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Now that we have the great tools, all our problems will be solved! [operating model by Acando]
Transcript of Now that we have the great tools, all our problems will be solved! [operating model by Acando]
Drivers and strategy
Customers and stakeholders
Project portfolio mangement
Roles and Responsibilities
People and assignments
Structure - Centralized, decentralized or federated
Forums and groups
Ownership of information and structures
Decision authority and responsibilities
On-going projects and services
Prioritization and alignment
Targets and KPI's
Business value objectives
Steering and support
Principles, Policies and Guidelines
Frameworks and Standards
Checklists for Projects and Forums
Introduction to Acando
Passion for improvements
Facts about Acando
About 1,100 employees in Europe.
Annual sales of about EUR 160 million.
Quoted on the NASDAX OMX Nordic.
Around 24,000 shareholders.
Carl-Magnus Månsson, Managing Director and CEO of the Acando Group.
Chairman of the Board Ulf J Johansson.
Sound financial basis with an equity ratio of 71 percent.
Where are we heading?
How do we get there?
How shall we run the team?
How do we handle information?
NAVIGATION ASSISTANCE BY ACANDO
Combining Management and IT consulting,
makes a distinct position
Our competence areas
Acando has swedens largest strategic IT unit, consisting of more than 100 consultants.
Easy to collect. Hard to throw away.
Lots of information
+ Lots of structures
Collect the right stuff.
[Principles and Governance]
How are we doing?
Define your targets.
Align your initiatives.
[Project Portfolio Management]
[KPI's, Maturity model]
Is the vision clear for everyone?
Yes! That's my model!
Know your clients.
Define your services.
In the fall of 2008, Elise Olding of Gartner speculated that
“over 50% of BPM projects will fail by 2011”.
"In 2011, we observed that her estimate, as controversial as it was at the time, was actually low."
A strong CoE can bring repeatable success.
Sources: Gartner Research, Forrester research, www.virtusa.com
Lack of structure and governance
IT driven - misalignment between business and IT goals
Not aligned with EA and Master Data initiatives
Too complex skill sets needed
No single truth
Implementing the Operating Model.
Do the right things. Together.