WO2001026011A1 - Method and estimator for providing operation management strategic planning - Google Patents

Abstract

A method for providing an operations management strategic planning function for an information technology enterprise includes organizing and initiating a project (1510) for the strategic planning function; developing an operation management strategy (1520); identifying gaps (1570); and developing operations management capability blueprints (1580).

Description

METHOD AND ESTIMATOR FOR PROVIDING OPERATION MANAGEMENT STRATEGIC PLANNING

RELATED APPLICATIONS

This application claims the benefit of U.S. Provisional Application 60/158,259, filed October 6, 1999. This application is related to Application

Serial No. entitled "Organization of Information Technology

Functions," by Dove et al. (Atty docket No. 10022/45), filed herewith. These above applications are incorporated herein by reference in their entirety.

BACKGROUND OF THE INVENTION Expenditures on information technology have risen over the past twenty years to the point where they are almost always a significant amount in the capital budget of any enterprise. These enterprises include business enterprises, and may also include non-for-profit businesses, charitable institutions, religious institutions, educational establishments, governmental agencies, non-governmental organizations, and other organizations of many types.

The expenditures are not only for computers and their software, but also for many other purposes associated with computers and information technology. These further expenses often include the cost of networking a plurality of computers. Once networks are established, servers of several varieties may be used, as well as other computers and peripherals. As the Internet and e-commerce have come of age, firewalls, intranets, and web servers are constructed and must be administered. Computer security concerns arise as well. The biggest challenges in Information Technology ("IT") development today are actually not in the technologies, but in the management of those technologies in a complex business environment. From idea conception to capability delivery, and to operation, all IT activities, including strategy development, planning, administration, coordination of project requests, change administration, and managing demand for discretionary and non- discretionary activities and operations, must be collectively managed. A shared understanding and representation of IT management is needed because today's technological and business environment demands it. The new technological management orientation should include ways for planning, assessing, and deploying technology within and across enterprises.

Businesses need to balance technological capability with enterprise capability in order to remain modern organizations with a chance of survival.

There is a need, therefore, to construct a complete yet simple IT framework that would quickly convey the entire scope of IT capability in a functional decomposition. Such a framework needs to be a single framework describing an entire IT capability, whether as functions, systems or tasks. The IT framework should be a framework of functions, a representation of a complete checklist of all relevant activities performed in an IT enterprise. A single IT Framework should represent all functions operative in an IT enterprise.

To construct, update and maintain that IT capability, and do that in a coherent fashion, however, there is a need for providing a strategic planning function that provides long-term direction and guidance to the management team of the IT organization.

BRIEF SUMMARY OF THE INVENTION

The present invention is defined by the following claims, and nothing in this section should be taken as a limitation on those claims. By way of introduction, one embodiment of the invention is a method for providing a strategic planning function in an information technology organization that includes organizing and initiating a project to provide the strategic planning function; developing an operation management strategy; identifying gaps; and developing operations management capability blueprints.

Another aspect of the present invention is a method for providing an estimate for building a strategic planning function in an information technology organization. This aspect of the present invention allows an IT consultant to give on site estimations to a client within minutes. The estimator produces a detailed break down of cost and time to complete a project by displaying the costs and time corresponding to each stage of a project along with each task. Another aspect of the present invention is a computer system for allocating time and computing cost for building a strategic planning function in an information technology organization.

These and other features and advantages of the invention will become apparent upon review of the following detailed description of the presently preferred embodiments of the invention, taken in conjunction with the appended drawings.

BRIEF DESCRIPTION OF SEVERAL VIEWS OF THE DRAWINGS

The present invention is illustrated by way of example and not limitation in the accompanying figures. In the figures, like reference numbers indicate identical or functionally similar elements.

Figure 1 shows a representation of a method for providing an operation management strategic planning functionality according to the presently preferred embodiment of the invention.

Figure 2 shows a representation of the tasks for organizing and initiating a project as represented in Figure 1.

Figure 3 shows a representation of the tasks for developing an operations management strategy as represented in Figure 1.

Figure 4 shows a representation of the tasks for identifying gaps as represented in Figure 1.

