Volkswagon of America (VWoA): Managing IT Priorities Matulovic, the new CI, has two !rimar" concerns at VWoA: VWoA: #efining governance an# esta$lishing #evelo!ment !rocess #irectives% &owever, Matulovic is in a #ifficult situation' he faces ina#euate fun#ing, new $usiness architecture an# increasing !ressure from his !eers% &is circumstances are !re#icta$le given the histor" of IT consi#eration, $" VWoA, as a source of overhea# an# the highl" un!re#icta$le %*% market for Volkswagon Volkswagon +rou!% Matulovics $iggest hur#le is in regar#s to the ca!!e# fun#ing that has $een #etermine# $" the !arent com!an" (Volkswagon (Volkswagon Au#i Au#i +rou!)% VWA+ VWA+ allotte# allotte# VWoA VWoA onl" -./ million, out of the reueste# -01/ million, for IT !ro2ects% +iven the sco!e of VWoA initiatives, the amount is far from a#euate% &owever, at the time, there were no a##itional fun#s availa$le% The !roce#ure for #eci#ing which !ro2ects will receive fun#ing is streamline# $" a new !rioriti3ation !rocess% This !rocess !rocess for managing IT !riorities is is !art of a new $usiness architecture #esigne# to align organi3ational activit" with cor!orate goals an# strateg"% 4uring the first few "ears of an" new !olic" or !roce#ure there are $oun# to $e unforeseen com!lications% The largest glitch was how the new !rocess #i# not account for 5$ehin# the curtain6 !rograms such as the intercontinental *u!!l" 7low Pro2ect% The *u!!l" 7low Pro2ect shoul# a$solutel" receive fun#ing% The cost shoul# not come entirel" from VWoA, $ut allocate# amongst the glo$al Volkswagen Volkswagen grou! of com!anies% This !ro2ect is critical to Vo Volkswagens glo$al su!!l" chain management an# their goals% *uccessful glo$al integration not onl" !romises com!an" wi#e savings, $ut !la"s an un#erl"ing role in customer satisfaction an# lo"alt", the the num$er one cor!orate co r!orate goal% This *u!!l" 7low Pro2ect is alrea#" un#erwa" an# nee#s a##itional fun#ing for a timel" com!letion% The new fun#ing !rioriti3ation !rocess overlooke# such !rograms as this, !rimaril" !rimaril" $ecause the $enefits achieve# were at the glo$al level% 8ecause of the wi#es!rea# $enefits, all glo$al constituents shoul# contri$ute to the !ro2ects financing% financing% Matulovic, along with the su!!l" flow grou! in +erman", shoul# com$ine forces an# !resent their case to VWA+ VWA+ for se!arate an# a##itional fun#ing for the *u!!l" 7low Pro2ect% 4ueto situations like the *u!!l" 7low Pro2ects lacking 5ualifications6to receive a#euate fun#ing, o!!onents claim the new s"stem is 5tootheoretical6 an# ma" not $e con#ucive to VWoA VWoA o!erations% True True or not,this cannot canno t $e !ro!erl" #etermine# in the first "ear of the!rioriti3ation !rocess im!lementation% 7urthermore, with a ca!!e# s!en#ing amount, there are $oun# to $e a few #isgruntle# in#ivi#uals whose !ro2ect #i# not receive the !ro!er fun#ing% These #iscontente# mem$ers of the 9ecutive ;ea#ershi! Team ma" not agree, $ut must reali3e it is a !art of #oing $ usiness% 7urthermore, it is a wa" of #oing $usiness that the" the " all !reviousl" agree# to% Matulovic shoul# !rocee# as formerl" agree#, with the $usiness architecture out!ut 5$lue!rint6 which !la"s a vital role in formali3ing governance an# !rioriti3ation !rocesses%
1. Who controls the budgets from which IT projects are funded at Volkswagen of America? The $u#gets for IT !ro2ects were controlle# through a !rocess ! rocess that involves several organi3ational entities that esta$lish !riorities% There were four s!ecific teams that were involve# in this !rocess: the 9;T (9ecutive ;ea#ershi! Team), the IT*C (IT *teering Committee), the
PM (Pro2ect Management ffice), an# the 48C (4igital 8usiness Council%) The 9;T was res!onsi$le for eecuting the <=+ (
or the 48C), not to Matulovic himself% 8ecause the *u!!l" 7low !ro2ect is tie# into glo$al strateg", Matulovic shoul# !ro!ose that the
PM (Pro2ect Management ffice), an# the 48C (4igital 8usiness Council%) The 9;T was res!onsi$le for eecuting the <=+ (or the 48C), not to Matulovic himself% 8ecause the *u!!l" 7low !ro2ect is tie# into glo$al strateg", Matulovic shoul# !ro!ose that the
fun#ing for this !ro2ect come from VWA+% VWA+% 3. In general* what characteristics should a process for deciding about funding of IT projects ha!e? +eneral characteristics that an IT fun#ing !rocess shoul# have: ? Involve all of those who will $e affecte# $" the fun#ing #ecisions in the !rocess% ? Align IT fun#ing !riorities with com!an" strateg"% ? 9na$le communication $etween $usiness units #e!en#ing on the fun#ing an# $etween those units an# eecutive management%
Terjemahan Volkswagen of America (VWoA): Mengelola TI Prioritas Matulovic, CIO aru, memiliki !ua ke"ri#atinan utama !i VWoA: men!e$nisikan "emerinta#an !an memangun ara#an "engemangan "roses% &amun, Matulovic a!ala# !alam situasi 'ang sulit, ia meng#a!a"i !ana ti!ak mema!ai, arsitektur isnis aru !an meningkatn'a tekanan !ari temantemann'a% ea!aann'a !a"at !i"re!iksi mengingat se*ara# TI "ertimangan, ole# VWoA, seagai sumer over#ea! !an "asar A+ 'ang sangat tak ter!uga untuk ru" Volkswagen% Matulovic rintangan teresar a!ala# !alam #al !ana tertutu" 'ang tela# !itentukan ole# "erusa#aan in!uk (Volkswagen Au!i rou")% VWA !ialokasikan VWoA #an'a ./ *uta, !ari - 01/ *uta 'ang !iminta, untuk "ro'ek TI% Mengingat ruang lingku" inisiatif VWoA, VWoA, *umla#n'a *au# !ari mema!ai% &amun, "a!a saat itu, ti!ak a!a !ana tama#an 'ang terse!ia% Prose!ur untuk menentukan "ro'ek mana 'ang akan menerima !ana 'ang e$sien !engan "roses "rioritas aru% Proses untuk mengelola TI "rioritas a!ala# agian !ari arsitektur isnis aru 'ang !irancang untuk men'elaraskan kegiatan organisasi !engan tu*uan !an strategi "erusa#aan% +elama eera"a ta#un "ertama !ari setia" kei*akan atau "rose!ur aru a!a "asti ter*a!i kom"likasi 'ang ti!ak ter!uga% T#e kesala#an kesala#an teresar teresar a!ala# agaimana agaimana "roses "roses aru ti!ak ti!ak mem"er#itungkan mem"er#itungkan 2alik tirai2 "rogram se"erti Pro'ek Arus Pasokan antarenua% Pro'ek Arus Pasokan #arus enarenar menerima !ana% 3ia'a ti!ak #arus !atang se"enu#n'a !ari VWoA, teta"i !ialokasikan !i antara kelom"ok Volkswagen gloal "erusa#aan% Pro'ek ini sangat "enting untuk "asokan gloal mana*emen Volkswagen rantai !an tu*uan mereka% Integrasi gloal 'ang sukses ti!ak #an'a men*an*ikan men*an*ikan "eng#ematan "erusa#aan lear, ta"i memainkan "eran men!asar !alam ke"uasan !an lo'alitas "elanggan, nomor satu tu*uan "erusa#aan% Tugas Arus Pasokan su!a# erlangsung !an memutu#kan !ana tama#an untuk "en'elesaian te"at waktu% Penentuan "rioritas "roses "en!anaan aru !iaaikan "rogram se"erti ini, terutama karena keuntungan 'ang !irai# ter*a!i !i tingkat
