Building confidence in executing IT programs

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Contents Introduction...........................................1 Project execution continues to struggle...3 Program risk management is important for project success .................9 How well are your important projects doing?.......................................12 Are your people aligned toward success? .....................................15 Benefiting from independent program risk management....................................19 Conclusion.............................................23 This insight on governance, risk and compliance (GRC) is part of a series of boardroom reports focused on program risk management (PRM) — please see ey.com/prm Insight on GRC thought leadership Portfolio management transformation ey.com/portfoliomanage Building confidence in executing IT programs ey.com/itprm Predicting project risks improves success ey.com/predictingrisk Key questions • Are you doing the right projects? • How well are your important projects doing? • Are your people aligned toward success? • Are you ready to run a major project? • Is the project set up for success? Who would be interested on? • COOs/CEOs/CIOs who are focused on selecting those projects that are aligned with their organization’s vision and best support business success • CFOs who are interested in maximizing the value of their capital investments • CEOs/COOs who are interested in developing competitive advantage by outperforming their peers in program execution • CIOs who are interested in effectively and successfully managing programs • CFOs who are interested in better cost performance of their organization’s programs • CEOs/COOs who are interested in developing competitive advantage by outperforming their peers in program execution • CIOs who want to understand what drives program success and how to better predict program issues and performance • CFOs who want insight into potential program performance issues prior to budget and time overruns
Introduction IT program success supports business success This is an important time for organizations to review how they plan, execute and realize benefits from strategic IT programs. Organizations continue to look to IT as a key enabler to help them realize business strategies, improve productivity and obtain a competitive advantage through product and service innovation. IT is a focal point for executives who seek to drive cost competitiveness and transformation agendas that are now a common part of the interrelated global economy. However, even as IT investments are expected to continue a growth pattern in the coming years, strategic IT program success rates are still significantly underperforming and in need of attention by organizations looking to unlock the value of their capital investments. The complexity of strategic IT programs is greater than ever, but so are expectations. Organizations are realizing that they must respond to increasing pressure to improve the return on their program investments. Today’s strategic IT programs are expected to be delivered on time and on budget, but more importantly, to deliver multiple, high-level business benefits. Unfortunately, that is not the case in most companies today. Key issues leading to failures in IT programs are often identified too late, often after the failure has occurred — resulting in limited mitigation options that are costly to resolve. By the time issues are identified (usually in a crisis), the ability to influence a positive outcome is greatly reduced, and the opportunity for effective damage control is severely limited and may be missed altogether. Organizations need to challenge their current situation and ask how they can better manage risks around underperforming programs and improve performance rates to deliver sustained benefits. IT program risk management (PRM) provides an effective platform to help increase the success of strategic IT initiatives. IT PRM helps to protect organizations from experiencing common IT program pitfalls and increases the likelihood of delivering successful program outcomes. IT investments are expected to continue a growth pattern in the coming years. Building confidence in executing IT programs | 1
Page 1: Insights on governance, risk and co
Page 5 and 6: Project execution continues to stru
Page 7 and 8: A crucial differentiator for corpor
Page 9 and 10: Execution • Inadequate risk asses
Page 11 and 12: Program risk management is importan
Page 13 and 14: Third line Audit committee Internal
Page 15 and 16: Figure 4: Risk state analysis Progr
Page 17 and 18: Are your people aligned toward succ
Page 19 and 20: Empowerment alignment Along with de
Page 21 and 22: Benefiting from independent program
Page 23 and 24: Questions to build program confiden
Page 25 and 26: Conclusion IT PRM risk-based analys
Page 27 and 28: If there’s no reward without risk

Building confidence in executing IT programs

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