Figure 5 shows a representation of the tasks for defining the OM Capability blueprints represented in Figure 1. Figure 6 shows a flow chart for obtaining an estimate of cost and time allocation for a project.

Figures 7a, 7b and 7c show one embodiment of an estimating worksheet for an OM strategic planning function estimating guide. DETAILED DESCRIPTION OF THE INVENTION

For the purposes of this invention, an information technology ("IT") enterprise may be considered to be a business organization, charitable organization, government organization, etc. that uses an information technology system with or to support its activities. An IT organization is the group, associated systems and processes within the enterprise that are responsible for the management and delivery of information technology services to users in the enterprise. In a modern IT enterprise, multiple functions may be organized and categorized to provide comprehensive service to the user. Thereby, an information technology framework for understanding the interrelationships of the various functionalities, and for managing the complex IT organization is provided.

The various operations management functionalities within the IT organization include a customer service management function; a service integration function; a service delivery function; a capability development function; a change administration function; a strategy, architecture and planning function; a management and administration function; a human performance management function; and a governance and strategic relationships function. Within the strategy, architecture and planning function, strategic planning plays an important role. The present invention is directed to a method and estimator for providing strategic planning functions in an IT organization.

Before describing the method for providing operations management strategic planning, some related terms are first described as follows: Strategy, Architecture & Planning creates a strategy and plan that outlines the overall IT Capability direction, initiatives, and common IT processes, organizations, applications, and technology architecture required to support desired business capabilities with optimal efficiency. This is accomplished by working with the enterprise and business unit strategy teams, as well as analyzing technology industry trends. Through the definition of common application and technology architecture blueprints, that are integrated with the overall business architecture and the definition of technology guiding principles and standards, the Strategy, Architecture & Planning function category provides technology guidance to the broader enterprise. These blueprints include the IT organization, IT process architectures, application architectures, and delivery vehicle architectures (development, execution, operations and physical network, and computing environments) required to enable the business capabilities. The Strategy, Architecture & Planning function category seeks to ensure that the IT enterprise is aligned with the business and that there is maximum value, interoperability, and re-use of IT initiatives. Additionally, the Strategy, Architecture & Planning function evaluates, prioritizes, and plans for the recovery of critical business , through the Risk Management function set.

The Strategy, Architecture and Planning function category focuses on planning and balancing long-term, strategic initiatives and quick-win business opportunities. Day-to-day operational and administrative tasks are addressed within the Service Delivery and Management & Administration function categories. Therefore, Strategy, Architecture & Planning function has enabled the following group of functions:

(1 ) Strategic Planning;

(2) Capability Planning; and (3) Risk Management.

Strategic Planning provides a long-term (i.e., three-to-five year) strategic direction for the IT enterprise that uses drivers obtained by being a part of/working with the current enterprise and business unit strategies to establish IT and business value propositions, technology imperatives, guiding principles, and the technology objectives and implications that need to be addressed by the IT Capability Planning function set. Strategic Planning addresses the IT Processes, Organizations, and Technology Architecture needed to ensure that the IT enterprise can efficiently support all business initiatives and business capabilities identified by the Business Operating Strategies. Strategic Planning applies to all IT services (i.e., custom application development, packaged application implementation, or IT services such as Strategic planning processes). IT Strategic Planning is an iterative process; IT strategic plans must be periodically monitored, reviewed, and updated to ensure relevance to enterprise, business unit, and industry trends. Any changes to the environment and the related assumptions may impact the overall blueprints and plans.

The functions that fall within the Strategic Planning category of functions includes IT Strategy, Sourcing Strategy and IT Capability Performance Models. IT Strategy defines the strategic IT direction by identifying the technology imperatives, objectives, and guiding principles needed to enable the overall business strategy. A Sourcing Strategy examines current and potential sourcing opportunities associated with IT assets and services needed by the enterprise. Develops sourcing strategies, conducts market research, coordinates competitive bidding processes, analyzes results, and develops sourcing recommendations. An IT Capability Performance Model contains the performance targets and indicators for the capability. The model defines the different performance goals and metrics and the methods of measurement, presentation, and communication that monitor the performance of the IT capability. Metrics and definitions are also defined for each of the business integration elements that comprise an IT capability. These are aligned with delivering the overall IT Capability

Performance Model.

