actions
clients clients
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New value chain... CRM
SCM
Customer Relationship Management
Supply Chain Management
c
ERP Enterprise Ressource Planning
BI
KM
Business Intelligence
d d
Knowledge Management
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Main processes SCM
Order Buy Supply Produce Transport Deliver Invoice Reclaim
CRM
Listen to client voice Design product/service Develop offer Marketing Contract Follow client
ERP
Control Measure Finance
BI
Listen Know Anticipate Decide
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KM
d d c
d
manage people manage knowledge
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PROCESSES or SOFTWARES ???
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IBM Global Services
Ariba SAP, JDE, Oracle, Movex, Movex, ...
Siebel
Lotus Domino IBM servers Unix, Linux, Linux, ...
SAN
IBM strategy partial view
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Investigate, amazement reports, ... Moments of Truth Client intelligence Claims analysis
Invent product/service Analyse/test the needs Design the system Define processes Prototype Design subsystems Industrialize Negotiate sub-contracting Integrate Test Deploy/Control Q Document Annonce Constitute the offer Fix the price Manage the accounts Follow-up profit/products Promotion campaigns Manage catalogs
Process zoom CRM Listen to client voice Design product/service Develop offer Marketing Contract Follow client
Manage opportunities Manage territories Forecast sales Answer RFP/RFQ, bids Negotiate Quotations Issue / Manage contracts Sell Take the orders
Manage service demands Claims management Provide support Manage real time services/mails Manage call centers Campaign management Customer segmentation Customer value management Analyze the markets Analyze customers Analyze competition Route to markets Visits/Contact management
Fax, Email Phone/Call centers Face to face Internet Dealers Agents
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SCM Manage customer orders Study suppliers performance Use the market places Answer bids(RFI/RFP/RFQ) Negotiate with suppliers Manage contracts Order Info exchange, auctions, dynamic trading Manage finished products stocks Plan supply Supply Buy orders Logistics suppliers Reception Quality control Match (invoices/product) Supplier payment
Order Buy Supply Produce Transport Deliver Invoice Reclaim
Invoice clients Cash/Reclaim
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Provisional order management Sales planning Production planning Budgets, cost analysis Capacity planning MRP Maintenance CTL/Quality mgt Plan floor planning Product assembly Manage intermediary stocks Planning Control Order
Manage transportation Manage distribution Manage warehouses Picking and conditioning Delivery planning Delivery fllow-up Management of returns
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ERP BI
Listen Know Anticipate Decide
Environnemental intelligence Commercial intelligence Technological intelligence Strategic planning Operational planning
Business rules Client rules Supplier rules Auditability
KM
Control Measure Finance
Manage people Manage knowledge
Finance management General accounting Asset management Treasury management Accounting and finance plan Projects management Investments management Infrastructures Information system Communication system
Staff management Pay management Recruitment Education Incentive Management Unions relations
Management reporting Finance reporting, ABM Q reporting
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Win/Win
Strategy Objectives
Strategy Objectives
Marketing Innovation …. Sourcing Négociation Contract Procurement order …. Logistics Transportation Reception Dispatch Stocks ….. Manufacturing ….. Sales ……..
Prime contractor
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Intelligence Innovation, R&D Prototyping ….. Marketing e-design Sales, studies, quotations Order entry …. Industrialize ... Production plannings ... Manufacturing Production plans Capacity planning e-supply chain Plantfloor planning Stocks …. Purchase, ... Maintenance ….. Logistics Client management Sales management After sales... ….. Finance mgt …... People mgt Supplier ……..
Win/Win
Strategy Objectives
Intelligence Innovation, R&D Prototyping ….. Marketing Sales, studies, quotations Order entry …. Industrialize ... Production plannings ... Manufacturing Production plans Capacity planning Plantfloor planning Stocks …. Purchase, ... Maintenance ….. Logistics Client management Sales management After sales... ….. Finance mgt …... People mgt ……..
Supplier 2 1
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Many cooperation domains... Main manufacturer
Suppliers
Domain Sell Procure
R&D Production
Domain e-sourcing e-auction
Buy
e-procurement
Deliver
e-design
R&D
e-supply chain
Production
e-billing Accounting Suppliers All
Accounting Customers
e-payment
e-collaboration / e-share
All
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Hoshin Kanri
Hoshin = a course, a policy, a plan, an aim Kanri = administration, management, control, charge of, care for
Hoshin = Policy Deployment 112
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Balanced Score Card
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In "my" use of words, lever in "hoshin kanri" approach, is used when something plays on something different (projects on processes processes on strategies, strategies on vision, ...) In the other method, where people try to disentangle a complex problem of interference of objects of the same category (people on people, processes on processes, strategies on strategies, ...) and try to detect where is the "hen" and where is the "egg" and where to start, motricity means action of something on the others, dependence means the contrary. Any factor has a certain level of motricity on the others, and a certain level of dependency. If motricity ++ and dependency -- elements are called MOTORS If motricity -- and dependency -- , elements are called INDEPENDENTS If motricity -- and dependency ++, elements are called DEPENDENTS If motricity ++ and dependency ++, elements are called LEVERS This use of word lever is not the same than within Hoshin Kanri. 114
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Process vs Structures (ABM/ABC Prototype)
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Henry Mintzberg Cleghorn Professor of Management Studies, Faculty of Management, McGill University, Canada Ph.D. Sloan School of Management, M.I.T., 1968. Current Work : focuses on the development of a family of programs for educating practicing managers, as well as a book entitled Developing Managers, not MBAs, and a pamphlet called Getting Past Smith and Marx… toward a Balanced Society. http://www.henrymintzberg.com/
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Organization and Structures (Mintzberg)
• Simple Structure • Machine Bureaucracy • Professional Bureaucracy • Divisionalized Form • Adhocracy • +… Missionnary • +…Political 116
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Organizations Direct supervision
One person gives direct orders to others
Standardization of work processes
One person designs the general work procedures of others to ensure that these are all coordinated.
Standardization of output
One person specifies the general outputs of the work of another.