gloal% arena manfaat luas, semua konstituen gloal #arus memerikan kontriusi untuk "emia'aan "ro'ek% Matulovic, ersama !engan kelom"ok "asokan aliran !i 4erman, #arus menggaungkan kekuatan !an men'a*ikan kasusn'a ke VWA untuk "en!anaan ter"isa# !an tama#an untuk Pro'ek Arus +u""l'% arena situasi se"erti kurang Arus Pasokan Pro'ek 2kuali$kasi2 untuk menerima !ana 'ang mema!ai, lawan mengklaim sistem aru a!ala# 2terlalu teoritis2 !an mungkin ti!ak kon!usif untuk o"erasi VWoA% 3enar atau ti!ak, ini ti!ak !a"at enar !itentukan "a!a ta#un "ertama "elaksanaan "roses "rioritas% +elain itu, !engan *umla# "engeluaran 'ang tertutu", a!a "asti men*a!i in!ivi!u 'ang ti!ak "uas eera"a "ro'ek 'ang ti!ak menerima !ana 'ang te"at% Para anggota ti!ak "uas !ari Tim e"emim"inan 5ksekutif mungkin ti!ak setu*u, ta"i #arus men'a!ari itu a!ala# agian !ari erisnis% +elain itu, cara melakukan isnis 'ang mereka semua seelumn'a !isetu*ui% Matulovic #arus lan*utkan se"erti seelumn'a !ise"akati, !engan isnis arsitektur 2cetak iru2 out"ut 'ang memainkan "eran "enting !alam "emerinta#an !an memformalkan "roses "rioritas%
1% +ia"a 'ang mengontrol anggaran TI !ari mana "ro'ek 'ang !i!anai !i Volkswagen of America6 Anggaran untuk "ro'ek TI !ikontrol melalui "roses 'ang meliatkan eera"a entitas organisasi 'ang meneta"kan "rioritas% A!a em"at tim k#usus 'ang terliat !alam "roses ini: 57T (Tim Pim"inan 5ksekutif), maka IT+C (TI omite Pengara#), PMO (Pro*ect Management O8ce), !an 93C T#e 57T ertanggung *awa (9igital 3usiness Council%) melaksanakan & (Putaran erikutn'a Pertumu#an) strategi !i mana tata TI a!ala# agian% IT+C ter!iri !ari isnis !an mana*er TI !an ertanggung *awa untuk memiming !an men'etu*ui "roses "emili#an "ro'ek TI !an "rioritas% PMO !ierikan "ro"osal "ro'ek !an "roses "ersetu*uan% 93C itu ertanggung *awa atas "roses "ro'ek "en'aringan 'ang memutuskan "ro'ek mana 'ang "aling sesuai !engan strategi isnis "erusa#aan% 0% A"a "enilaian An!a ter#a!a" "roses aru untuk mengelola "rioritas !i Volkswagen of America6 A"aka# kritik 'ang !ienarkan6 A"aka# "eraikan atas "roses 'ang lama6 TI aru "rioritas "roses mana*emen !i!orong ole# ken!ala anggaran TI aru !ierikan ke"a!a VWoA ole# VWA "erusa#aan in!uk% 4ika ken!ala anggaran aru ti!ak !imulai, a!a kemungkinan a#wa unsurunsur !ari meto!e 'ang kurang terorganisir !an kurang ter"usat mantan akan !i"erta#ankan% Pa!a ak#irn'a, #al ini !a"at ermanfaat agi unit isnis in!ivi!u, teta"i merugikan isnis secara keseluru#an% 9alam menci"takan "roses aru, Matulovic memungkinkan mana*er unit isnis untuk eker*a sama untuk memuat ke"utusan 'ang akan mem"engaru#i !e"artemen mereka menggunakan strategi "erusa#aan secara keseluru#an seagai elemen mengemu!i% 9alam melakukan ini, ia er#asil
meliatkan semua mana*er 'ang akan ter"engaru# ole# sistem "rioritas teta" men*aga tu*uan strategis ke"emim"inan eksekutif tim% +istem aru ini meru"akan "eraikan esar atas sistem seelumn'a% ;% Pa!a #alaman < kita meli#at a#wa - 1. *uta "a!a anggaran - ./ a!ala# untuk "ro'ek"ro'ek +I3, !i awa# ara#an "engeluaran Matulovic= !i #alaman 1 kita meli#at a#wa eera"a orang mengangga" ini ti!ak a!il a"aka# itu6 4ika anggaran akan 2!isisi#kan2 untuk "ro'ek TI6 Menga"a6 Anggaran 'ang !ialokasikan untuk +I3 (Tinggal !i 3isnis) "ro'ek (kelangsungan isnis !an #ukum) #arus menerima "rioritas tertinggi% +e"erti !ilamangkan !engan nama, *ika a!a "ro'ek"ro'ek ini ti!ak lengka" atau gagal, risiko untuk isnis ini cuku" esar !ian!ingkan !engan "rioritas isnis unit% &amun, *umla# 'ang !ianggarkan !a"at men*a!i titik 'ang isa !i"ertan'akan% 9ari"a!a "re!etermining *umla# 'ang !i"erlukan, ia se#arusn'a menga*ukan +I3 untuk "roses 'ang sama se"erti semua "ro'ek lain 'ang akan !ikurangi atau !i#ilangkan "erse"si unit isnis mana*er 'ang Matulovic erusa#a mengen!alikan strategi "erusa#aan% >% 3agaimana se#arusn'a Matulovic menangga"i eksekutif sesama 'ang menele"on untuk meminta "erlakuan k#usus !i luar sistem mana*emen "rioritas aru6 A"a 'ang #arus !ilakukan tentang Matulovic "ro'ek Pasokan !i!anai Arus6 Matulovic menci"takan seua# sistem terorganisir 'ang erfokus "a!a tu*uan "erusa#aan% 5ksekutif sesama terliat !alam "engamilan ke"utusan TI "rioritas !an #ara"an "erusa#aan a!ala# mana*er unit isnis 'ang *uga men!ukung tu*uan "erusa#aan% 4ika mereka er"ikir a#wa tu*uantu*uan !alam kaitann'a !engan "ermintaan mereka ti!ak masuk akal, maka mereka memiliki kesem"atan !alam "roses ini untuk men'uarakan ke"ri#atinan mereka ke"a!a sala# satu tim "roses (57T, IT+C, PMO, !an ? atau 93C), ti!ak Matulovic !irin'a sen!iri% arena "ro'ek Arus +u""l' terikat ke !alam strategi gloal, Matulovic #arus mengusulkan a#wa "en!anaan untuk "ro'ek ini erasal !ari VWA% @% +ecara umum, a"a karakteristik #arus "roses untuk memutuskan tentang "en!anaan "ro'ek TI miliki6 arakteristik umum a#wa "roses "en!anaan TI #arus memiliki: 7iatkan semua orang 'ang akan ter"engaru# ole# ke"utusan "en!anaan !alam "roses% ata TI "en!anaan "rioritas !engan strategi "erusa#aan% Aktifkan komunikasi antara unit usa#a tergantung "a!a "en!anaan !an antara unitunit !an mana*emen eksekutif%
1% What is "our assessment of the new !rocess for managing IT !riorities at Volkswagen of America@ Are the criticisms 2ustifie#@ Is it an im!rovement over the ol# !rocess@ & comments4
;isa sai#%%% The new !rocess in or#er manage# IT !riorities is ver" organi3e#% At a glance it looks all encom!assing an# it #oes select !ro2ects $ase# on the $usiness reuirements>sco!e% The !rocess allows several organi3ational entities to !la" a role in creating an# managing a new !rocess for managing !riorities at VWoA% The entire !rocess was #ivi#e# into three !hases% The first !hase calle# for !ro2ects, communication !rocess an# I#entifie# 4e!en#encies% In the secon# !hase 7ormal Pro2ect =euest from 8usiness nits% 4uring this state three #ifferent investment t"!es were recogni3e#: *ta" in $usiness' =eturn on investment (=I) an# !tion?creating investment (CI)% Three #ifferent technological a!!lication t"!es were recogni3e#: 8ase enter!rise IT !latform, 9nter!rise a!!lications, an# customer !oint solutions% nce all !ro!osals were !re!are# the" were ranke# the $" lea#ershi!% *tage three transforme# the $usiness unit reuests into enter!rise +oal !ortfolios% VWoAs !rocess is carefull" thought out an# eecute#, $ut still encountere# #ifficulties% The case #eals with 9nter!rise Architecture an# issues of innovation, #emonstrating the #etails an# #ifficulties of setting !riorities for use of a scarce organi3ational resource% &owever some #isa#vantages to the wa" the !ro2ects are !riorities is to #o to the facts that unfinishe# !ro2ects are left unfinishe#% ;ocali3ations is not looke# at for the !ro2ects% Manager accounta$ilit" is not a##resse#%
