E-MailCutter Consortium Summit 2004 In Review
Keynotes
Business Technology Strategy
Keynote: Maximizing IT's Bottom-Line Impact: From Business Strategy to IT Action
Keynote: Bob Benson
Panel Debate: Bob Benson, Mike Luby, Mark Cotteleer, Len Tenner, Ram Reddy
Successful CIOs and CFOs examine IT spending using business value and bottom-line impact as yardsticks to create IT budgets that are affordable and that support the new and innovative IT activities that the business needs to thrive. They accomplish this under three distinct budgetary pressures: first, the overhang of existing "lights-on" IT activities (legacy systems, infrastructure, personnel, etc.), which usually assumes annual spending increases; second, requests by the business for new IT investments, or projects, which increase spending; and finally, corporate pressure to decrease IT costs.
In his keynote presentation, Bob Benson will show you how to adopt and implement principles and practices for planning new IT investments, controlling the costs of existing IT activities, and assessing their business impact, including:
- Employing enterprise planning and management processes that produce explicit and actionable strategic intentions that can lead to business and IT initiatives that will achieve them;
- Ensuring business strategic intentions drive all IT actions.
- Spreading a common understanding of, and commitment to, enterprise strategic intentions to managers across all functional areas;
- Allocating and budgeting ongoing expenses and new investment based on explicit connections to strategic intentions.
- Organizing activities into resource and process portfolios for value assessments, performance management, quality and service level assessments, and resource commitment.
Benson will demonstrate how your organization can maximize IT's impact on the bottom line while controlling IT spending. He will define the critical roles played by the CIO and CFO, and provide you with practical suggestions for aligning IT to business strategies and outcomes, and planning, prioritizing, executing, and measuring activities and resources based on their connection and contribution to the business bottom line.
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Keynote: Security Practice Measurement -- The Future Belongs to the
Quants
Dan Geer
Panel Debate: Dan Geer, Alan Paller, Mark Seiden
Security risk management has a nice ring, but without metrics with which to keep score it has no teeth. Tallying body counts after bad events occur has nothing to do with management of security risk; being able to ascertain relative risk ratios between two strategies, two products, two designs, or two policies does. Until we have metrics that can withstand audit, that is to say security risk measurement procedures that are repeatable, we, the toothless, will have to keep gumming our food.
Until we grow our own teeth, we'll have to borrow those from prior art in other fields and explore methods that, while not necessarily germane, will be evocative of relevant approaches to be discovered. Among those to explore would be: traditional accounting models, the quality assurance literature, public health reporting structures, portfolio management processes, accelerated failure time testing, reliability engineering, and insurance actuarial processes. We have so little time and far too few "experts" who aren't in some sense "charlatans." Only metrics offer hope and then only if they measure something real rather than being mere damned statistics. To arms!
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Keynote: Creating Innovative Products Using Agile Practices
Jim Highsmith
Panel Debate: Jim Highsmith, David Caruso, Ken Delcol, Joshua Kerievsky, Jean Tabaka
The product development efforts targeted by agile project management methods include new products in the domains of software products, including PC applications, operating systems, middleware products, and ERP; industrial products with embedded software, such as electronics equipment and autos; and internally developed IT applications. The opportunity, uncertainty, and risk reside within these kinds of proposed products -- not within your approach to project management.
This presentation will show you how your organization can capitalize on the opportunity presented by these products by altering your approach to project management so that it fits with the characteristics of the product you're developing. You'll discover how you can systematically reduce uncertainty over the life of a project, strip away overhead and nonvalue-adding activities, and develop individuals and teams that are highly self-disciplined -- all to create quality products quickly.
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Keynote: Negotiation as a Supplier Relationship Management Activity:
Building Organizational Capabilities to Prevent Value Leakage
Stuart Kliman
Panel Debate: Stuart Kliman, Martha Crow, Joseph Imbimbo, Michael Mah, Catherine Szpindor,
More and more companies are struggling to sustain cost savings and value from supplier contracts that are negotiated as part of a corporate sourcing initiative. Often, new global contracts promise great savings, but the various individuals or groups throughout the company who negotiate specific purchase orders or sub-contracts lack the tools and skills to negotiate effectively, thus giving back a great deal of hard-earned value. Stuart Kliman will show you how you can look at negotiation as an ongoing relationship management activity, not simply one-time sourcing transactions, and how to ensure there is alignment and consistency in how it is performed by individuals and groups throughout a company - key ingredients to preventing value leakage.
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Keynote: Applying Enterprise Architecture
Peter Herzum
Panel Debate: Peter Herzum, Ken Orr, Lynne Ellyn, Luke Hohmann, Aileen Morse
In the last 24 months, many medium and large enterprises have continued or embarked into enterprise architecture efforts. As a consequence, the enterprise architecture discipline is evolving and maturing at a tremendous pace.
This fast-paced and thought-provoking keynote will provide you with a comprehensive overview of the state of the art, best practices, and pragmatic evolution of enterprise architectures efforts. Whether you are seeing enterprise architecture as a technical endeavor; or from a business process, business modeling, or business information perspective; or as an overall way to manage IT as a business; or as the way to reach the goals of the Real-time Enterprise, this keynote will bring you up to speed on the latest advances, and illustrate the direct relationship between Business Strategy, IT Strategy, enterprise architecture, strategic programs, and individual projects.
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Keynote: Governance: IT's Role at the Highest Level
Richard Nolan
Board-level IT oversight, with certified IT experts holding a seat on the Board, may be the next big thing in corporate governance. FedEx has already set up such a board. Dick Nolan reveals his latest research uncovering why and how, with the continued importance of both operational and development IT, we can expect to see IT represented at the highest levels in many corporations.
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Keynote: Summit 2004: Themes and Implications
Tom DeMarco
2 May 2004
Risk Management War Games
with Tom DeMarco and Tim Lister
Workshops
2 May 2004Enterprise Architecture, IT Strategy, and IT Governance
with Peter Herzum
6 May 2004
From Business Strategy To IT Action: Controlling The IT Spend and Maximizing Bottom-Line Impact
with Bob Benson and Tom Bugnitz
6 May 2004
Measurement and Negotiation Strategies for Agile Executives
with Michael Mah
Roundtable Discussions
4 May 2004: 7:30-8:20IT Governance
Leader: Rob Austin
4 May 2004: 7:30-8:20MDA for Architectural Governance
Leader: Mike Rosen
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4 May 2004: 7:30-8:20
Project Portfolio Management
Leader: Ram Reddy
5 May 2004: 7:30-8:20The Key to Writing Successful Business Cases
Leader: Mark Cotteleer
5 May 2004: 7:30-8:20Breakthrough Technologies: Are You Poised to Profit?
Leader: Bob Gardner
5 May 2004: 12:30-1:10Roundtable Discussion with Ken Orr and Mike Rosen: The Three Faces of Enterprise Architecture
Leader: Ken Orr and Mike Rosen