According a preferred embodiment of the present invention, a method for providing (or building) an Operations Management ("OM") Strategic Planning function includes the tasks involved in building or providing a particular OM function. These specific tasks are described in reference to the Operations Management Planning Chart ("OMPC") that is shown on Figure 1. This chart provides the business integration methodology for capability delivery, which may include tasks such as planning analysis, design, build & test, and deployment. Each OM function includes process, organization, and technology elements that are addressed throughout the description of the corresponding OM function. In one embodiment, the method of the present invention includes four steps as represented in Figure 1. These steps include Organizing and Initiating Project 1510, Developing Operations Management Strategy 1520, Identifying Gaps 1570 and Developing Operations Management Capability Blueprints 1580. The steps are described in more detail below.

Step 1510 - Organize & Initiate Project

In step 1510, the ground rules for the project are established. A commitment from the sponsoring organization is obtained. The typical major deliverables at the conclusion of this step include documentation of the planning assumptions, and a summary of the project objectives and constraints.

The tasks involved in organizing and initiating a project are represented in Figure 2. These tasks include (1 ) Defining Objectives and Constraints 1511 ; (2) Identifying End-game Expectations 1513; (3) Obtaining Sponsorship Commitment 1515; and (4) Enabling the Project 1517.

Task 1511 : Defining Objectives & Constraints Task 1511 includes determining the scope of the project, what OM functions are to be analyzed, and what deliverables are to be produced. Also, the depth of analysis required by the sponsor, and the depth of the analysis based on the objective are determined and should be resolved if there are differences.

The objective of this task is to define the project goals and any constraints or limitations placed on the project team or the deliverables, which typically are the project objectives. One of the considerations for carrying out this task is that the terminology used by the sponsoring organization may be different for a given OM function. Therefore, to define accurate goals, there should be a common understanding of the functionality to be deployed. Typically, the sponsor's goals will determine the length and depth of the project planning. Task 1513: Identify Expectations

In task 1513, the reasons for undertaking the project are identified. At the conclusion of this task, the project outcomes are delivered. The subtasks here include identifying the management motivation for the project, determining if there are hidden agendas or obstacles to be overcome, and determining management's desired outcome for the project.

Often, hidden agendas may be identified within the sponsoring organization as a reason for undertaking a project. For example, there may be a lack of confidence that the operation's staff could handle a project, such as a move to a client/server environment. As another example, there may be a desire to outsource IT operations without specifically expressing that desire for concern out of maintaining IT operations until a transition could be effected. Due to these considerations, interviews and fact-gathering may be restricted to only a select group of employees who need to be identified.

Task 1515: Obtain Sponsorship Commitment

In task 1515, approval of project plans is obtained and expectations of sponsor management are confirmed. At the conclusion of the task the approval to proceed is delivered. The subtasks here include reviewing the detailed plans for the project with management, reviewing and confirming the deliverables to be produced, and reviewing and confirming the level of expectations of the sponsor management.

Once the project structure is established, it is highly desirable that corresponding expectation levels be agreed to regarding the effort to be put in and the deliverables and results to be achieved. The sponsoring organization should preferably understand and accept the implications of their decisions on objectives, constraints, depth of analysis, timing, etc.

Task 1517: Enable Project

In task 1517, the project team is oriented and availability and workability of other needed resources is ensured. At the conclusion of this task the project orientation is delivered. The subtasks here include selecting and training project team members, organizing sponsor resources as required, obtaining other resources, work space, etc., as needed, and planning and confirming schedules, milestones, interim meetings, etc.

Once a commitment to the project is received, the project team should be selected, oriented, and trained. For strategic reviews of this type, it is desirable that team members have outstanding skills and experience in operations management. More specifically, the following experience is desirable: (1 ) deep knowledge of, and expertise in, OM functions and how they may interconnect; (2) creativity in designing operating alternatives, including use of technology enablers and partnering/outsourcing alternatives; (3) develop realistic, workable solutions, given the organization's ability and willingness to change; and (4) strong research and analytical skills. A thorough knowledge of the Operations Management View of the IT Framework is desired. If the Gap Analysis is to encompass a full Assessment, then personnel with expertise in this discipline should be included on the project team.