Standardization of skills
A person is trained in a certain way so that he or she coordinates automatically with others.
Mutual adjustment
Two or more people communicate informally among themselves to coordinate their work.
Operating core The basic work of producing the organization’s products and services gets done.
Strategic apex The home of top management
Middle line Managers who stand in a direct line relationship between the strategic apex and the operating core.
Techostructure The staff analysts who design the systems by which work processes and outputs are standardized in the organization.
Support staff The specialists who provide support to the organization outside of its operating workflow.
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Mechanic vs Organic, Life Cycle Structural Configuration
complex Decentralized Bureaucratic (standardization of skills)
Decentralized Organic (mutual adjustment)
stable
dynamic Centralized Bureaucratic (standardization of work processes)
Centralized Organic (direct supervision)
simple
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Key Part of Organization
Type of Decentralization
Simple Structure
Prime Coordinating mechanism Direct supervision
Strategic apex
Vertical and horizontal centralization
Machine Bureaucracy
Standardization of work processes
Technostructure
Limited horizontal decentralization
Professional Bureaucracy
Standardization of skills
Operating core
Vertical and horizontal de-centralization
Divisionalized Form
Standardization of outputs
Middle line
Limited vertical decentralization
Adhocracy
Mutual adjustment
Support staff
Selective decentralization
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Business Functions MARKETING AND SALES
PRODUCTION AND MATERIALS MANAGEMENT
ACCOUNTING AND FINANCE
HUMAN RESOURCES
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Business Function – Accounting & Finance
• • • • • • •
Vendor payments Receipting of cash from customers Accounts receivable function Recording of raw materials purchases Recording of Sales Generating financials statements Asset register maintenance
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Business Function – Human Resource
• Organisation Development • Performance Management • Training
• HR Information Systems • -Payroll • -Personnel Administration • Employee Self Service
• HR Communication • Labour Relations • Employee Assistance Programmes
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Business Function – Prod & Materials Mgmt
• Making the product • Purchasing raw materials for making the product • Production planning used to develop orders for raw materials • Raw material orders are based on the production plans, so that sufficient raw materials are available to support the production plan, but excessive inventory that might spoil is not carried • Inventory management
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Business Function – Marketing and Sales
• • • • • •
Developing products Determining pricing Promoting products to customers Taking customer orders Create sales forecasts Market research in relation to products
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ERP Systems • Early 1990s first fully integrated software system • Current ERP systems evolved as a result of development of hardware and software technology needed to support systems
• Developments of vision of integrated systems • Release of personal productivity software (word-processing) • 1979 Introduction of first spreadsheet software (complex business • •
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analysis without programming) hence need to connect individual users’ PCs Telecommunications allowed sharing of data (server to client) ERP began on a factory floor (inventory tracking system – Materials Requirements Planning)
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ERP Systems • An ERP system is defined by Markus et al. (2000: 245) as a
•
•
software package which makes possible the sharing of business information stored on a common database among targeted business units in the entire organisation. Enterprise Resource Planning is a way of making internal processes in an organisation to work in harmony. In an ERP software all components of an organisation functions are supported therefore data or information is shared across the entire organisation. The purpose served by an ERP system is of organising, codifying and standardisation of the business processes and information or data. Furthermore ERP systems provide an enterprise with a common language and a common pool of data (Norris et al. 2000: 12-13; Adam and O’Doherty, 2000: 306)
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Overview of major ERP systems
THE PUBLIC SECTOR UTILITIES TELECOMMUNICATION FMCG FINANCIAL SERVICES NGOs MANUFACTURING
ORACLE
SAP
JD EDWARD
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PEOPLESOFT
BAAN
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SAP
• Founded in 1972 • Based in Walldorf, Germany • World´s largest inter-enterprise software • • • •
company Third largest independent software supplier 13,000+ customers in 120+ countries Employs a workforce of over 22,900 (June ‘00) Offices in more than 50 countries
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Overview of Oracle
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Overview Oracle
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Overview PeopleSoft
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Overview J.D. Edwards Now part of PeopleSoft
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Overview BAAN
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Benefits of ERP systems
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Introduction to SAP R/3 - the System BW Business Warehouse
SD Sales & Distribution
• The R/3 System • Over 1000 predefined transactions • Possibility of 30 different languages • 14 different modules
MM Materials Mgmt. PP Production Planning SM Service Mgmt. QM Quality Mgmt.
R/3
CO Controlling
AA Asset Accounting EC Enterprise Controlling
Integrated Solution Client / Server PM Open Systems WF
Plant Maintenance HR Human Resources
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FI Financial Accounting
PS Project System
Workflow IS Industry Solutions
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FI Financial Accounting CO Controlling
AA Asset Accounting EC Enterprise Controlling
R/3 Financial Applications
FI CO AM
• •
General ledger
• •
Special Ledgers
• • • •
Overhead Management
•
Investment Planning/ Budgeting/Controlling
•
Depreciation Forecast/ Simulation/Calculation
Accounts Receivable/ Payable
EC
PS Project System
•
Executive Information System
•
Profit Center Accounting
• • • •
Work Breakdown Structure
Fixed Asset Accounting
Activity Based Costing
PS
Product Cost Accounting
Costs and budgeting Time scheduling Orders in the project
Profitability Analysis
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BW Business Warehouse SD Sales & Distribution
R/3 Logistics Applications (1/2)
MM Materials Mgmt. PP Production Planning
SD
MM 137
•
Sales Promotion/Sales Activities
• •
Inquiries/Quotations/Order
•
Shipping/Transportation/ Foreign trade
•
Billing
• • • • •
Contracts and scheduling agreements
PP
• •
Sales/Production planning
• • •
Forecasting
• •
Management reporting
•
“Slice and Dice”
Materials requirements planning Purchasing Goods movement Invoice verification Inventory management Simulation/Calculation
BW
Material requirements planning Capacity planning Shop Floor Information System
Data collection from various sources stored in a central repository
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SM Service Mgmt. QM Quality Mgmt.
