03JUN2014

Mohammed Naseem Ul Haq Zaki

Former, Principal Lead IT Strategy & eTransformation
mnuhzaki@gmail.com @mnuhzaki ae.linkedin.com/in/mnzaki/
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Presentation flow Chart
Introspection The Present
Challenges Business & Technology
Portfolio Management Financial & IT Perspectives
Strategy, Governance & Portfolio Management
Explore and connect the concepts
Prerequisites for success
Benefits & Continuous Improvement
Retrospection The Past
Case Analysis Objectives of the project
Challenges & Workaround
Methodology & Tools Used
Learnings
Presenter Profile and Professional Experience
Introspection
In times of rapid change, budgetary constraints and high risk, it is
shocking that some organizations continue to waste effort and
resources by delivering the wrong Programs and Projects due to lack
of vision & foresight This is where Portfolio Management will help.
Programs and Projects have dominated the headlines in recent years, becoming the focus of
an organization's ability to manage Change
How can organizations really be sure that the Programs and Projects they are delivering are
the right ones?
Can Senior Management be sure that customer needs will be met, that the Strategic
Objectives will be delivered?
Can Government departments be certain that their visions and targets will be achieved?
Companies fail to realize risk of project, Multiple projects lead to larger aggregate risk!
Technology Challenges
According to Gartner and global industry surveys
72% of IT projects are late, over budget, lack functionality or never delivered
Of the 28% of successful projects, 45% were over budget and 68% took
longer than planned
50% of managers said they could have realized value with 50% of the cost
Only 52% of the projects realized strategic value
Causes of Failure: The Standish Group study found that the most common causes
of project failure were incomplete requirements, lack of user involvement, lack of
resources, unrealistic expectations, lack of executive support, and changing
requirements. These causes occurred with approximately equal frequency
Business Challenges
IT/Business Alignment, Reducing Complexity, Controlling Costs,
Reducing Time-to-Solution, Managing Resources, Maintaining A
Competitive Edge
Continuous Improvement, Performance Measurement & Governance
Companies fail to realize risk of project
Multiple projects lead to larger aggregate risk
Different projects require different management
with change being constant its too much of effort to
manage Technology
Portfolio Management: What is it?
Gartner defines the portfolio management domain as
The effective, timely investment and governance decisions about
the organization's IT initiatives such as projects, programs and
other structured efforts, including products and related
infratructure"
A prerequisite to effective Portfolio Management (PfM) is
The existence of an Organizational Strategy that contains well-
defined and agreed Strategic Objectives with associated targets,
measures and metrics (Corporate Performance Management) (or, if
you are implementing PfMat a departmental or team level, departmental or
team objectives).
Portfolio Management: Overview
Portfolio
Management is a
coordinated
collection of
Strategic Processes
and Decisions that
together enable the
most effective
balance of
Organizational
Change & Business
as Usual.
Connecting: Strategy, Governance & Portfolio
Portfolio Management: Why?
Think about how IT investments are managed in your company; do any of the
following scenarios ring true? Million-dollar projects, which may or may not match
the companys objectives, are awarded to business units headed by the squeakiest
executives; weak IT governance structures mean that business executives dont
have clear ideas of what theyre approving and why; the CIO ends up selling
projects that should be generated and sold by line-of-business heads; the company
doesnt build good business cases for IT projects or it doesnt do them at all; and
there are redundant projects.
A strong portfolio management program can turn all that around and do the following:
Maximize value of IT investments while minimizing the risk
Improve communication and alignment between IS and business leaders
Encourage business leaders to think "team," not "me," and to take responsibility for projects
Allow planners to schedule resources more efficiently
Reduce the number of redundant projects and make it easier to kill projects
Governance & Portfolio Management
With Portfolio
Management, most IT
organizations could
easily achieve the
objective of Governance
by stopping or not
starting projects that are
destined to fail (be
delivered late, over
budget, with inadequate
functionality, etc.)