Step 1520 - Develop Operations Management Strategy

The objectives of Step 152 are to establish the strategic direction and operating vision for operations management. This is realized by delivering a detailed OM Operating Vision. Referring now to Figure 3, the tasks in Developing Operations Management Strategy include (1 ) establishing

Strategic OM Objectives 1521 ; (2) formulating and evaluating OM Strategy Options 1523; and (3) establishing OM Vision and Approach 1529.

Task 1521 : Establish Strategic OM Objectives The goal of task 1521 is to determine the overall objectives and direction to be used for operations activities. Upon concluding this task, OM

Strategic Objectives are delivered. The subtasks, or activities, include determining process objectives and direction, determining organizational objectives and direction, and determining technology architecture objectives and direction. This task is performed in conjunction with task 1523, Formulate &

Evaluate OM Strategy Options. Task 1523: Formulate & Evaluate OM Strategy Options

The goal of task 1523 is to identify and evaluate the alternative approaches for achieving the OM objectives. Upon concluding this task, OM Strategy Alternatives are delivered. The activities that that make up this task include identifying process alternatives, identifying organization design alternatives, and identifying technology architecture alternatives.

There are a number of issues to be considered in identifying process alternatives. One should consider critical applications and other business activities to be supported, overall approach to providing support and measuring performance levels. Also, activities, processes, and functions for which the OM organization will be responsible are significant considerations, as are how the selected functions will be interconnected to achieve business and IT goals. Other process issues for consideration include priorities for implementing/upgrading the selected functions, or the approach to prioritizing selected functions, and constraints imposed on process decisions by other issues, such as hardware strategy, software strategy, or network strategy.

The are also a number of organization issues to be considered in identifying organization design alternatives. These issues include:

• basic geographic structure, i.e. centralized or distributed or a combination;

• sourcing strategy - insourcing, outsourcing, partnering, or a combination; and

• skills and resources needed, and how those skills and resources will be obtained. Finally, there are a number of Technology issues to consider in identifying architecture alternatives. These issues include: overall approach to OM support, that is, primarily automated, primarily manual, or a combination. In most environments, some type of automated approach is usually the practical way and the only way to monitor and control today's complex and sophisticated systems.

Another issue is whether the most appropriate operations architecture is based on the desired level of functional interconnectivity - OM integrated framework solution, or point solutions for individual OM functions. Another technology issue is OM software strategy - procurement of third party packages or custom design and build. Packaged software is nearly always the most appropriate choice for many OM functions. One should also consider the approach to packaged software - customize to meet established policies and procedures, or install as is and adapt. Finally, one should consider the desired direction in terms of platforms to be deployed and supported.

Task 1529: Establish OM Vision & Approach The goal of task 1529 is to finalize the operating vision in the form of process, organization, and technology direction. Based on this task, an Operating Vision can be delivered to the client. The Operating Vision can be created by selecting and confirming process direction, selecting and confirming organization direction, and selecting and confirming technology architecture direction. A major consideration when carrying out this task is to verify the selected approaches against the overall objectives and any constrains/limitations previously identified.

Step 1570 - Identifying Gaps

The goal of Step 1510 is to identify the performance gaps in the existing operations infrastructure, and begin identification of alternative approaches at a high level. This information is presented in a Gap Analysis. The Gap Analysis can be prepared by performing the following tasks, as shown in FIG. 4: (1) determining Existing Capabilities 1571 ; (2) Identifying Gaps 1573; (3) reviewing Reuse Opportunities 1575; and (4) generating Gap Closure Alternatives 1579. These tasks are described below. If the Gap

Analysis is to encompass a full OMM Assessment, use of the OMM Assessment methodology in place of this task package is recommended. A description of an OMM assessment is disclosed in application no. , entitled "A Method and Estimator for OMM Assessment", by Skoyles- Greenberg et al., filed on the same date herewith, which is incorporated herein by reference in its entirety. Task 1571 : Determine Existing Capabilities

The goal of task 1571 is to evaluate the capabilities and performance levels of OM functions within the agreed project scope. Upon conclusion of this task, a Capability Assessment is delivered. This task is carried out by conducting interviews with appropriate personnel, reviewing operating policies & procedures, reviewing performance level reports and other documentation, and observing operating performance.