R/3 Logistics Applications (2/2) R/3 Human Resources
SM QM
• • •
• • •
Service planning Processing service orders Service Information System Quality planning Quality inspection Quality Management Information System
PM HR
PM Plant Maintenance HR Human Resources
• • •
Maintenance planning
• •
Recruitment management
•
Payroll accounting
Processing maintenance orders Maintenance Information System
Personnel Capacity and Shift Planning
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Optimisation is done through processes, organizations and ERP systems evolution
1% New technologies 2% Strategies
People & Structures Education 20% Org 3% Processes 45%
Processes
ERP 29%
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© 2001 Cap Gemini Ernst & Young - All right resserve
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Prospective IT governance 5a- IS/IT Governance
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IT Governance Defined Several definitions with common elements: responsibility of the board of directors O protects shareholder value O ensures risk transparency O directs and controls IT investment, opportunity, benefits and risks O aligns IT with the business while accepting IT is a critical input to and component of the strategic plan, influencing strategic opportunities O sustains the current operation and prepares for the future O is an integral part of a global governance structure O
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IT governance framework Provide Direction
Set Objectives
Compare
Information Technology Activities
Measure Performance
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IT governance framework Provide Direction Set Objectives iIT is aligned with the business, enables the business and maximises benefits iIT resources are used responsibly iIT related risks are managed appropriately
IT Activities
Compare
iIncrease automation (make the business effective) iDecrease cost (make the enterprise efficient) iManage risks (security, reliability and compliance)
Measure Performance
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ITIL model
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Business, Customers, Users Incident Management
Problem Management
Service-Level Management
Service Desk
Change Management Release management Configuration management
Service Support
Network, Systems, DB and Operations Management
Customer Relationship Management
Application Management
Availability Management Capacity Management Financial Management IT Service Continuity Management
Service Delivery
Security Management
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SG CIB Strategic Framework Business Strategy
Regulators
Euro Capital Markets
Basel 2
Derivatives
IAS
Structured Products
Changing Markets
IS Strategy
Globalisation & Mutualisation Strategy Functional Architecture & flows
External Drivers
Techno Watch
IT Strategy
Sponsorship of pilot technologies
Application Cartography
Technical Normes & Standards
Application Architectures & Integration
Usage & selection Guidelines
Reference Data Structures
Reference technical architectures
ITEC Strategy
Organisational Strategy Processes & Quality Service Management
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Structures Contracts Q indicators Productivity, Function Points COQ ©J.-F.David 2005
Structures Information contract functions
IS MPG
Information contract
Method & Projects Group: Mixed professionals & IS Detect needs Stimulate the function Both IS and Organisation
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# 1 - Think Like a CEO
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# 2 - Communicate in Stakeholder-Specific Terms
Metrics of Interest
Board CEO
Competitive Advantage Growth, Agility, Image
CFO
Income Statement, Balance Sheet, Cash Flow
CIO
NPV, Payback Period, IRR, Project Selection
ROIT™ (EVA / IT Spending) , IT Spending
Business Unit Executives IT Managers
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Key Business Metrics (Revenue, DSO, Sales Cycle, Productivity) Total Cost of Ownership Key IT Metrics (Staff per user, Call Time) ©J.-F.David 2005
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#6 - Don’t Forget the Intangible Benefits and Risks
• Costs •Business unit •IT costs • Tangible benefits •IT cost reductions •Business op efficiency •Business strategic advantage • Financial impact •Revenue/profit •Operating expenses •Accounts payable •Accounts receivable •Inventory •Net fixed assets • Risks • Intangible benefits
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#7 - Manage IT Investment as a Portfolio Allocation
Investment, Risks, Rewards, Value Map
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Contracts
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Service contract signed for any project part of project - Application definition and objectives - Project owner (function) responsibilities - IS responsibilities - Revision conditions - Service level - Education - Implementation rules - Indicators signed by operations and managers same for internal and external ©J.-F.David 2005
Q indicators Usually around 30... Examples: 1A: What is your feeling about the service given by the recently installed application? (excellent, good, average, bad) For every question, subsidiary questions on : response time, screen design, education, doc, availability, … 1B: During the development, judge your relation with IS dpt (understanding the need, planning, relation with project mgr, mgr, …) 2: Modifications ratio nb of function point modified/ nb of function point 3: Nb validated bugs/function point 77
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Function Points Systemic approach of programming Nb queries Nb interfaces Program Nb input
Nb output
Nb files + adjustment by complexity factor for each + global adjustment by general factors (technique employed, ..) 78
Modified every year, additions, suppressions, modifications...
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COQ Ex: Staffs 57% Machines 12% Network 31% Prevention: education, tools, checklists, code reviews, planning, QC, … Control/Measure: Phase reviews, tests, reports, audits, … Failures: Stopped projects, bug correction, change mgt, mgt, re-runs, stops, virus, …
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Personnel
Base 68%
Prevention 13,6%
Failure 18,4%
% 57%
Machines
60%
21%
18%
12%
Network(data)
80%
4%
16%
12%
Telecom
67%
14%
18%
19%
TOTAL
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18% ©J.-F.David 2005
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For internal IT development group, a sample scorecard…
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Organization Agility
7
Nb of reengineered processes/year
Image
2
Image indicator
People
5
Morale index Absenteeism
Innovation
4
% innov vs existing
Speed
7
Time / function point Delay demand/delivery
Client satisfaction
9
Ratio treated vs demanded Claims nb Engagement observance (pts, t)
Product Q
8
Bugs / function points Fulfillment delay
Production cost
5
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For internal IT development group, a sample value chain (processes) ...