This is a an im!rovement over the ol# !rocess as it takes man" more factors into consi#eration $efore allocating fun#s to the !ro2ects% cto$er 0, 0//B .:D PM *haron sai#%%% The new !rocess for managing IT !riorities im!lemente# $" the VWoA faile#% This is a!!arent for man" reasons% 7irst of all, the !rocess left a !ro2ect that was critical to the glo$al su!!l" management o$2ective, *u!!l" 7low, !artiall" fun#e#% &owever, the !ro2ect reuire# full fun#ing to sta" on track% This !ro2ect was im!ortant on a glo$al level% *econ#l", there was not enough in the $u#get to accom!lish the to! three $usiness unit !ro2ects% In a##ition, at the en# of the !rocess, the 48C team reali3e# that the wa" the" !rioriti3e# !ro2ects was not as sim!le a !rocess as the" $elieve#% This left man" of the $usiness unit managers ver" unha!!" with the !rioriti3ation !rocess% As a result, the" challenge# the !rocess% 7inall", the $u#get was not sufficient to fun# all of the !ro2ects% In the en#, the to!?rank !ro2ects were fun#e# $ut not without controvers"%
The criticisms of the new !rocess were 2ustifie#% The !rocess was flawe# in man" wa"s% ne source of the !ro$lem ma" $e from the hea# of 8PT #e!artment, Matulovic% &e #i# not have an information technologist $ackgroun#% &is $ackgroun# was in !rocess #evelo!ment% Matulovic im!lemente# ver" im!ortant changes to im!rove !ro2ect management% &e im!lemente# the Program Management ffice (PM) to take over the management of IT !ro2ects an# intro#uce# !ro2ect management stan#ar#s% The results were great an# !ro2ects were $eing im!lemente# on time an# on $u#get% This was necessar" since the IT #e!artment ha# some organi3ational !ro$lems% The IT #e!artment was isolate# from other $usiness units an# was not in tune with the o$2ectives of VWoA% There was no in#ication that the ol# !rocess of !rioriti3ing an# a!!roving !ro2ects was flawe#% Matulovics e!ertise in !rocess #evelo!ment ma" have influence his #ecision to tackle the !ro2ect a!!roval !rocess even though the !rocess was not $roken% The focus shoul# have $een on aligning $usiness an# IT goals%
Another !ro$lem with the new IT !rioriti3ation !ro2ect was the !rocess itself% The !rocess involve# three !hases which at times seeme# ver" unclear% The first !hase involve# sharing com!an" initiatives with the 48C an# having $usiness units !resent their initiatives% It was goo# that the com!an" initiatives were share# with mem$ers of the 48C% Man" !ro2ects were remove# $ase# on the fact that the" coul# not $e #one in the net !lan "ear% &owever, it is not a!!arent that the glo$al initiatives were not ma#e clear to 48C% This woul# have $een im!ortant to un#erstan#ing the im!ortance of the *u!!l" 7low !ro2ect%
The secon# !hase involve# $usiness units create# their formal !ro2ect !ro!osal% The !ro2ect !ro!osal #i# not inclu#e an" real $usiness case for wh" the !ro2ect shoul# $e #one% These !ro!osals were categori3e# an# ranke#% The !ro!osals were categori3e# $" the investment t"!e an# technological a!!lication t"!e% There was no control on how the reuests were categori3e#% The $usiness unit lea#ers were also 9;T mem$ers who knew the !rocess% *o, the" coul# assign !ro2ects in a wa" that woul# give their !ro2ects a higher !riorit"% The last !hase seeme# to fall a!art at the en# when the cor!orate strateg" an# PM regrou!e# the to! !icks% The accurac" of the !ro2ect?to?goal associations was uestione#% In the en#, a #ecision was ma#e $ut not without controvers"% In the en#, there was not enough in the $u#get to fun# even the high !riorit" !ro2ects% cto$er 0, 0//B 1/:ED PM 8rian sai#%%% I am in favor of the new !rocess Volkswagen im!lemente# for managing IT !riorities% I $elieve that !rior to this new !rocess Volkswagen was o!erating as in#ivi#ual in#e!en#ent $usiness units instea# of with an enter!rise wi#e ! ers!ective in regar#s to IT initiatives% The $usiness units were more concerne# to what was goo# for them as o!!ose# to what was goo# for the com!an" as a whole% ;ikewise, the $usiness units lea#ers ma" not have ha# the insight to #etermine what IT !ro2ects were $est im!lemente# for the goo# of the com!an" as a whole even though there woul# $e no $enefit for their own !articular $usiness unit% 8" esta$lishing the 9ecutive ;ea#ershi! Team, whose high ranking mem$ers gave a hori3ontal view of the com!an" as o!!ose# to a vertical !ers!ective, the 9;T was a$le to !rioriti3e those !ro2ects that su!!orte# the enter!rise wi#e strateg"% The esta$lishment of the !rocess to su$mit !ro2ects for a!!roval an# fun#ing through a formali3e#, stan#ar# metho#olog" was a significant im!rovement% 7un#ing woul# $e !rioriti3e# on the $usiness o$2ective of the IT initiative an# how that goal aligne# with the three esta$lishe# goals set $" the com!an": *ta" in $usiness, =eturn on Investment, an# !tion?creating investment% This new !rocess force# the com!an" to o!erate as an enter!rise wi#e !hiloso!h"% It i#entifie# IT initiatives that #i# not !rovi#e results to the com!an" wi#e level an# also i#entifie# #u!lication of IT !ro2ects $etween $usiness units% The esta$lishment of the governance team ensure# that all $usiness units woul# follow the same !roce#ures when su$mitting !ro2ects% It also force# the $usiness units to !erform a more in #e!th anal"sis when su$mitting for !ro2ects as each $usiness unit woul# in essence $e com!eting for $u#get #ollars% The unit whose !ro2ect woul# have the greater return for the com!an" an# was more in alignment with the com!an"s goals woul# receive fun#ing% This allowe# the governance team to $etter utili3e the fun#ing for IT !ro2ects% I think that the criticisms of the new !rocess are not 2ustifie#% 7irst of all, the com!an" c"nicism to IT as $eing a necessar" evil or cost is not correct% The cost for IT !ro2ects shoul# $e view as an investment that will return a !rofit% Fust like an" other investment, much care shoul# $e given to what !ro2ects shoul# $e investe# into an# shoul# a#here to matries that evaluate such financial #ecisions% ;ikewise, the IT area shoul# con#uct
