kpmg-estrategy-readysetgo!training(ppt61)-经营管理(编辑修改稿)

kpmg-estrategy-readysetgo!training(ppt61)-经营管理(编辑修改稿)内容摘要：

rchitecture: 3 12 weeks Implementation: 4 12 weeks Ongoing support Strategy II: 13 weeks Process amp。 Arch: 2 8 weeks Implementation: 4 12 weeks eBusiness Phasing Phasing  Concurrent efforts, particularly at design and implementation levels  Refresh and review strategy at least every 6 months Doc /Location Doc20343/SVO 19 eBusiness Framework – Next Steps Based on early successes in eBusiness  Initial focus on eIntegration and eStrategy stages  Next priority is eProcess amp。 Architecture Updates for the next generation of eBusiness  Move beyond websites (B2C style)  B2B Marketplaces (apply B2C style personalization)  Mobile Inter  Marketing overall is being more important than Branding Doc /Location Doc20343/SVO 20 Topics  eStrategy in the Market  eBusiness Framework  eStrategy Solution Set  ! Doc /Location Doc20343/SVO 21 eStrategy Positioning Focal point for CxOlevel client relationships Major “pullthrough” potential for KPMG Consulting  eBusiness Program Management services  eBusiness Integration projects  Network Integration projects  Should lead to at least one or two immediate consulting opportunities  Should be at least 10X consulting revenues downstream Doc /Location Doc20343/SVO 22 eSolutions • eWorkforce, eProcurement, ... • Enterprise Solutions (R2i sm) eInfrastructure • Cisco • Sun, HP, EMC, Compaq Business Managers IT Managers Executives ePMO • Program Mgt • Change Mgt. • Knowledge Mgt. eStrategy eProcess Integration • EAI (middleware) and B2B • Configure to Fit tm eBusiness Initiatives • B2C Websites • B2B Marketplaces • Mobile Inter eStrategy Positioning Doc /Location Doc20343/SVO 23 Benefits Realization Program Management eBusiness Strategy  eBusiness Center?  Program office  Collaboration  eBusiness Vision  Opportunities  Gaps amp。 Action Plan  Executive focus  Performance metrics  iPortfolio of eBusiness initiatives  Business case  Implementation Plan  Sustained rollout of eBusiness initiatives  Learning amp。 reuse  eBusiness Scorecard  eBusiness strategy review eStrategy “Value Chain” Doc /Location Doc20343/SVO 24 What is ePMO? “ e” implies many things to many people including:  Program Management approach to manage a portfolio of “e”projects or eBusiness initiatives • Speed • Ruthless execution • Learning environment  “e”enabled tools to support any Program Management Office effort • Collaborative • Available on the Web (intra or extra) ePMO is both – Combination of Tools, Processes and Competencies to manage for highly effective business programs Doc /Location Doc20343/SVO 25 Questions to ask for assessing ePMO capability maturity:  Can the Executive Management team visually link the anization’s strategic goals to the number of “eprojects” that are ongoing?  Is there a mon framework in place across the anization to help define the market and operating models that each of the einitiatives are targeting?  Is there a clear understanding of which are the highest priority projects?  Are the proper valuation methods and measures being used to measure the ongoing development and post implementation results of each einitiative? In a rush to get on the “eBandwagon” anizations too often reinvent rather than reuse. Why Do Organizations Need ePMO? Doc /Location Doc20343/SVO 26 Stages in the Program Management Lifecycle The Program Management lifecycle is represented as 4 stages Program Management Program Strategy Mobilization Implementation Benefits Realization amp。 WrapUp Program Knowledge Management (KM) Process / Project Management (PM) Organizational Change Management (CM) Program Management Lifecycle Each stage has project/process, knowledge, and change ponents. Doc /Location Doc20343/SVO 27 Why Do Organizations Need ePMO? The Program Management Maturity of an enterprise correlates the plexity of the programs for an enterprise with the process, people and tools capabilities. Program Mgt. Capabilities Low High Multiple Concurrent Projects Program Management Single Projects Program Complexity and Scope High Project Management Enterprise Program Mgt eBusiness Center Low Program Management Maturity Model Doc /Location Doc20343/SVO 28 Use of methods, knowledge capital and tools can range from loosely coupled and localized use to integrated and inter based. Competencies are based on the skill and experience of management resources. Project Management Program Management eBusiness Center Tools • Various tools across departments • Basic planning and tracking • Project Manager focused • Enterprise standards • Minimal collaboration • Program / Project Manager focused • Enterprise standards • Multisite collaboration • Support sponsors, management amp。 teams Processes • Possibly exist at departmental level • People rely on personal experiences / training • Limited knowledge repositories • Collateral exists at the enterprise level • Updates are not coordinated • Usage is not enforced • Enterprise standards • Enforcement of standards • Repositories of evolving “better practices” • Version control • Enterprise accessibility to information Competencies • General knowledge based on experience • Some externally trained individuals • Some industry or functional experience • Training focused on cost, schedule, and technical • Capable of managing multiple projects • Focus extended to include executive and anizational alignment • Multiple projects managed to meet business objectives • Training on corporate management standards Program Management Maturity Model Doc。