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01- Client's needs knowledge 02- Study/complement specifications 03- Study demands impacts (estimation, points) 04- Develop formal contract 26- Pilot / Control dvpt center, scorecard 05- Studies, production, quality planning 27- Prepare plans, budget, ... 06- Project launching and follow-up 28- Negotiate plans, budget 07- Development management 29- People management 08- Software objects production 30- Resources management 09- Prepare middleware and data structures 31- Finance management 10- Integrate versions 32- Internal/external communication mgt 11- Implement versions 33- Technological scan & intelligence 12- Correct bugs 13- Documentation production 14- Educate users 15- Educate production centers 16- Problems management (hot line) 17- Corrections distribution 18- Assist users for new versions 19- Define/maintain dvpt methods (guides, reviews, Q, ..) 20- Define/maintain application architecture (principles, urbanization, …) 21- Developers assistance (hot-line) 22- Dvpt information system 23- Control/measure applications 24- Data/ Application directory 25- Dvpt process control
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7 ’S Cold triangle
Strategy
Systems
Structure
Shared values
Staff
Skills
Style
Warm triangle
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7 ’S Cold triangle
Strategy
Systems
Structure
Super-goal
Staff
Skills
Style
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Warm triangle
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Knowledge Management caters to the critical issues of organizational adaptation, survival and competence in face of increasingly discontinuous environmental change.... Essentially, it embodies organizational processes that seek synergistic combination of data and information processing capacity of information technologies, and the creative and innovative capacity of human beings. www.brint.com www.brint.com
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KM, basic concepts... Data
Information Project
Communicational Opulence Just in case
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Knowledge Learning by doing
IS Just in time
KM
Just for you
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DATA, INFORMATION, KNOWLEDGE Data
• Objective observed facts about organizational events. • Source of error - measurement related Information
• A communication carrying a message. Can be found from data by adding relevance and purpose. • Source of error - interpretation related Knowledge
• Knowledge is a fluid mix of framed experience, values, contextual information, and expert insight that provides a framework for evaluating and incorporating new experiences and information. • It originates and applied in the minds of knowers. • Closest to “Action.” • Various forms: Experience, Judgement, Intuition, Value and Beliefs, • Source of error - validity related. Internal validity - is this knowledge sound? External validity - is this knowledge sound elsewhere? 148
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shared knowledge
fomalize
We know...
socialize
Model coll
ind
ind
coll
I know... operational knowledge 149
TACIT
conceptual knowledge
associate
Rules, standards intériorize
simple
complex
systemic knowledge EXPLICIT
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The types of knowledge that exist in and around every organization...
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KM and the learning Mix (Moingeon, HEC France)
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KM and IT Share knowledge
Distribute Knowledge
Group collaboration Systems •Groupware •Intranets
Artificial Intelligent Systems Expert systems Neural networks Fuzzy logic Intelligent agents Genetic algorithms
Office syst ems •Word proc •Desktop publishing •Imaging •Web publishing •Electronic calendar •Desktop dat abases
Knowledge work Systems •CAD •Virtual Reality •Workstations •software
Capture and codify knowledge
IT
Create knowledge
Networks Databases Pro cessors Software Internet tools
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IT ©J.-F.David 2005
KM and cognitive styles “Cognitive style may be defined as individual variations in modes of perceiving, remembering and thinking, or as distinctive ways of apprehending, storing, transforming and utilizing information.” (Kogan, 1971) “Learning is any relatively permanent change in behavior that occurs as a result of experience.” “Learning styles are cognitive, affective, and physiological traits that serve as relatively stable indicators of how learners perceive, interact with, and respond to the learning environment.” (James W. Keefe)
EX:
Serialist/Analytic – Wholist/Global Verbal/Linguistic – Visual/Spatial Field Dependent - Field Independent Impulsive - Reflective
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KCDC 2003
e-learning Illumination Deepening, Studying Project definition Project Capitalization towards next steps.... 155
Mix of media......
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A necessary cross-fertilization
NTIC
EDUCATION
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COGNITIVE ERGONOMICS
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Strategic Alignment
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Organization's pro-jection and its PROJECTS
Organization finality
Sub-finalities
Vision
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on ati
ization optim
z ori pri
PROCESSES
imagination CSF PROJECTS Strategic objectives
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Project
You and me, Paris …! Later, I will be...
- Reflection over the present (lack of satisfaction, what is missing) - Desire or will to fill these lacks - Implementation of actions at the service of this desire or will - Organization to channel the actions - Regular evaluation of the progression
"...Its objective is to mobilize, following temporary but with precision defined purposes, productive perennial structures, more traditionally turned towards aggregations of jobs, functions or equipment of comparable nature, that towards a joint mobilization to the benefit of a product, a market or a customer... This mobilization gives to the project its transverse characteristic, and results in speaking of matrix structures... Implementation of an organization by projects is a delicate activity, because it requests to create effective imbalances, for it leads to transform companies beyond their only organizational aspects…" 121 ©J.-F.David 2005
The Pharaoh and the pyramids time, short delay limited human resources technical specifications Project triangle time
ressources
technical specs
X50-105 Afnor standard: « a specific approach which enable methodically and gradually to structure a reality to come … » « ... a project is implemented to work out a response to the need of one user, one customer or one market. It implies an objective, actions to be undertaken with given resources … » ©J.-F.David 2005
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PROJECT definition A project is - a coordinated set of works, - accomplished by people - using means and supports - in order to equip a company with a product, a service or a system - to deal with anticipated situation aimed - at the slightest cost the cost can be financial, social, human, technical
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Basic tools for projects pert, gannt …..
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A Type: Some big, strategic, important projects, split into sub-projects ex: automotive industry pb: company regulation vs projects autonomy B Type: Project in the center of regulation, enterprise project C type: small projects, reduced autonomy ex: pharmaceutical, ….
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©J.-F.David 2005 D ’après Vincent Giard (IAE Paris) dans Cahiers Français (La documentation Française)
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©J.-F.David 2005 D ’après Vincent Giard (IAE Paris) dans Cahiers Français (La documentation Française)
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Anticipated situation
Synthesis Project history
Project Lead the project What is the goal to achieve?
objectives
Who, what do we need?
resources
Where are we?
ready
done
Project Memory
To do
What happened during the project?
Is it what we termination expected?