their eistence as if the $usiness units were going to an outsi#e firm for IT su!!ort% When using an outsi#e !art", much more scrutin" an# anal"sis is involve# to make sure that the $est return on their investment is guarantee# an# it also makes sure that frivolous cost or unnecessar" reuest are remove# from the $usiness reuirements so that costs are ke!t #own as much as !ossi$le% 8" a#a!ting to this !hiloso!h" the IT #oes not 2ust re!resent a cost center $ut a !rofit center in that it will return a !rofit on the investment of the $usiness units% cto$er E, 0//B 1/:EG AM
Carrie sai#%%% ne of the failing !oints of the current !rocess is the com!an" an# 9;T $oar# has a ver" narrow view ? HWhich !ro2ects can $e im!lement this "ear with #ollarsH% The correct view shoul# $e a more roa#ma! a!!roach, which takes into consi#eration the com!an"s overall goals an# $usiness o$2ectives% Costs an# returns on investments t"!icall" are not seen within the same "ear an# this nee#s to $e consi#ere# when reviewing !ro2ects% The 9;T has the res!onsi$ilit" to <49=*TA<4 the o$2ectives an# strateg" of the organi3ation an# im!lement !ro2ects that su!!ort these overall com!an" goals% verall, I think moving to a more structure#, enter!rise fun#ing view is a goo# move for VW% Prior to this !rocess change, it woul# $e ver" #ifficult to un#erstan# what !or2ects were in !rocess, where mone" was $eing s!ent an# what the com!an" ha# !lanne# over the net few "ears% As I sai# in another !ost, the !rocess still nee#s mo#ifie# to inclu#e an a!!eals !rocess an# escalation !oint% ne criticism: 9isting !ro2ects shoul# have $een consi#ere# $ase# on criticalit" to the organi3ation% If the com!an" has alrea#" investe# a significant chunk of mone" into a !ro2ect an# !ro2ect is #eeme# critical > high !riorit", fun#s shoul# $e ma#e availa$le% If there is no $u #get left A7T9= critical > eisting !ro2ects have $een a##resse#, issue shoul# $e escalate# to a higher authorit" (Parent com!an")% Interesting note ? after all !ro2ects that were not feasi$le to co m!lete in 0// were remove# (#ue to !ro2ect #e!en#encies) ? what $u#get woul# $e reuire#@ What $u#get woul# $e reuire# for critical !ro2ects@ *te!!ing $ack an# kee!ing an enter!rise view will ensure the success of the overall !rogram% 8usiness case shoul# $e inclu#e# for all !ro2ect !ro!osals% It is im!erative to un#erstan# the overall $usiness case (=I, Time to im!lement, im!acts to organi3ation) when #etermining !ro2ect $u#get allocation% Prioriti3ing !ro2ects #oes not give the same view an# is su$2ective $ase# on in#ivi#ual motives%
cto$er E, 0//B G:D PM
Carrie sai#%%% 7acts: Hf the roughl" -./ million availa$le overall, -1. million ha# $een set asi#e to fun# 5sta" in $usiness6 initiatives, most of them infrastructure !ro2ects un#er the #iscretion of CI Matulovic' another -E/ million woul# fun# enter!rise !ro2ects, which left a$out -1 million for the highest !riorit" $usiness unit !ro2ects%H HMost woul# agree that strateg" shoul# #rive IT o!erations, $ut legac" IT architecture an# financial constraints im!ose# limits on what coul# $e #one to enact strateg"% 8usiness #ecisions a$out IT #e!lo"ment ma#e in the 1DD/s, when the com!an" was in survival mo#e, create# a nee# in the earl" 0///s for su$stantial IT investment%H Criticisms uotes: HThe lea#er of each $usiness unit was an 9;T mem$er an# thus reali3e# that assigning !ro2ects to <=+ goals im!licitl" ranke# them in their im!ortance to VWoA% 8" associating a !ro2ect with an enter!rise goal, the" knew the" were strengthening or weakening the enter!rise?level case for the !ro2ect% There was a tem!tation to think of wa"s to associate !ro2ects consi#ere# im!ortant with a goal im!ortant to the com!an" to im!rove chances of fun#ing%H H4iscussion a$out the accurac" of the !ro2ect?togoal associations !ro!ose# $" in#ivi#ual $usiness units in their !ro!osal #ocuments% *everal !ro2ects that ha# $een associate# with the most critical <=+ goals were reclassifie#H ? Motivations of !ro2ect managers to get fun#ing on !ro2ect that ma" not have $een in line with overall strateg" HThe" coul# acknowle#ge that !ro2ects from other areas might $e more im!ortant to achieving enter!rise goals, that the !ro2ects the" ha# a#vocate# were not, u!on further eamination, as im!ortantH ? This I* T&9 +A; of the 9;T% *ome !ro2ects are <T as im!ortant an# $u#get shoul#
not $e #ivi#e# $" $usiness unit%
*trength uotes: HInitiatives that ha# $een grou!e# in Phase I as having significant s"nergies were again calle# out as !otential enter!rise !ro2ects%H ? *imilar !ro2ects were +=P94 together an# a##resse# at a higher level HPrior to the meeting, the cor!orate strateg" an# PM teams use# the #e!en#encies an# enter!rise !ro2ect grou!ings from Phase I to create a high?level sche#ule of all !ro2ects% 8ecause man" !ro2ects #e!en#e# u!on others com!leting (or starting), man" of the 0// !ro!ose# !ro2ects clearl" coul# not $e starte# until 0//J or later% Also, some $usiness unit !ro2ect !ro!osals were officiall" com$ine# to form enter!rise !ro2ect !ro!osals%H ? Timeline of !ro2ects, inclu#ing un#erstan#ing !ro2ect #e!en#encies% HThe grou! agree# that each $usiness unit woul# i#entif" the three most im!ortant !ro2ects still on the 0// listH ? I#entif" an# !rioriti3e critical !ro2ects
Potential #ecision !oints: *houl# the" #ro! the lowest?ranke# goal !ortfolio in its entiret"@ (If the" #i# this, several $usiness units woul# gain a!!roval for no IT !ro2ects for 0//%) K *houl# the" a!!l" an eual !ercentage of fun#s to each goal !ortfolio@ K *houl# the" cut a!art each !ortfolio an# fun# more !ro2ects associate# with the most critical goals an# fewer !ro2ects associate# with the less im!ortant goals@ K *houl# the" recommen# that the im!ortance of $usiness unit !riorities $e revisite# relative to the enter!rise !riorities from the <=+ (!erha!s reallocating some enter!rise fun#s to $usiness unit !ro2ects)@ ? 4o not think an eual !ercentage a!!roach is feasi$le% Think reallocating some enter!rise fun#s is a !ossi$ilit"% Also agree with fun#ing most critical !ro2ects $ase# on $usiness case% cto$er E, 0//B B:1E PM ral!h sai#%%%