It is recommended to use documented materials or observations to corroborate opinions received in interviews or to resolve discrepancies when opinions conflict. Limiting reviews to management personnel only can be misleading because perceptions of operational practices are not always consistent with the way things are occurring in the real world.

Task 1573: Identify Gaps

The goal of task 1573 is to identify areas for improvement in operating performance. This information is typically presented in the Gap Analysis. The task of identifying gaps is typically carried out by defining standards or baselines against which current performance is measured, and identifying areas where current performance is sub-standard.

Standards may be based on OMM Capability Levels, best practices, or the sponsoring organization's definition of what level of performance is deemed to be deficient. For example, compilation of user satisfaction surveys may be completed to determine areas of sub-standard performance.

Task 1575: Review Reuse Opportunities

The goal of task 1575 is to identify opportunities to reuse existing assets or capabilities for each gap. A compilation of Reuse Solutions may be prepared as part of this task. These opportunities, or solutions, are identified by examining software and procedures currently in place for reuse in other areas. If opportunities exist, the feasibility of adapting them for re-use should assessed. Generally, this is not a major task because reuse opportunities in Operations Management are infrequent. Task 1579: Generate Gap Closure Alternatives The goal of task 1579 is to develop the approach for closing the key operations gaps. Upon completion of this task, a Gap Closure Approach report is delivered. This task is carried out by prioritizing the problem areas in operations, assessing problems and defining solution alternatives. After this, the task is usually completed by selecting the closure approach for priority problem areas. Because the amount of time for this task can vary greatly, the depth of analysis should be negotiated up front with sponsor management.

Step 1580 - Develop Operations Management Capability Blueprints

The Objectives of Step 1580 are to develop high-level plans and estimates for delivery of an operations infrastructure that will meet the business and IT requirements of the sponsoring organization. Referring now to Fig. 5, this step is carried out by delivering (1 ) OM Architecture Definition; (2) OM Organization Definition; (3) OM Function Blueprints; (4) OM Strategic

Planning - Function Estimating Guide; and (5) Operational Maturity Model

(OMM) Assessment Estimating Guide.

This step includes the following tasks: developing OM Architecture

Definition 1581 ; developing OM Organization Definition 1583; developing OM Function Capability Blueprints 1587; and Defining Capability Delivery

Approach 1589, which are described below.

Task 1581 : Develop OM Architecture Definition The goal of task 1581 is to develop the high-level plan for an operations architecture which will meet the business and IT requirements of the sponsoring organization. This plan is referred to as the OM Architecture

Definition.

The task is carried out by confirming the level of detail desired by sponsor management, and then creating the Operations Architecture as specified. The products to be delivered as the final step are preferably negotiated at the beginning of the project. Task 1583: Develop OM Organization Definition The goal of task 1583 is to develop the high-level plan for an operations organization structure which will meet the business and IT requirements of the sponsoring organization. This plan is referred to as the OM Organization Definition. The task is carried outby confirming the level of detail desired by sponsor management, and then creating the operations organization as specified. The products to be delivered as the final step are preferably negotiated at the beginning of the project.

Task 1587: Develop OM Function Capability Blueprints The goal of task 1587 is to develop the high-level plans for delivery of the OM functions included in the scope of the Gap Analysis. These plans include the OM Function Blueprints, OM Strategic Planning Function

Estimating Guide, and the Operational Maturity Model (OMM) Assessment Estimating Guide. The task is carried out by confirming the level of detail desired by sponsor management, and then creating the plans as specified. The products to be delivered as the final step are preferably negotiated at the beginning of the project.

Except for the Estimating Guide Workbooks, the level of detail required on other high level plans is subject to interpretation. A Capability Blueprint is defined as a document which provides a clear "big picture" of a capability, and covers the following elements: Strategy; Culture; Performance; Organization; Competency; Process; Facilities & Layout; Application; Equipment; and Delivery Vehicle. If the desired next step for the organization is an OMM Assessment, then the Operational Maturity Model (OMM)

Assessment Estimating Guide should be completed, which is described in application no. , entitled , filed .