Do Achieve the project
Project Management
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Management system ©J.-F.David 2005 Information system
Synthesis Project history
Anticipated situation
Project Lead the project Define project objectives & constraints
Objectives Constraints
Objectives Constraints
Create project contract
Signat. contract
Tasks supervision
System ready
Project reception
In conformity project
Analyze project outcomes & lessons
Project Memory
Do Achieve the project
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Management tasks
Management system ©J.-F.David 2005 Information system
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Anticipated situation
Synthesis Project history
Project Lead the project Define project objectives & constraints
Objectives Constraints
Create project contract
Project contract
Objectives Constraints
Tasks supervision
Signat. contract
Project reception
System ready
In conformity project
Analyze project outcomes & lessons
Project Memory
Do Achieve the project
Management tasks
123
Management©J.-F.David system 2005 I f ti t
Refused changes
Requested changes
Lead the project
Contract signed
Project Planning
Accepted changes Tasks to be done Progression revues dates
Tasks distribution & control
Planning Control
Achievement revues dates Deviations
Deviations Quality Control
Activities Ownership Planning
Change Management
Tasks done
Tasks done
Project Memory
Quality criteria
Change history
Achieve the project
123
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Anticipated situation
Requested changes
Synthesis Project history
Referenced changes
Project Lead the project Define project objectives & constraints
Objectives Constraints
Create project contract
Signat. contract
Tasks supervision
Project reception
In conformity project
Analyze project outcomes & lessons
History of changes
Tasks results
Project contract
Objectives Constraints
System ready
Project Memory
"As Is" Study
"To Be" Design
System Installation
System Development
Achieve the project
Project reception
123
Policies
Anticipated situation
Requested changes
Management©J.-F.David system 2005 I f ti t
Synthesis Project history
Referenced changes
Project Lead the project Define project objectives & constraints
Objectives Constraints
"As Is" Study
Objectives Constraints
Create project contract
Project contract
Signat. contract
Tasks supervision
System ready
Tasks results
Project reception
In conformity project
Analyze project outcomes & lessons
History of changes Conformance certificate
Project Memory
"To Be" Design
System Development
System Installation
System Implementation
Achieve the project
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Tasks synthesis
Management©J.-F.David system 2005 I f ti t
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1
DEADLINES
- 33% of enterprise wait for 3 years (Xephon 1983), delayed backlog is 7 years (Martin 1984). - 5 years for Fortune 500 (Rosenberger 1981), sometimes 10 years. - Demand is 2 to 3 times supply (Alloway et Quillard 1983) 2
COSTS
- 60% à 80% of maintenance costs are due to communication problems (Lientz et al. 1978). - 30% à 50% of overall costs are due to communication problems Strassman (1985) 3 REQUIREMENTS - 80% of development budget = maintenance
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Some IT project typical diseases…. Intellectual temptation or … perfection pursuit Creeping specs or … inability to say no Cavalry or … therapeutic obstinacy Enforced project or … go after others happiness without their consent Project arthritis or … insidious paralysis The monster or … uncontrollable gigantism Degeneracy or … memento mori 125
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1 - What was client's demand...
2 - What has been proposed by IT & Organization group...
3 - What has been designed by project team...
4 - What has been really implemented...
5 - After some final adjustments by the end user...
6 - Client's need...
real ©J.-F.David 2005
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Traditional "Waterfall" methodology System requirement & specs Software requ. & validation Preliminary design and validation Detailed design and validation Code, debug, … Unit by unit tests Integration, deployment, tests Pre-operation, validation test Operation, maintenance, final val. ©J.-F.David 2005
V-cycle: risk of forgetting needs, weak delays mastership... Needs specification
Operational system Tunnel effect
System requirement & specs
Operation, maintenance, final val.
Software requ. & validation
Pre-operation, validation test
Preliminary design and validation Detailed design and validation
Integration, deployment, tests Unit by unit tests
Code, debug, … 126
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Cumulative cost
Needs, Solutions, Constraints, definition
Step by step progress
Alternatives research, Risk decrease
Step products review
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Iterative development ©J.-F.David 2005
In 1986, Dr. Barry Boehm created the Spiral Method which he recognized and incorporated the factor of “project risk” into a life cycle model. The aim of the new model ways to incorporate shifting the management emphasis to risk evaluation and resolution. The spiral model illustrated one strength, in which the system size grows but the resources can be held constant. This sometimes known as “project risk”. The spiral model is an attempt to provide a disciplined framework for software development that both overcomes deficiencies in the waterfall model, and accommodates activities such as prototyping, reuse, and automatic coding as a part of the process.
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The Spiral Model
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Evolutive development : · · · ·
Preliminary study ; General functional design 1 ; General technical design 1 ; Prototype 1 ; Implementation of prototype 1.
…………… · · · ·
Preliminary study ; General functional design n ; General technical design n ; Prototype n ; Implementation of prototype n.
Intégration.
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Methodology Rapid Application Development
Iterative Process vs. Linear (Traditional Development)
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RAD
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RAD • Benefits
• Drawbacks
• converge early
• aggressive schedule
toward a design acceptable to the customer and feasible for the developers • limit a project's exposure to the forces of change • save development time
often requires tradeoffs in product quality and/or costs • difficult to gauge progress • lots of installs
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Projects and Change Management IT/IS consultancy : a possible framework I/T Strategy
Business Environment and Strategy
Competitors' Technology Business Alignment
Initialization Systems and Technology Scan
IT Strategy
Current IT Resources
I/T Planning Enterprise Model Initiative Identification
Initiative Justification
Initiative Phasing
Management Control
Enterprise Technical Model Organization Plan
'
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outside outside
Inside Inside // Outside Outside
Mass Mass Innovation Innovation Customization Customization
Mass Mass Production Production
Transformation Transformation
inside inside 140
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140
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outside outside
Inside Inside // Outside Outside strategy strategy
Star Star
Cash Cash
cow cow
??