The !rocess the" im!lemente# was a goo# one from a glo$al !ers!ective% It allowe# the com!an" to see which !ro2ects were similar an# which the" coul# fun# glo$all" which in turn shoul# save mone" on resources an# time, also allowing them to $ecome more stan#ar#i3e# as a result of a#o!ting the same a!!lication or s"stem% The !rocess faile# in res!ects to actuall" making the $est !ro2ects with highest merit getting a!!rove# $ecause most of the !eo!le involve# were tr"ing to get their own !ro2ects !asse# so the" woul# not with#rawal their !ro2ects for the sake of a more im!ortant one% The teams coul# not agree on the !ro2ects that shoul# $e fun#e# or the fun#ing itself% An# with one of the most im!ortant !ro2ects not getting enough fun#ing this !rocess nee#e# to $e revam!e#%
Terjemahan 1% A"a "enilaian An!a ter#a!a" "roses aru untuk mengelola TI "rioritas !i Volkswagen of America6 A"aka# kritik 'ang !ienarkan6 A"aka# "eraikan atas "roses 'ang lama6 . komentar: 7isa mengatakan %%% Proses aru untuk !ikelola TI "rioritas sangat terorganisir% +e"intas terli#at mencaku" semua !an ti!ak memili# "ro'ek er!asarkan "ers'aratan isnis ? ruang lingku"% Proses ini memungkinkan eera"a entitas organisasi er"eran !alam menci"takan !an mengelola "roses aru untuk mengelola "rioritas !i VWoA% +eluru# "roses ini !iagi men*a!i tiga ta#a"% ase "ertama !iseut untuk "ro'ek"ro'ek, "roses komunikasi !an 9e"en!ensi teri!enti$kasi% 9alam Permintaan ta#a" ke!ua Pro'ek ormal !ari 3usiness Bnit% +elama kea!aan ini tiga *enis investasi 'ang ere!a !iakui: Teta" !alam isnis, eturn on investment (OI) !an O"simenci"takan investasi (OCI)% Tiga *enis a"likasi teknologi 'ang !iakui: "erusa#aan 3asis "latform TI, a"likasi 5nter"rise, titik "elanggan solusi !an% +etela# semua "ro"osal 'ang sia" mereka men!u!uki "eringkat ke"emim"inan !engan% Ta#a" tiga mengua# "ermintaan isnis unit ke "ortofolio Tu*uan "erusa#aan% Proses VWoA itu a!ala# #ati#ati !i"ikirkan !an !i*alankan, teta"i masi# menemui kesulitankesulitan% asus ini er#uungan !engan 5nter"rise Arc#itecture !an masala# inovasi, menun*ukkan rincian !an kesulitan meneta"kan "rioritas "enggunaan sumer !a'a organisasi 'ang langka%
&amun eera"a kelema#an !engan cara "ro'ek 'ang men*a!i "rioritas a!ala# melakukan !engan faktafakta 'ang elum selesai "ro'ek 'ang tersisa elum selesai% 7okalisasi ti!ak meli#at untuk "ro'ek"ro'ek% Akuntailitas mana*er ti!ak !itangani% Ini a!ala# "eraikan atas "roses 'ang lama 'ang !iutu#kan an'ak faktor men*a!i "ertimangan seelum mengalokasikan !ana untuk "ro'ek% 0 Oktoer 0//< 1<:> +#aron sai! %%% Proses aru untuk mengelola TI "rioritas !ilaksanakan ole# VWoA gagal% Dal ini terli#at karena eragai alasan% Pertamatama, "roses meninggalkan seua# "ro'ek 'ang sangat "enting untuk tu*uan mana*emen "asokan gloal, Arus +u""l', seagian !i!anai% &amun, "ro'ek ini !iutu#kan !ana "enu# untuk teta" !i *alur% Pro'ek ini a!ala# "enting "a!a tingkat gloal% e!ua, ti!ak cuku" !alam anggaran untuk men'elesaikan "ro'ek isnis atas tiga unit% +elain itu, "a!a ak#ir "roses, tim 93C men'a!ari a#wa cara mereka "ro'ek"ro'ek 'ang !i"rioritaskan a!ala# ti!ak sese!er#ana "roses karena mereka "erca'a% Dal ini men'eakan an'ak mana*er unit isnis sangat ti!ak senang !engan "roses "rioritas% Akiatn'a, mereka menantang "roses% Ak#irn'a, anggaran itu ti!ak cuku" untuk men!anai semua "ro'ek% Pa!a ak#irn'a, agian atas"eringkat "ro'ek 'ang !i!anai teta"i ukan tan"a kontroversi%
ritik ter#a!a" "roses aru !ienarkan% Proses ini ce!era !alam an'ak cara% +ala# satu sumer masala#n'a mungkin !ari ke"ala 3PTO !e"artemen, Matulovic% 9ia ti!ak memiliki latar elakang teknolog informasi% 7atar elakangn'a a!ala# !alam "roses "emangunan% Matulovic menera"kan "erua#an 'ang sangat "enting untuk meningkatkan mana*emen "ro'ek% Ia menera"kan antor Program Mana*emen (PMO) untuk mengamil ali# mana*emen "ro'ek TI !an mem"erkenalkan stan!ar mana*emen "ro'ek% Dasil 'ang esar !an "ro'ek 'ang se!ang !ilaksanakan te"at waktu !an sesuai anggaran% Ini "enting karena !e"artemen IT memiliki eera"a masala# organisasi% 9e"artemen TI !iisolasi !ari unit isnis lain !an ti!ak selaras !engan tu*uan VWoA% Ti!ak a!a in!ikasi a#wa "roses lama mem"rioritaskan !an men'etu*ui "ro'ek itu cacat% ea#lian Matulovic !alam "roses "emangunan mungkin mem"engaru#i ke"utusann'a untuk mengatasi "roses "ersetu*uan "ro'ek meski"un "roses itu ti!ak "eca#% okusn'a se#arusn'a "a!a men'elaraskan isnis !an TI gol%
Masala# lain !engan "ro'ek "rioritas TI aru a!ala# "roses itu sen!iri% Proses ini meliatkan tiga fase 'ang ka!angka!ang tam"ak sangat *elas% Ta#a" "ertama
meliatkan eragi inisiatif "erusa#aan !engan 93C !an memiliki unit isnis men'a*ikan inisiatif mereka% Itu aik a#wa inisiatif "erusa#aan !iagikan !engan anggota 93C terseut% 3an'ak "ro'ek tela# !i#a"us !i!asarkan "a!a ken'ataan a#wa mereka ti!ak isa !ilakukan "a!a ta#un rencana erikutn'a% &amun, ti!ak *elas a#wa inisiatif gloal ti!ak !iuat *elas untuk 93C% Ini akan men*a!i "enting untuk mema#ami "entingn'a "ro'ek Arus +u""l'%
Ta#a" ke!ua unit isnis 'ang terliat !ici"takan "ro"osal "ro'ek formal mereka% Pro"osal "ro'ek ti!ak mencaku" kasus isnis n'ata menga"a "ro'ek ini #arus !ilakukan% Pro"osal ini !ikategorikan !an "eringkat% Bsulan !ikategorikan ole# *enis investasi !an *enis a"likasi teknologi% Ti!ak a!a kontrol tentang agaimana "ermintaan !ikategorikan% Pemim"in isnis unit *uga meru"akan anggota 57T 'ang ta#u "roses% 4a!i, mereka isa meneta"kan "ro'ek !engan cara 'ang akan memerikan "ro'ek"ro'ek mereka "rioritas 'ang lei# tinggi% Ta#a" terak#ir tam"ak erantakan !i ak#ir ketika strategi "erusa#aan !an PMO ergaung kemali to" "icks% eakuratan !ari "ro'ekketu*uan asosiasi !i"ertan'akan% Pa!a ak#irn'a, ke"utusan !iuat teta"i ukan tan"a kontroversi% Pa!a ak#irn'a, ti!ak cuku" !alam anggaran untuk men!anai a#kan "ro'ek "rioritas tinggi% 0 Oktoer 0//< 1/:; 3rian mengatakan %%% +a'a men!ukung Volkswagen "roses aru 'ang !itera"kan untuk mengelola TI "rioritas% +a'a "erca'a a#wa seelum "roses aru Volkswagen itu ero"erasi seagai in!ivi!u unit usa#a man!iri, ukan !engan "ers"ektif 'ang luas "erusa#aan !alam #al inisiatif TI% Bnitunit isnis 'ang lei# "e!uli untuk a"a 'ang aik agi mereka 'ang ertentangan !engan a"a 'ang aik agi "erusa#aan secara keseluru#an% 