IT Value Matrix & Knowledge Center

Dr. Catherine Aczel Boivie SVP, Information Technology Pacific Blue Cross

Pacific Blue Cross

BCs largest provider of extended health and dental benefits A not-for-profit Society, existing to serve its members Part of the Canadian and International Blue Cross network BC Life subsidiary offers group life insurance benefits

CIOs Role Is Changing From Manager To Leader

Managing
Continuous improvements Implementation 10% Relationship management Most time in IT Cost management Sustain existing organization Secure, high quality IT services

Leading
Vision Direction 70% Relationship management Outside IT visibility Growth and innovation Transforms organizations and processes Secure, high quality IT services

CIO and Leadership

Credibility: The Currency of Leadership Based on track record Know and evangelize business direction to staff Tell/sell organization about IT contribution Relationship building/management Lack of credibility = IT Commodity

Roles & Responsibilities

CIOs job Relationship management Financial management Strategic level knowledge of IT capabilities Companywide business strategies People, leadership and management

Bridging the Gap Between Business and Technology

Demonstrate the link between IT and business vision Improve IT knowledge of the business leaders Identify innovative and creative uses of IT in the business Work with business leaders as partners rather than having a supplier/customer relationship Make executives aware of how technology can support their business goals To support these goals, CEC developed the IT Value matrix and knowledge centre

IT Value Matrix & Knowledge Center

OUR GOALS
To enable senior business executives to understand how IT impacts an organizations financial and strategic performance To elevate mainstream business understanding about IT and the role of the CIO To demonstrate how CIOs can drive the organizations revenue model

IT Value Matrix & Knowledge Center

OUR DELIVERABLES
1. An adaptable success model that illustrates a CIO's most effective route toward delivering IT Value = The IT value Matrix 1. A compendium of tools, articles, and resources to support the success model = The IT Value Knowledge Center

Stakeholder Alignment Knowledge and Actions

CIO Role Leadership Skills & Accountability

Communication How & Who

Leadership Principles Behind ITs Value

IT Value Matrix
Informative and flexible not prescriptive Tool for orientation, needs assessment and focusing IT leadership and staff Educational tool for CXO/business community Basis for organizational structure or process restructuring Other uses?

IT Value Matrix
Foundation for new IT leadership curriculum

IT Value Knowledge Center Best Practice Repository

Deliverable 2 A compendium of tools, articles, and resources to support the success model The IT Value Knowledge Center An Interactive, cascading web tool mapped to each component of the Matrix, containing best practices and tools for the CIO

IT Value Knowledge Center Best Practice Repository Process

Group of volunteer CIOs vet all contributions Two CIOs review each submission Current rate of new member contributions - 2 per week on average. Approximately 80 different contributions, with some providing as many as 30 individual documents Concentrations of current contributions have been in reports on IT value, project management tools, SOX compliance, and staff training tools We have need for contributions of measurement tools and methods

IT Value Knowledge Center Best Practice Repository

IT Value Knowledge Center Best Practice Repository

IT Value Knowledge Center Best Practice Repository

Content Tools IT Balanced Scorecard

Index Components Operational Excellence Financial Management Integrity Innovation Customer Focus Leadership Overall Score
1 = Failing Standards 2 = Meeting Most Standards 3 = Meeting All Standards 4 = Exceeding Most Standards 5 = Exceeding All Standards

Weight 30% 20% 20% 10% 10% 10% 100%

1st Quarter 2.9 4.5 3.1 WIP* 3.0 3.0 3.0

2nd Quarter 2.3 3.2 3.2 1.0 2.0 3.0 2.6

3rd Quarter

4th Quarter

Knowledge Center Focus

Content Templates Business Case Builder

Content Examples IT Annual Report

PBCs Contribution What Is Governance?

Consists of three dimensions 1. What decisions need to be part of the governance process? IT principles, infrastructure strategies, architecture, business application needs, IT investment and prioritization 2. Who is involved in making decisions? IT vs. business, which executive, which steering committee, executive sponsor 3. What is the participants role in the decision-making? Recommendation, approval, endorsement

IT Decision Making Framework

R e q u ir e m e n t B o a rd B u s in e s s D e p ts CEO C IO E m p lo y ees Ex C om Exec Sponsor E x te r n a l P a r tn e r s IT M gm t T eam Leader s h ip g ro u p X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X PMO P r o je c t S te e r in g C om . U n io n EB R ecom m end A p p ro ve IT P r in c ip le s C o n c u r /E n d o r s e In p u t N o tif y R ecom m end IT In f r a s t r u c t u r e S t r a t e g ie s A p p ro ve C o n c u r /E n d o r s e In p u t N o tif y R ecom m end IT A r c h it e c t u r e A p p ro ve C o n c u r /E n d o r s e In p u t N o tif y R ecom m end A p p lic a t io n N eeds A p p ro ve C o n c u r/ E n d o rs e In p u t N o tif y R ecom m end IT In v e s t m e n t & P r io r it iz a t io n A p p ro ve C o n c u r/ E n d o rs e In p u t N o tif y

Next Steps
Knowledge Center Need your contributions (rpastore@cio.com) Does not need to be a masterpiece; every little thing helps Knowledge center is only as good as YOUR contribution Benchmark for Strategic CIO Associated with IT Value Matrix 20 attributes/practices/outcomes of the successful strategic CIO Grouped into the key categories of IT Leadership, Business Leadership, IT/Business Alignment, and the Unique Strategic Knowledge of the CIO. In testing stage

Questions?