Dogs? Dogs?
inside inside 141
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outside outside
Inside Inside // Outside Outside quality quality
Customer Customer driven driven Q Q
perfection perfection
ISO ISO certification certification
TQM TQM
inside inside 141
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outside outside
Inside Inside // Outside Outside processus processus
process process
procedure procedure
processus processus
inside inside 141
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outside outside
Inside Inside // Outside Outside Web Web sites sites
Portal Portal
Virtual Virtual Community Community
Institutionnal Institutionnal E-commerce E-commerce site site inside inside 141
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CULTURE - HOFSTEDE
Degree the society reinforce
High
Low
Individualism
individual achievement
A High Individualism ranking indicates that individuality and individual rights are paramount within the society. Individuals in these societies may tend to form a larger number of looser relationships.
A Low Individualism ranking typifies societies of a more collectivist nature with close ties between individuals. These cultures reinforce extended families and collectives where everyone takes responsibility for fellow members of their group.
Power Distance
inequality, between people
High Power Distance ranking indicates that inequalities of power and wealth have been allowed to grow within the society. These societies are more likely to follow a caste system that does not allow significant upward mobility of its citizens.
Low Power Distance ranking indicates the society de-emphasizes the differences between citizen's power and wealth. In these societies equality and opportunity for everyone is stressed.
Uncertainty Avoidance
uncertainty and ambiguity
High Uncertainty Avoidance ranking indicates the country has a high level of uncertainty and ambiguity. This is reflected in a high concern for rules, regulations, controls, and issues with career security.
Low Uncertainty Avoidance ranking indicates the country has a low level of ambiguity and uncertainty. This is reflected in a society that more readily accepts change and takes more and greater risks.
Masculinity
traditional masculine work role model of male achievement, control, and power.
A High Masculinity ranking indicates the country experiences a high degree of gender differentiation. In these cultures, males dominate a significant portion of the society and power structure, with females being controlled by male domination.
A Low Masculinity ranking indicates the country has a low level of differentiation and discrimination between genders. In these cultures, females are treated equally to males in all aspects of the society.
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advises...
coordinate...
represents...
arbitrate...
implements...
opens up...
publicize...
Some informal networks actors... 156
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COPs ©J.-F.David 2005
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10 basic TRICKY TOOLS inside a FUZZY WORLD
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"all the tools are equal, but some are more equal than the others…"
©J.-F.David 2005
Method 1 a) Paradigm change, profession slippage Why do client want this kind of service/product ? New professions, competitors New vision b) List of product/services How can we add more customization services more ICT
service
ICT
92
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Method 2 How to decide go/no go ? benefits
DO
PROTO INTELLIGENCE
ABSORB
NO risks
93
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Method 3 (old tricks) Strategies
Advantages
Playground: where?
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desinvest
invest
Trumps ©J.-F.David 2003
88 / 89
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Method 4 Hoshin Kanri
BSC
Vision
leverage
leverage
Strat 1 Strat 2 Strat3
projects leverage
leverage
processes
112 / 113
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Method 5 ABC prototype
processes
% of time spent
115
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Motors
Levers
Indep. Indep.
Depend.
Method 6 MicMac (motricity (motricity / dependency) A
B
C
.
.
X
Y
B C . .
Influence factor
X
Horizontal sum= motricity
A
+ matrix multiplication
Y Vertical sum= dependency 114
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Method 7: TQM tools...
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Method 8: EFQM like...
54
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Answers: 1= nearly zero... 2= some actions 3= OK 4= among the best WW Infos
q01 Zone 1=Europe 2=North America 3=South America 4=Far East 5=Africa 6=Middle East 7=Other q02 Sector 1=Industry 2=Finance 3=CPG 4=Others
Votre score: q01 q02
Leadership q04 q05 q06 q07 q08
An enterprise culture exist, created by the managing team, and known by all Top management, and all the managers demonstrate their involment in continuous improvement Top management and all the managers support the improvement and the involvment through appropriate ressources and helps Top management and all the managers are involved in front of clients, suppliers and society Top management and all the teams appreciate and recognize the teams and individual efforts and successes
q04 q05 q06 q07 q08
Strategies q09 q10 q11 q12 q13
General policies and strategies exist and are known by all. The values and objectives concerning total quality are totally integrated inside How strategy is based on recent and fully documented informations (coming from clients, from suppliers, from competitors, ...) How strategies are fully implemented inside the company How strategies are communicated inside and outside How strategies are reviewed on a regular basis and improved
q09 q10 q11 q12 q13
People Mgt q14 q15 q16 q17 q18
How human ressources ane planned and improved, in coherency with the strategic objectives How the human ressources are planned and improved, in coherency with the strategic objectives How people an teams agree with the objectives and regularly control the performances How does people fully participate, get responsabilities, obtain recognition How downward, upward, transverse internal communication is realized
q14 q15 q16 q17 q18
Resources q19 q20 q21 q22
How improvements are realized in a permanent way thanks to the management of the financial resources How improvements are realized in a permanent way thanks to the management of the resources in information How improvements are realized in a permanent way thanks to the management of the material resources? (Ex: real-estate, equipment) and suppliers How new technologies are systematically used to gain competitive advantages
q19 q20 q21 q22
Processes q23 q24 q25 q26 q27
How are identified the critical processes (" client oriented " and support) for the success of the company How the processes are managed and administered in a systematic way How the processes are measured, reviewed, and the objectives are fixed with the aim of an improvement How the company stimulates the innovation and the creativity towards the improvement of the processes? (Ex: benchmarks) How the company implements process changes and estimates the advantages
q23 q24 q25 q26 q27
Client sat
How the company estimates customers satisfaction in products and in services How the company handles all the types of complaints, formal and informal, coming from customers How the company translates the customers needs into standards and levels of services and estimates its performances with regard to these standards and levels of services How does the company confront with regard to the competition on these points How the company fixes objectives to improve constantly customers satisfaction
q28 q29 q30 q31 q32
How the company measures regularly the staff's perception of the organization How the results of this measure are communicated to people How these results are followed by actions of improvement How these results are compared with those of the competitors and with the other sectors ( benchmarks )
q33 q34 q35 q36
q28 q29 q30 q31 q32
People sat q33 q34 q35 q36 social/coll
q37 How the company participates in the social life q38 How the company is perceived by the society
q37 q38
Results
q39 How the results of the main processes are estimated and known q40 How these results compare with those of the competition q41 How the results meet the needs and expectations of the shareholders
q39 q40 q41
54
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Method 9: Culture benchmarks...