9emikian *uga, unit usa#a "ara "emim"in mungkin ti!ak memiliki wawasan untuk menentukan a"a "ro'ek TI 'ang teraik !itera"kan untuk keaikan "erusa#aan secara keseluru#an meski"un ti!ak akan a!a manfaat untuk unit isnis k#usus mereka sen!iri% 9engan mementuk Tim e"emim"inan 5ksekutif, 'ang tinggi "eringkat anggota memerikan "an!angan #oriEontal !ari "erusa#aan seagai lawan "ers"ektif vertikal, 57T mam"u mem"rioritaskan "ro'ek"ro'ek 'ang men!ukung strategi "erusa#aan luas% Pementukan "roses untuk !aftarkan "ro'ek untuk men!a"atkan "ersetu*uan !an "en!anaan melalui meto!ologi, stan!ar formal meru"akan kema*uan 'ang erarti% Pen!anaan akan !i"rioritaskan "a!a tu*uan isnis !ari inisiatif TI !an agaimana tu*uan itu selaras !engan tiga tu*uan 'ang tela# !iteta"kan 'ang !iteta"kan ole# "erusa#aan: Teta" !alam isnis, eturn on Investment, !an O"tion menci"takan investasi% Proses aru memaksa "erusa#aan untuk ero"erasi seagai $lsafat luas "erusa#aan% Ini mengi!enti$kasi inisiatif TI 'ang ti!ak memerikan #asiln'a ke tingkat "erusa#aan 'ang luas !an *uga mengi!enti$kasi !u"likasi
"ro'ek TI antara unit isnis% Pementukan tim "emerinta#an memastikan a#wa semua unit isnis akan mengikuti "rose!ur 'ang sama saat menga*ukan "ro'ek% Dal ini *uga memaksa unit isnis untuk melakukan lei# !alam analisis men!alam ketika mengirimkan untuk "ro'ek"ro'ek tia" satuan isnis akan "a!a intin'a akan ersaing untuk !olar anggaran% Bnit 'ang "ro'ek akan memiliki laa 'ang lei# esar agi "erusa#aan !an lei# se*alan !engan tu*uan "erusa#aan akan menerima !ana% Dal ini memungkinkan tim "emerinta#an untuk lei# memanfaatkan !ana untuk "ro'ek TI% +a'a er"ikir a#wa kritik !ari "roses aru ti!ak !ienarkan% Pertamatama, sinisme "erusa#aan untuk TI seagai ke*a#atan 'ang !i"erlukan atau ia'a ti!ak enar% 3ia'a untuk "ro'ek TI #arus "an!ang seagai investasi 'ang akan mengemalikan keuntungan% +ama se"erti investasi lain, an'ak "erawatan #arus !ierikan untuk "ro'ek a"a #arus !iinvestasikan ke !alam !an #arus mematu#i matriks F'ang mengevaluasi ke"utusan keuangan terseut% 9emikian "ula, !aera# TI #arus melakukan keera!aan mereka seola#ola# unit usa#a 'ang akan "erusa#aan luar untuk !ukungan TI% 3ila menggunakan "i#ak luar, "engawasan lei# an'ak !an analisis 'ang terliat memastikan a#wa keuntungan teraik atas investasi mereka !i*amin !an *uga memastikan a#wa ia'a semrono atau "ermintaan 'ang ti!ak "erlu !ikeluarkan !ari keutu#an isnis se#ingga ia'a !isim"an turun sean'ak mungkin% 9engan era!a"tasi !engan $loso$ ini TI ti!ak #an'a mewakili "usat ia'a ta"i "ro$t center !alam #al itu akan kemali keuntungan "a!a investasi unit isnis% ; Oktoer 0//< 1/:;G Carrie mengatakan %%% +ala# satu "oin gagal !ari "roses saat ini a!ala# "erusa#aan !an 57T !ewan memiliki "an!angan 'ang sangat sem"it 2Hang !a"at melaksanakan "ro'ek ta#un ini !engan !olar 2% Pa!a#al 'ang enar #arus men*a!i "en!ekatan "eta *alan lagi, 'ang mem"er#itungkan "ertimangan tu*uan "erusa#aan secara keseluru#an !an tu*uan isnis% 3ia'a !an "engemalian investasi iasan'a ti!ak terli#at !alam ta#un 'ang sama !an ini "erlu !i"ertimangkan ketika menin*au "ro'ek% 57T memiliki tanggung *awa untuk M5MADAMI tu*uan !an strategi organisasi !an melaksanakan "ro'ek"ro'ek 'ang men!ukung tu*uan "erusa#aan secara keseluru#an% +ecara keseluru#an, sa'a "ikir "in!a# ke "an!angan, "en!anaan 'ang lei# terstruktur "erusa#aan a!ala# langka# 'ang aik untuk VW% +eelum ini "roses "erua#an, akan sangat sulit untuk mema#ami a"a "or*ects era!a !alam "roses, !i mana uang itu !ielan*akan !an a"a "erusa#aan itu tela# !irencanakan selama eera"a ta#un men!atang% +e"erti 'ang sa'a katakan !i "osting lain, "roses terseut masi# "erlu !imo!i$kasi untuk men'ertakan "roses an!ing !an titik eskalasi%
+atu kritik: Pro'ek 'ang a!a se#arusn'a !i"ertimangkan er!asarkan kekritisan ter#a!a" organisasi% 4ika "erusa#aan tela# menginvestasikan seagian esar uang ke "ro'ek !an "ro'ek !iangga" "enting ? "rioritas tinggi, !ana #arus terse!ia% 4ika ti!ak a!a anggaran tersisa +5T57AD kritis ? a!a "ro'ek tela# !itangani, masala# #arus meningkat ke otoritas 'ang lei# tinggi ("erusa#aan in!uk)% Catatan menarik setela# semua "ro'ek 'ang ti!ak la'ak untuk men'elesaikan "a!a ta#un 0//> tela# !i#a"us (karena "ro'ek !e"en!ensi) a"a anggaran akan !i"erlukan6 A"a anggaran akan !i"erlukan untuk "ro'ek"ro'ek kritis6 Melangka# mun!ur !an men*aga "an!angan "erusa#aan akan men*amin keer#asilan "rogram secara keseluru#an% asus isnis #arus !imasukkan untuk semua "ro"osal "ro'ek% +angat "enting untuk mema#ami kasus isnis secara keseluru#an (OI, Waktu untuk melaksanakan, !am"ak agi organisasi) ketika menentukan alokasi anggaran "ro'ek% Mem"rioritaskan "ro'ek ti!ak memerikan "an!angan 'ang sama !an su*ektif er!asarkan motif in!ivi!u% ; Oktoer 0//< 1:> Carrie mengatakan %%% akta: 29ari sekitar - ./%///%/// terse!ia secara keseluru#an, - 1.%///%/// tela# !isisi#kan untuk men!anai2 tinggal !i isnis 2inisiatif, "ro'ek infrastruktur kean'akan !ari mereka !i awa# kei*aksanaan CIO Matulovic= lain - ;/%///%/// akan men!anai "ro'ek"ro'ek "erusa#aan, 'ang men'eakan sekitar - 1> *uta untuk "ro'ek Bnit "rioritas isnis tertinggi% 2 2+eagian akan setu*u strategi 'ang #arus men!orong o"erasional TI, teta"i warisan arsitektur TI !an ken!ala keuangan !ikenakan atas "a!a a"a 'ang isa !ilakukan untuk memuat strategi% 3isnis ke"utusan tentang TI "en'earan !iuat "a!a 1/an, ketika "erusa#aan era!a !alam mo!e erta#an #i!u", menci"takan keutu#an !i awal 0///an untuk TI cuku" esar investasi% 2 ritik tan!a kuti": 2Para "emim"in !ari setia" unit isnis a!ala# anggota 57T !an !engan !emikian men'a!ari a#wa menugaskan "ro'ek untuk & tu*uan im"lisit "eringkat mereka !alam ke"entingan mereka untuk VWoA%
9engan ergaul "ro'ek !engan tu*uan "erusa#aan, mereka ta#u mereka mem"erkuat atau melema#kan kasus tingkat "erusa#aan untuk "ro'ek% A!a go!aan untuk memikirkan cara untuk "ro'ek asosiasi !iangga" "enting !engan "enting agi "erusa#aan untuk meningkatkan kesem"atan "en!anaan gol% 2 29iskusi tentang keakuratan togoal "ro'ek asosiasi 'ang !iusulkan ole# unit isnis in!ivi!u !alam !okumen "ro"osal mereka% 3eera"a "ro'ek 'ang tela# !i#uungkan !engan tu*uan & "aling kritis tela# !ireklasi$kasi 2 Motivasi mana*er "ro'ek untuk men!a"atkan !ana "a!a "ro'ek 'ang mungkin ti!ak se*alan !engan strategi keseluru#an 2Mereka isa mengakui a#wa "ro'ek"ro'ek !ari !aera# lain mungkin lei# "enting untuk menca"ai tu*uan "erusa#aan, a#wa "ro'ek"ro'ek mereka mengan*urkan ti!ak, setela# "emeriksaan lei# lan*ut, sama "entingn'a 2 ini A9A7AD TB4BA& !ari 57T 3eera"a "ro'ek TI9A sama "entingn'a !an anggaran ti!ak #arus !iagi !engan unit usa#a%%