Benefits & Continuous Improvement
The organizations who adopt a Portfolio Management approach
realize benefits through the following factors
Improved transparency, accountability and organizational governance
More of the right Programs and Projects being undertaken, Removal, merger
of redundant and duplicated Projects
More effective implementation of Programs and Projects, More efficient
resource utilisation and Greater benefits realization
Relationship Management, Improved engagement and communication
between senior management
Perspectives: Technology vs Financial
Technology Portfolio Financial Portfolio
ASSETS Various projects with distinct
characteristics
Various financial instruments
with distinct characteristics
DIVERSIFICATION Many project variables
scope, approach, vendor,
project manager, cost,
Employing multiple financial
instruments can reduce risk
GOALS Profitability & Growth Income and Capital Gains
ASSET
ALLOCATION
Invest according to
organizational strategy
Invest according to investment
goals
CONNECTION Interdependence Correlation
PORTFOLIO MANAGEMENT
Deployment of Portfolio Management to achieve eGovernance
Retrospection: A step back in time
The 2010 United Nations e-Government Survey: Leveraging e-government at a time of financial and
economic crisis was completed in December 2009 and launched in early 2010. The report presented
various roles for e-government in addressing the ongoing world financial and economic crisis.
There were mixed fortunes for Asian countries in the 2010 UN E-Government Survey, which havent
fared well in UN surveys historically.
Korea was the star performer, climbing six places on the last ranking in 2008 to top the table.
Singapore rose 12 positions into 11
th
, and Bahrain jumped from 42nd to 13
th
, Australia, New Zealand and
Malaysia held respectable positions.
UAE fell 17 places from 32
nd
to 49
th
position, Kuwait is up at 50 earlier 57, Saudi Arab is at 58 up 12 places
from 70, Tunisia is at 66 moved up 58 ranks from 124, Morocco is at 126 moved 14 places up from 140.
However, Japan, China, India, Thailand, the Philippines, Indonesia, and, most spectacularly, Pakistan, all fell
in the rankings.
American Society
for Public
Administration
Dubai Municipality, Govt. of Dubai, UAE
As part of the
Corporate Support
Sector, ITD is
addressing the ICT
requirements of the
33 departments
and enabling them
to achieve the
eGovernance
Strategic Plan
WEF Ranking: 2007, 2008, 2009
NRI 20082009 NRI 20072008
Country Rank - Score Rank-Score
Denmark 1 - 5.85 1 - 5.78
Sweden 2 - 5.84 2 - 5.72
United States 3 - 5.68 4 - 5.49
Singapore 4 - 5.67 5 - 5.49
Switzerland 5 - 5.58 3 - 5.53
Finland 6 - 5.53 6 - 5.47
Iceland 7 - 5.50 8 - 5.44
Norway 8 - 5.49 10 - 5.38
Netherlands 9 - 5.48 7 - 5.44
Canada 10 - 5.41 13 - 5.30
Korea, Rep. 11 - 5.37 9 - 5.43
Hong Kong SAR 12 - 5.30 11 - 5.31
Taiwan, China 13 - 5.30 17 - 5.18
Australia 14 - 5.29 14 - 5.28
United Kingdom 15 - 5.27 12 - 5.30
Austria 16 - 5.22 15 - 5.22
Japan 17 - 5.19 19 - 5.14
France 19 - 5.17 21 - 5.11
Germany 20 - 5.17 16 - 5.19
NRI 20082009 NRI 20072008
Country Rank - Score Rank-Score
New Zealand 22 - 5.04 22 - 5.02
United Arab Emirates 27 - 4.76 29 - 4.55
Malaysia 28 - 4.76 26 - 4.82
Qatar 29 - 4.68 32 - 4.42
Cyprus 33 - 4.52 41 - 4.23
Bahrain 37 - 4.38 45 - 4.13
Tunisia 38 - 4.34 35 - 4.33
Saudi Arabia 40 - 4.28 48 - 4.07
Jordan 44 - 4.19 47 - 4.08
Italy 45 - 4.16 42 - 4.21
China 46 - 4.15 57 - 3.90
Thailand 47 - 4.14 40 - 4.25
Oman 50 - 4.08 53 - 3.97
India 54 - 4.03 50 - 4.06
Kuwait 57 - 3.98 52 - 4.01
Turkey 61 - 3.91 55 - 3.96
Egypt 76 - 3.76 63 - 3.74
Indonesia 83 - 3.62 76 - 3.60
Philippines 85 - 3.60 81 - 3.56
eGovernance: Goals & Objectives
Service Delivery: More
personalized and accessible
services that were easy for the
community to use
Internal Efficiency: Improved
processes within and between
agencies leading to lower costs and
improved services
Community Participation: Easier
interaction so that people can
