2018 planning (For discussion (Assumption that integration accountability…
Assumption that integration accountability sits with Business Transformation Office / IT?
Architecture = low priority for 2018?
Innovation - is this a word that we want to keep using?
Assumption going forward that software development will be done in both IT & DAI. What does this mean for testing etc.? Two frameworks?
What might the PMO findings mean for our services & structure?
How does our model support solutions that span multiple delivery areas (web / core systems / BI / GIS?)
Do we need to drop our emphasis on innovation & design thinking? Is this applicable to the revised scope of what we do?
Does PPMS fit with our narrower focus?
Can we take on business process improvement challenges if these are also going to be addressed by ERP? What forms & workflows can we touch?
Should all Waste improvement initiatives go over to IT?
What we do
What we don't do
'Long-tail' business improvement
Anything related to core systems
Any business process improvement related to HR, Finance, Asset Management, Health / Activity / Development Approvals, Customer Service, Maintenance (Hansen, Pathway, FinanceOne)
(External) customer experience management
'Innovation' network ??? Key influencers across the organisation (2 speed change framework ala Kotter)
Lunch & learns
Cost & Funding Structures
What do we fund vs what we ask the business to fund?
Do we focus more on getting grants / external collaboration? 2019
What services do we offer?
Collaboration Platform (?)
GIS Platform - maintenance
What problems do
we solve? (Projects we take on)
Chief Data Officer
Business processes not addressed by ERP - dynamic, creative and non-routine work
are they all created equal?
how worried are we about customers falling through the gaps between us & IT? (Keely's report)
Enterprise Information Management
integrative discipline for structuring, describing and governing information assets across organizational and technological boundaries to improve efficiency, promote transparency and enable business insight.
how we manage information across the organisation - reports, documents, records, processes
Maximise benefits of our information platforms - GIS, BI, Records,
Messages for our teams
Narrower focus means less stop & start on initiatives - see delivery
Year of Delivery
Discuss - concerns about job losses & structure changes
Existing teams & capabilities
Project teams not as collaborative as they could be
Ideas / Actions
Co-location of project teams
Dedicated project resources across 'stream' of work
T-shape focus on Org Change Mgmt. :
Build GIS / BI communities of practice / DAI lunch & learn series
PM basics in place
Gaps in 'front end' of process - conflict between what we do versus IT
Model doesn't support solutions where both DAI & IT need to work together i.e. events
DAI priorities are unclear - 'BAU projects' drawing resources away from
Mgrs hear different things from different DAI team members about priorities i.e. LMDRF
Ideas / Actions
Improve support for the tools that we already have i.e. lunch & learn sessions so greater
Greater visibility of pipeline - publish on intranet (fortnightly?)
Ideas / Actions