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Short "Culture" test based on IBM Consulting Group expertise 1) Which of these sentences describes in closer the "vision" of your entity a) We focus on the value creation thanks to our innovations and to our know-how b) We focus on the rise of the customer satisfaction thanks to the improvement of our processes c) We focus on the increase of the variety and the level of adaptation of our products / services offers thanks to the flexibility of our processes and the decrease of the response times d) We focus on the efficiency through our objectives and our controls 2) What of these various approaches is the most valued in your entity? a) Be capable of adapting itself quickly to changeable needs b) Make things for the way they must be made c) Find new innovative manners to make things d) Always look for the most effective way of making things 3) What of these sentences describes best your organization? a) We have habits and some main rules and we are flexible b) We have clear and described rules and they must be respected and followed c) We have habits and some main rules, but we are strict on their application d) We have clear and described rules, but we are flexible 4) What describes best the way people work in your entity? a) The work is mostly made in cooperation between people of different structures b) People work mainly only c) People work mostly in cooperation, in multi-professions teams formed in a informal way according to the task to be made d) People work mostly with colleagues of their specific profession 5) What describes best the way people communicate professionally? a) People rely mainly on informal information b) The information rises permanently towards the hierarchy ( bottom / up ) c) The information navigates freely in all the directions, in a formal and informal way d) The information comes mainly from the hierarchy (top / down) 6) What describes best the way the decisions are taken in your entity? a) In a collective way b) Hierarchical c) In a transverse, inter-functional way d) Delegation, empowerment
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…………….
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7) What reflects in closer the way the performance is estimated? a) By the individual contribution to new and\or better manners to do b) By the level of supplied service c) By the weak number of defects or errors d) By the amount of work supplied 8) What reflects best the capacity of your entity to learn and to innovate? a) The entity learns in a progressive way b) The capacity of the entity to learn is weak c) The organization learns after the implementation of specific programs d) The entity is endowed with an integrated system for permanent learning 9) What describes in closer what is professionally asked to the actors of your entity? a) Competence and wide, inter-functional knowledge b) Competence and knowledge defined in a precise way c) A high level specialized competence and knowledge d) Competence and knowledge complementing those the others in the teams 10) What describes best the style of "leadership" in your entity? A) Orchestrator B) Decision-maker C) Participative D) Entrepreneur 11) What influences most strongly the morale of the actors in your entity? a) Satisfy every customer b) The "rewards" and the "penalties" c) Personal auto-motivation d) The shared values 12) What is the level of acceptance of the change in your entity? a) The persons generate the change b) The persons resist to the change c) The persons accept the progressive change d) The persons manage the permanent change
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Method 10: Factorial Analysis Any collected table
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+: ….. Mindmapping Informal Networks tools Linguistic analysis …... ©J.-F.David 2005
Strategic Alignment
Inside Inside // Outside Outside outside outside
1/n years
Technological Intelligence
n / year
Mass Mass Customization Customization
Innovation Innovation
1/n years
Mass Mass Production Production
Transformation Transformation
n / year 1/n years
14
inside inside
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shared knowledge
fomalize
We know... know...
socialize
Model coll
ind
ind
coll
I know know... ...
28
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156
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operational knowledge TACIT
conceptual knowledge simple
associate
Rules, Rules, standards
complex
systemic knowledge
intériorize EXPLICIT
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http://www.davidjf.com http://davidjf.free.fr/WUTBS/mba.html
[email protected]
©J.-F.David 2005
Prospective IT governance 7- technology and intelligence
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Historical new product development in Japan Technological scan: Copy of foreign products Improvements comming from outside
suppliers suggestions
Inside suggestions
source: CPE
network suggestions ©J.-F.David 2005
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Intelligence
Technological
Fundamental Science Molecules Competitive Information System Products Economy Processes Strategy Shared Clients Clients Commercial Markets Suppliers Staff Sociology Politics Environnemental Culture General economy Ecology 94
©J.-F.David 2005
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When for technology change...
Profitability
Technology change
Investments
©J.-F.David 2005
7(&+12/2*
2000+ SPDL (imprimantes, ...), DSSSL(compo), EDI-X12, GOSIP, SQL(interrog.), PDES/STEP (CAO 3D, 3D vol,...), EXPRESS (modélisation infos) IRDS (dictionnaires) Rôle de la normalisation ISO
©J.-F.David 2005
STEP Définit le modèle digital du produit pendant tout son cycle Permets le partage de données Archivage fiable Simplifie l'intégration Multi-industries mécanique, electricité, architecture, chantiers navals, ...
Permets l'IS Membres: Boeing, Digital, Deneral Dynamics, General Electric, General Motor, Grummann, HP, Hughes, IBM, Lockheed, Northrop, United Tehnologies BA, LTV, Martin Marietta, McDonnel Douglas, ..... Structure identique au Japon (OKI, Nippon Steel, Sharp, Toshiba, ...) En Allemagne: Daimler-Benz, Porsche, Bosch, BMW, Volkswagen, Siemens, IBM, .... En France: PSA, Renault, Aerospaciale, CDC, Siemens, SEP, GIAT, MatraDataVision, CNES, EDF, DCN, DGA, .... (état 93)
131
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STEP: The Second Release STEP Release 2 covers new functions: Finite Element Analysis Printed Circuit Assemblies Wiring looms Mechanical Design Construction industry
New implementations: Database The Web - using XML
©J.-F.David 2005
AP209: Composite & Metallic Analysis & Related Design
Analysis Discipline Product Definitions
Information Shared Between Analysis & Design
• Finite Element Analysis
• 3D Shape Representations
–Model (Nodes, Elements, Properties,...) –Controls (Loads, Boundary Constraints,...) –Results (Displacements, Stresses,...)