Task 1589: Develop Capability Delivery Approach The goal for task 1589 is to develop an overall plan for building and deploying the architecture, organization, and OM functions as specified in the project scope. This task is carried out by confirming the level of detail desired by sponsor management, and then developing the plan as specified. Depending on the level of detail desired, the plan may contain specific project cost estimates, staffing requirements, timelines and milestones, and business cases.

Estimator

In addition to the method for providing the strategic planning function, as described above, the present invention also includes a method and apparatus for providing an estimate for building a strategic planning function in an information technology organization. The method and apparatus generate a preliminary work estimate (time by task) and financial estimate (dollars by classification) based on input of a set of estimating factors that identify the scope and difficulty of key aspects to the function.

Previous estimators only gave a bottom line cost figures and were directed to business rather than OM functions. It would take days or weeks before the IT consultant produced these figures for the client. If the project came in either above or below cost, there was no way of telling who or what was responsible. Therefore, a need exists for an improved estimator

Fig. 6 is a flow chart of one embodiment a method for providing an estimate of the time and cost to build a service level management in an information technology organization. In Fig. 6, a provider of an OM strategic planning function, such as an IT consultant, for example, Andersen Consulting, obtains estimating factors from the client 202. This is a combined effort with the provider adding expertise and knowledge to help in determining the quantity and difficulty of each factor. Estimating factors represent key business drivers for a given operations management OM function. Table 1 lists and defines the factors to be considered along with examples of a quantity and difficulty rating for each factor.

For example, as an illustration of the method of the invention, the provider, with the help of the client, will determine an estimating factor for the number of OM functions within the scope of the strategic planning 202. Next comes the determination of the difficulty rating 204. Each of these determinations depends on the previous experience of the consultant. The provider or consultant with a high level of experience will have a greater opportunity to determine the correct number and difficulty. The number and difficulty rating are input into a computer program. In the preferred embodiment, the computer program is a spreadsheet, such as EXCEL, by Microsoft Corp. of Redmond, Washington, USA. The consultant and the client will continue determining the number and difficulty rating for each of the remaining estimating factors 206.

After the difficulty rating has been determined for all of the estimating factors, this information is transferred to an assumption sheet 208, and the assumptions for each factor are defined. The assumption sheet 208 allows the consultant to enter in comments relating to each estimating factor, and to document the underlying reasoning for a specific estimating factor.

Table 1

Next, an estimating worksheet is generated and reviewed 210 by the consultant, client, or both. An example of a worksheet is shown in Figs. 7a, 7b and 7c. The default estimates of the time required for each task will populate the worksheet, with time estimates based on the number factors and difficulty rating previously assigned to the estimating factors that correspond to each task. The amount of time per task is based on a predetermined time per unit required for the estimating factor multiplied by a factor corresponding to the level of difficulty. Each task listed on the worksheet is described above in connection with details of the method for providing the strategic planning function. The same numbers in the description of the method above correspond to the same steps, tasks, and task packages of activities shown on the worksheet of Figs. 7a, 7b and 7c. The worksheet is reviewed 210 by the provider and the client for accuracy. Adjustments can be made to task level estimates by either returning to the factors sheet and adjusting the units 212 or by entering an override estimate in the 'Used' column 214 on the worksheet. This override may be used when the estimating factor produces a task estimate that is not appropriate for the task, for example, when a task is not required on a particular project.

Next, the provider and the client review and adjust, if necessary, the personnel time staffing factors for allocations 216 for the seniority levels of personnel needed for the project. Referring to Fig. 7a, these columns are designated as Partner - "Ptnr", Manager - "Mgr", Consultant - "Cnslt", and Analyst - "Anlst", respectively. These allocations are adjusted to meet project requirements and are typically based on experience with delivering various stages of a project. It should be noted that the staffing factors should add up to 1.