ekuatan tan!a kuti": 2Inisiatif 'ang tela# !ikelom"okkan !alam Ta#a" I seagai memiliki sinergi 'ang signi$kan lagilagi erteriak seagai "ro'ek "erusa#aan "otensial 2% "ro'ek seru"a 9I57OMPOA& ersamasama !an !itu*ukan "a!a tingkat 'ang lei# tinggi 2+eelum "ertemuan, strategi !an PMO "erusa#aan tim menggunakan !e"en!ensi !an "erusa#aan "ro'ek "engelom"okan !ari Ta#a" I untuk memuat *a!wal tingkat tinggi !ari semua "ro'ek% arena an'ak "ro'ek tergantung "a!a orang lain men'elesaikan (atau mulai), an'ak !ari ta#un 0//> "ro'ek 'ang !iusulkan *elas ti!ak isa !imulai sam"ai ta#un 0//@ atau nanti% 4uga, eera"a unit isnis "ro"osal "ro'ek secara resmi !ikominasikan untuk mementuk "ro"osal "ro'ek "erusa#aan 2 Timeline "ro'ek, termasuk "ro'ek !e"en!ensi "ema#aman%% 2elom"ok itu se"akat a#wa setia" unit isnis akan mengi!enti$kasi tiga "ro'ek 'ang "aling "enting masi# !i !aftar 0//>2 Mengi!enti$kasi !an mem"rioritaskan "ro'ek"ro'ek kritis
Potensi ke"utusan "oin: Daruska# mereka men*atu#kan "ortofolio tu*uan teren!a# "eringkat secara keseluru#an6 (4ika mereka melakukan ini, eera"a unit usa#a akan men!a"atkan "ersetu*uan tan"a "ro'ek TI untuk ta#un 0//>%) J Daruska# mereka menera"kan "ersentase 'ang sama !ana untuk setia" "ortofolio tu*uan6 J Daruska# mereka !i"otong selain "ortofolio masingmasing !an men!anai "ro'ek lei# terkait !engan 'ang "aling kritis tu*uan !an "ro'ek"ro'ek 'ang lei# se!ikit terkait !engan tu*uan 'ang kurang "enting6 J Daruska# mereka merekomen!asikan a#wa "entingn'a "rioritas unit isnis !itin*au kemali relatif ter#a!a" "rioritas "erusa#aan !ari & (mungkin eera"a realokasi !ana "erusa#aan untuk "ro'ek"ro'ek unit usa#a)6 4angan er"ikir "en!ekatan "ersentase 'ang sama la'ak% Pikirkan eera"a realokasi !ana "erusa#aan a!ala# suatu kemungkinan% 4uga setu*u !engan "en!anaan "ro'ek 'ang "aling "enting er!asarkan kasus isnis% ; Oktoer 0//< /<:1; al"# mengatakan %%% Proses mereka menera"kan itu agus !ari "ers"ektif gloal% Ini memungkinkan "erusa#aan untuk meli#at "ro'ek"ro'ek seru"a !an 'ang mereka !a"at men!anai gloal 'ang "a!a gilirann'a #arus men'im"an uang "a!a sumer !a'a !an waktu, *uga memungkinkan mereka untuk men*a!i lei# stan!ar seagai akiat !ari menga!o"si a"likasi 'ang sama atau sistem% Proses gagal !alam #al#al untuk enarenar memuat "ro'ek teraik !engan "restasi tertinggi men!a"atkan !isetu*ui karena seagian esar orang 'ang terliat erusa#a untuk men!a"atkan "ro'ek mereka sen!iri erlalu egitu mereka ti!ak akan "enarikan "ro'ek mereka !emi 'ang lei# "enting% Tim ti!ak !a"at men'etu*ui "ro'ek 'ang #arus !iia'ai atau !ana itu sen!iri% 9an !engan sala# satu "ro'ek 'ang "aling "enting ti!ak men!a"atkan cuku" !ana "roses ini "erlu !irua#%
% What shoul# Matulovic #o a$out the unfun#e# *u!!l" 7low !ro2ect@ / comments4
;isa sai#%%% Matulovic shoul# consi#er what he nee#s to #o in or#er to get fun#ing for the *u!!l" 7low Pro2ect% &e might nee# to talk to the hea# of the IT #e!artment in the !arent com!an" or talk with someone higher in management (ie% C9)% &e nee#s to get them on $oar# in or#er to to hel! get the fun#ing necessar"% &e might also $e a$le to negotiate a higher $u#get with the IT #e!artment% cto$er 0, 0//B .:J PM
Carrie sai#%%% As this is a C=ITICA; +;8A; !ro2ect, H!ro2ect critical to the com!an"s glo$al su!!l" chain management o$2ectives was left onl" !artiall" fun#e#H escalate fun#ing nee#s to entire 9;T% 8uil# a strong $usiness case for the *u!!l" 7low Pro2ect% Present case an# garner su!!ort within VWo*A% 9amine o!tions with eisting $u#get (if an") Present to !arent com!an" (VWA+) with reuest for a##itional $u#get to su!!ort an# successfull" com!lete !ro2ect% This is a glo$al initiative an# shoul# not $e $oun# to the same $u#getar" constraints as smaller, local !ro2ects% At this !oint, Mautulovic shoul# focus on the reasons this !ro2ect M*T $e im!lemente# in the eisting time frame > $u#get an# the risks if it is not% It is reall" feasi$le to eten# a !ro2ect for an entire "ear to meet a $ottom line $u#get@ 4etermine risks of #ela"s an# true cost if !ro2ect is eten#e# an entire "ear (!coming software u!gra#es that ma" $e reuire#, Ven#or *u!!ort an# contracts, =esource Availa$ilit" an# staffing, ;icensing fees, o!erational costs)% Assess current !ro2ect costs an# $u#get to #etermine if an" costs can $e eliminate# or re#uce#% 4etermine overall reuirements to com!lete !ro2ect ? $o ttom line cost, resources an# time line% 4etermine if !ro2ect can $e successful over a longer timeline or if !ro2ect shoul# $e cancele#% The nee#s of this !ro2ect an# su!!orting $usiness case nee# greater visi$ilit" within the glo$al organi3ation% It is u! to Muatulovic to escalate situations like this to those higher u! in the organi3ation%
cto$er E, 0//B G:0B PM
Carrie sai#%%% LT9*: Process !ro$lem ? HA cursor" com!arison of the !ro2ect with the !rioriti3ation !rocess reveale# imme#iatel" wh" the !ro2ect #i# not get fun#ing% Much of its value woul# $e recogni3e# at the glo$al level of the organi3ation, not at the VWoA im!orter level% ;ocall" in the %*%, the !ro2ects value focuse# on warehouse !erformance $enefits that #i# not relate #irectl" to the to!most?ranke# <=+ goals in an" o$vious wa"% Although it !romise# savings, the $ig im!act was glo$al integration, which was sometimes a tough sell locall"% An# "et without sufficient fun#s for this !ro2ect, the im!lementation woul# stretch another "ear%H Pro$lem ? HVWoA ha# to take the strategicall" im!ortant net ste!, $ut there was insufficient mone" at VWoA to #o it%H !tions ? H&e coul# tr" to take fun#ing from other fun#e# !ro2ects' with a lot of work, he might fin# enough to #o a little more work on the su!!l" flow !ro2ect% &e coul# leave it to the su!!l" flow area to work out what to #o a$out this !ro2ect% &e coul# hel! them make an argument for fun#ing the !ro2ect from alternative sources% &e coul# even use this !ro2ect as a we#ge to #rive into the new !rioriti3ation !rocess an# reo!en it% H 8usiness Case ? Matulovic knew the loss of fun#ing woul# constitute a ma2or set$ack for glo$ali3ation initiatives $ase# in +erman"%H cto$er E, 0//B B:1. PM 8rian sai#%%% I $elieve that Matulovic shoul# continue his !lans to esta$lish the su!!l" chain management% This com!an" s!en#s an enormous amount of time on marketing $ut I $elieve es!eciall" $eing a glo$al com!an" that the su!!l" chain management nee#s to $e in !lace $efore the" make an" attem!t to meet the cor!orate goals esta$lishe#% When the can im!rove on their efficiencies internall" then the" can consternate on the marketing si#e o their goals% &owever, I think the" have s!ent too much time an# effort on the marketing si#e without making sure the" can meet the e!ecte# goals internall"% I $elieve