• Composite Constituents • Material Specifications & Properties
• Analysis Report
• Part Definitions
Design Discipline Product Definition
Composite Constituents
• Shape Representations
• Ply Boundaries, Surfaces
• Assemblies
• Laminate Stacking Tables • Reinforcement Orientation
Configuration Control, Approvals • Part, product definitions • Finite element analysis model, controls, and results
131
3D Shape Representation • AP202/203 Commonality Plus Composite Specific 3D Shapes –Advanced B-Representation –Facetted B-Representation –Manifold Surfaces With Topology –Wireframe & Surface without Topology –Wireframe Geometry with Topology –Composite Constituent Shape Representation
Material Specifications & Properties • Composites • Homogeneous (metallics)
©J.-F.David 2005
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AP 210: Electronic Assembly, Interconnect and Packaging Design
Physical Component Placement Bare Board Geometry Layout items Layers non-planar, conductive & non-conductive • Material product • • • •
Geometry • Geometrically Bounded 2-D • Wireframe with Topology • Surfaces • Advanced BREP Solids • Constructive Solid Geometry Design Control • Geometric Dimensioning and Tolerancing
131
Product Structure/ Connectivity • Functional • Packaged
Requirements • Design • Allocation • Constraints • Interface • Rules
• • • • • •
Part Functionality Termination Shape 2D, 3D Single Level Decomposition Material Product Characteristics
• • • • • • •
Configuration Mgmt Identification Authority Effectivity Control Requirement Traceability Analytical Model Document References
Technology • Fabrication Design Rules • Product Design Rules ©J.-F.David 2005
AP 212: Electrotechnical Design and Installation
Electrotechnical Systems • Buildings • Plants • Transportation Systems
Equipment Coverage • Power-transmission • Power-distribution • Power-generation • Electric Machinery • Electric Light and Heat • Control Systems
Data Supporting • Terminals and Interfaces • Functional Decomposition of Product • 3D Cabling and Harnesses • Cable Tracks and Mounting Instructions
Electrotechnical Plant • Plant, e.g., Automobile • Unit, e.g., Engine Control System • Subunit, e.g., Ignition System
Electrotechnical Equipment in Industry ©J.-F.David 2005
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AP 214: Core Data for Automotive Mechanical Design Processes
Geometry • Solids Data • Surface Data • Wireframe
Presentation • Drawing • Visualization
• Measured Data
Analysis • Simulation
Manufacturing • NC-Data • Process Plans
Technology Data • Material Data
Specification/Configuration
• Form Features
• Product Structure Data
• Tolerance Data
• Management Data
• Surface Conditions ©J.-F.David 2005
AP 225: Building Elements Using Explicit Shape Representation
Building Element Types • Structural • Service Elements • Fixtures, Equipment
Building Structure • Composition • Location of Elements • Assemblies of Elements
Building Element Shape • Component Structure • Explicit Shape Representation • Elementary (planar), Analytic (simple geometry) & Free Form (complex geometry)
Building Element Properties • Simple Property • Simple Classification ©J.-F.David 2005
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AP227: Plant Spatial Configuration
Plant Layout
Plant Item
• Location of Plant-items • Site Description • Change Control
• Type • Connections • Functional/Physical • Definition/Occurrence
Plant Systems • Line Definitions • Composition • Capabilities • Component Connectivity
Shape • Explicit Shape • Brep • CSG
Functional/Analysis • Interference • Performance Requirements • Requirement Satisfaction
""aa ss
ddee ssiig gnn eedd ""
©J.-F.David 2005
"as planned"
" ilt bu s "a
Technical Data Management System
- Design phase files - Production files - Quality files - Documentation files - Logistics & Support files
PDM Composant Composant physique Physical physique component
132
as designed Rechanges Rechanges
Replacements
Notices Notices
Documentation
.... .... ....
composant composant composant XXX XXX XXX
Documents Documents pour fabrication Documents pour fabrication for production
Maintenance Maintenance Support Maintenance Support Support
Doc tech Doc tech TechUtilisation doc Utilisation Usage
Documents Documents Q Documents Q Q
as planned as built revision level
©J.-F.David 2005
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learning, decision, information Freedom level on the project
Knowledge level on the project
--- Fast Convergence --- Slow Convergence temps
from Midler:L'auto qui n'existait pas ©J.-F.David 2005
Production system design
Marketing concept Style Product Design Componant1 Componant2 Production system design Short basis CE
133
Large basis CE
from Ward/loker/Cristiano/Sobek : the 2nd Toyota paradox: Sloan Mgt Review 1995
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Prospective IT governance 11- implementation
©J.-F.David 2005
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Information Technology Infrastructure for e-Business Peter Weill and Michael Vitale January 2001 ©J.-F.David 2005
What is IT Infrastructure? The base foundation of budgeted-for IT capability (both technical and human), shared throughout the firm as reliable services, and centrally coordinated.
Local A p p lic a tio n s
IT In fr a s tr u c tu r e S h a r e d a n d S ta n d a r d IT A p p lic a tio n s
S h a re d In fo rm a tio n T e c h n o lo g y S e rv ic e s H u m a n In fo r m a tio n T e c h n o lo g y In fra s tr u c tu re
In fo r m a tio n T e c h n o lo g y C o m p o n e n ts
134
Source: P. Weill & M. Broadbent “Leveraging the New Infrastructure: How Market Leaders Capitalize on IT” , Harvard Business School Press, May 1998. (Based on a study of 54 businesses in 7 countries over five years).
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Information Technology Infrastructure for e-Business Peter Weill and Michael Vitale January 2001
135
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IT/IS consultancy : a possible framework I/T Strategy
Business Environment and Strategy
Competitors' Technology Business Alignment
Initialization Systems and Technology Scan
IT Strategy
Current IT Resources
I/T Planning Enterprise Model Initiative Identification
Initiative Justification
Initiative Phasing
Management Control
Enterprise Technical Model Organization Plan
'
©J.-F.David 2005
Real-Life
Presentations
see http://studies.hec davidjf http://studies.hec..fr/web/ fr/web/davidjf in the relevant section
©J.-F.David 2005
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