understand and contribute to
government policy development
Methodology
Development of an effective portfolio management practice requires the
definition of key components that provide a structured foundation of
investment evaluation and decision making. The model below depicts the
key steps in defining the portfolio management practice and establishing the
criteria based on which projects will be assessed and decisions will be made
Portfolio Perspectives: This step focuses on defining the criteria along which the projects
will be evaluated. A maximum number of 5 criteria is recommended to keep a clear focus
on the business priorities
Perspective Weights: This weight is used to reflect the relevance of the scores obtained
in each perspective
Scoring Questions: These questions are used in alignment with a scoring mechanism that
drives the way each perspective is finally scored
Projects Scores: This score is then used to define the priority of the projects and help in
the selection of the final list of projects to be adopted
Enterprise Strategic Intent
Enterprise Business Objective
Strategic Business Unit/ Entity
IT Plan (IT Policies, Principles, Roadmap, etc)
Critical Success Factors
Key Performance Indicators
Balance Scorecard
Requirements Enterprise Architecture
Business / Competitive
Intelligence
Manage & Mature
Ideas
Assess Feasibility &
Value
Select Ideas
Mature Concepts /
Business Case
New Discoveries
Identify Opportunities
Discovery
Portfolio Management
Asset Retirement
Identify Asset
Improvement
Manage Asset
Usage
Assess Value
Asset
Portfolio Management
Adjust Project
Portfolio
Manage Portfolio
Execution
Implement Projects /
Programs
Assess Value
Project / Program
Portfolio Management
Asset Transformation
New Modified Assets
Approved & Mature
Concepts
Portfolio Management: Cycle & Events
Benefits Derived
Establishes a structured reference for the performance of IT planning and portfolio
management practices
Provides traceability for demonstrating business-IT alignment, Enables the selection of
projects based on clear investment criteria
Complies with the DGEP requirements of establishing practices based on well defined
methods / approaches
Provides an effective investment analysis framework to ensure proper usage of available
budgets
Provides a roadmap for the IT initiatives derived from the business transformation
requirements and technology evolution imperatives
Enables the planning and scheduling of projects based on clear dependencies and
business contribution
Extends the value of the enterprise architecture implementation currently being
implemented
Presenter: Mohammed Naseem Ul Haq Zaki
Profile: A dynamic & self-motivated professional with over 20 years in management, consulting,
business development & transformation strategy encompassing People, Process & Technology.
As catalyst & techno-commercial expert in alignment of Business & Technology, he has acquired
multidimensional expertise in creation of products (design); architect solutions (consult); a service
provider (vendor); an end user (customer) & an avid mentor (leader). Being a distinguished member
of various business delegations, entrepreneurship & technology innovation teams, Zaki has the
privilege of representing Government of Gujarat (India), promoting Vibrant Gujarat 2013 for
strategic investments and related business across EMEA.
Holding key & strategic positions at premier global organizations, Zaki has actively contributed in
due diligence of various merger/acquisition, private equity & IPO deals. In addition to working with
Government, Semi-Government entities & large conglomerates, Zaki has gathered wide ranging
industry experience spanning Manufacturing, Retail & Supply Chain; Engineering, Construction;
Energy & Utilities, Banking & Finance, Telecom, Healthcare, Education, Shipping & Logistics; Public
Safety, Security & Disaster Management.
Contact: +91 9986699699; mnuhzaki@gmail.com; ae.linkedin.com/in/mnzaki/; @mnuhzaki