The consultant or provider and the client now review the work plan 218, and may optionally include labor to be provided by the client. In one embodiment, the work plan contains the total time required in days per stage and per task required to complete the project. Tasks may be aggregated into a "task package" of subtasks or activities for convenience. A worksheet, as shown in Fig. 7a, 7b and 7c, may be used, also for convenience. This worksheet may be used to adjust tasks or times as desired, from the experience of the provider, the customer, or both. Finally, a financial estimate is generated in which the provider and client enter the agreed upon billing rates for Ptnr, Mgr, Cnslt, and Anlst 220. The total estimated payroll cost for the project will then be computed and displayed, generating final estimates. At this point, a determination of out-of- pocket expenses 222 may be applied to the final estimates to determine a final project cost 224. Preferably, the provider will then review the final estimates with an internal functional expert 226. Other costs may also be added to the project, such as hardware and software purchase costs, project management costs, and the like. Typically, project management costs for managing the providers work are included in the estimator. These are task dependant and usually run between 10 and 15% of the tasks being managed, depending on the level of difficulty. These management allocations may appear on the worksheet and work plan. The time allocations for planning and managing a project are typically broken down for each of a plurality of task packages where the task packages are planning project execution 920, organizing project resources 940, controlling project work 960, and completing project 990, as shown in Fig. 7a.

It will be appreciated that a wide range of changes and modifications to the method as described are contemplated. Accordingly, while preferred embodiments have been shown and described in detail by way of examples, further modifications and embodiments are possible without departing from the scope of the invention as defined by the examples set forth. It is therefore intended that the invention be defined by the appended claims and all legal equivalents.

Claims

1. A method for developing operations management strategic planning for an information technology organization, the method comprising:

(a) organizing and initiating a project for said strategic planning;

(b) developing an operation management strategy;

(c) identifying gaps; and

(d) developing operations management capability blueprints.

2. The method of Claim 1 wherein said organizing and initiating includes at least one of the defining objectives and constraints; identifying end-game expectations; obtaining sponsorship commitment; and enabling said project.

3. The method of Claim 1 wherein said developing operations management strategy includes at least one of the establishing strategic objectives; formulating and evaluating strategy options; and establishing operations management vision and approach.

4. The method of Claim 1 wherein said identifying gaps includes at least one of determining existing capabilities, identifying gaps, reviewing reuse opportunities and generating gap closure alternatives.

5. The method of Claim 1 wherein said developing operations management capability blueprints includes developing operations management architecture definition, developing operations management organization definition, developing operations management function capability blueprints and developing capability delivery approach.

6. A method for providing an estimate for building an operations management strategic planning function in an information technology enterprise, the method comprising: a) obtaining at least one estimating factor; b) determining a difficulty rating for said estimating factor; c) generating a time allocation for building said strategic planning function based on said estimating factor and said difficulty rating; and d) generating a cost for building said strategic planning function based on said time allocation.

7. The method as recited in claim 6, wherein obtaining said estimating factor further includes receiving said estimating factor from a client.

8. The method as recited in claim 6, wherein said estimating factor includes the number of operations management functions within the scope of the plan.

9. The method as recited in claim 6, wherein said difficulty rating is selected from the group of simple, moderate, or complex.

10. The method as recited in claim 6, wherein said time allocation includes time allocated for a plurality of individual team members where said individual team members include at least one of partner, manager, consultant, and analyst.

11. The method as recited in claim 6, wherein said cost depends on said time allocation and a billing rate for said individual team member.

12. The method as recited in claim 6, wherein said time allocation is used to generate a project work plan.

13. The method as recited in claim 6, wherein said billing rate is used to generate a financial summary of said cost.

14. The method as recited in claim 12, wherein said work plan is broken down for each of a plurality of steps for building said strategic planning function wherein said steps are organizing and initiating a project; developing an operations management strategy, identifying gaps, and defining operations management blueprints.

15. The method as recited in claim 12, wherein said work plan includes time allocations for planning and managing a project broken down for each of a plurality of task packages where said task packages are planning project execution, organizing project resources, controlling project work, and completing project.

16. A computer system for allocating time and computing cost for building a strategic planning function in an information technology organization, comprising: a processor; a software program for receiving at least one estimating factor and difficulty rating for each of said estimating factors and generating a time allocation and cost for building said strategic planning function; and a memory that stores said time allocation and cost under control of said processor.