as the" e!an# to a multi?national organi3ation the a$ilit" to res!on# to customer #eman#s through an efficient su!!l" chain management is going to $e !roven as essential
Terjemahan % A!a "ang harus #ilakukan tentang Matulovic !ro"ek Pasokan #i#anai Arus@ komentar: ;isa mengatakan %%% Matulovic harus mem!ertim$angkan a!a "ang #ia !erlu lakukan untuk men#a!atkan !en#anaan untuk Pro"ek Arus *u!!l"% 4ia mungkin !erlu $er$icara #engan ke!ala #e!artemen IT #i !erusahaan in#uk atau $er$icara #engan seseorang "ang le$ih tinggi #alam mana2emen (C9 mis%)% 4ia !erlu untuk men#a!atkan mereka #i !a!an untuk mem$antu men#a!atkan #ana "ang #i!erlukan% 4ia 2uga mungkin $isa negosiasi anggaran "ang le$ih tinggi #engan #e!artemen TI% 0 kto$er 0//B 1B:J Carrie mengatakan %%% arena ini a#alah !ro"ek +;8A; =ITI*, Hritis untuk !erusahaan !ro"ek tu2uan mana2emen rantai !asokan glo$al han"a tersisa se$agian #i#anai H meningkat ke$utuhan #ana untuk seluruh 9;T% Mem$angun kasus $isnis "ang kuat untuk Pro"ek Arus *u!!l"% &a#ir kasus #an mengum!ulkan #ukungan #alam VWo*A% Periksa !ilihan #engan anggaran "ang a#a (2ika a#a) &a#ir untuk !erusahaan in#uk (VWA+) #engan !ermintaan anggaran tam$ahan untuk #ukungan #an !ro"ek $erhasil selesai% Ini a#alah inisiatif glo$al #an ti#ak $oleh terikat !a#a keter$atasan anggaran "ang sama se!erti le$ih kecil, !ro"ek?!ro"ek lokal% Pa#a titik ini, Mautulovic harus fokus !a#a alasan !ro"ek ini &A=* #ilaksanakan #alam waktu "ang a#a frame > anggaran #an risiko 2ika ti#ak% Ini $enar?$enar la"ak untuk mem!er!an2ang !ro"ek selama satu tahun !enuh untuk memenuhi anggaran $ottom line@ Tentukan risiko !enun#aan #an $ia"a se$enarn"a 2ika !ro"ek ini #i!er!an2ang satu tahun !enuh (u!gra#e software Men#atang "ang mungkin #i!erlukan, Ven#or 4ukungan #an kontrak, *um$er 4a"a eterse#iaan #an staf, $ia"a !eri2inan, $ia"a o!erasional)% Menilai $ia"a !ro"ek saat ini #an anggaran untuk menentukan a!akah $ia"a #a!at #ihilangkan atau #ikurangi% Menentukan !ers"aratan keseluruhan untuk men"elesaikan !ro"ek ? $awah garis $ia"a, sum$er #a"a #an garis waktu%
Penentuan a!akah !ro"ek $isa sukses selama waktu le$ih lama atau 2ika !ro"ek harus #i$atalkan% e$utuhan !ro"ek ini #an kasus $isnis !erlu men#ukung visi$ilitas "ang le$ih $esar #alam organisasi glo$al% Terserah Muatulovic untuk meningkat situasi se!erti ini #engan "ang le$ih tinggi #alam organisasi% E kto$er 0//B /G:0B Carrie mengatakan %%% &A=+A: Proses masalah ? H*e$uah !er$an#ingan se!intas #ari !ro"ek #engan !roses !rioritas mengungka!kan segera menga!a !ro"ek ti#ak men#a!atkan #ana% *e$agian $esar nilain"a akan #iakui #i tingkat glo$al organisasi, ti#ak !a#a tingkat im!ortir VWoA ;okal #i A*%, Pro"ek nilai #ifokuskan !a#a kiner2a manfaat gu#ang "ang ti#ak $erhu$ungan langsung #engan !aling atas !eringkat tu2uan <=+ #alam cara "ang 2elas% Meski!un $er2an2i ta$ungan, #am!ak $esar secara glo$al integrasi, "ang ka#ang?ka#ang men2ual tangguh secara lokal%
mereka%
E% &ow shoul# Matulovic res!on# to his fellow eecutives who are calling to ask him for s!ecial treatment outsi#e the new !riorit" management s"stem@ & comments4
;isa sai#%%% Matulovic coul# suggest or hel! fin# alternative sources for fun#ing if the !ro2ect was not fun#e# an# it is something that is he fin#s im!ortant an# something that shoul# not wait for the net $u#get !erio#% cto$er 0, 0//B .:JE PM *haron sai#%%% The !riorit" management s"stem faile# an# reuires a!!arent changes in the !rocess% The unsuccessful outcome of !riorit" management !rocess can $e likene# to a faile# !ro2ect% 7aith in the !ro2ect !lanning !rocess must $e restore#% The first ste! woul# $e for Matulovic to reali3e that the new !riorit" management has faile#% The $est recourse woul# $e to hol# a meeting an# invite the $usiness unit eecutives whose !ro2ects were not fun#e#% These eecutives shoul# $e allowe# to #iscuss their criticisms of the new !rocess% Matulovic can su!!ort his fellow eecutives $" soliciting in!ut on how the" woul# im!rove the !rocess for net "ear% The !riorit" management !rocess will reuire im!rovements for net "ear% The in!ut from the $usiness unit eecutives will $e hel!ful in re$uil#ing the !rocess%
There shoul# $e no s!ecial consi#eration at this !oint to a!!rove !ro2ects that #i# not make the final a!!roval !rocess% This will risk alienating other $usiness unit eecutives% cto$er 0, 0//B 1/:0 PM 8rian sai#%%% I #o not think that s!ecial treatment reuests shoul# $e consi#ere# $" Matulovic, an# furthermore he shoul# not $e given the authorit" to grant such reuest% The 9;T shoul#
have the onl" authorit" to make the final #ecisions an# the new !rocess shoul# $e followe# without ece!tion% 7ailure to #o so woul# un#ermine the integrit" of the !rocess an# eventuall" the !rocess woul# colla!se% The !rocess was esta$lishe# so that the com!an" can o!erate as one unifie# enter!rise wi#e o!eration an# not show $ias to one functional or geogra!hical area% Although some ma" feel that there area is receiving the short en# of the stick res!ect for the 9;T must $e #emonstrate# that the" are #oing what is right an# goo# for the com!an" as whole% cto$er E, 0//B 1/:JE AM
Carrie sai#%%% I agree with 8rian% I #on not think that Matulovic shoul# have the authorit" to grant s!ecial treatment for !ro2ects% The reason for having an steering co mmittee reviewing !ro2ects is to avoi# situations like this% If a !ro2ect feels it shoul# $e consi#ere# within the current fiscal "ear, an a!!eals !rocess coul# $e im!lemente#% Pro2ect s!onsor coul# a!!eal to 9T; > *teering committee an# !resent $usiness case an# 2ustifications to grou!% After a consensus or ma2orit" #ecision is reache#, #ecision shoul# $e 7I receiving fun#ing 0) An escalation !oint > !rocess ? 7or #ecisions that can not $e agree# u!on $" 9T; or !ro2ects that have a greater sco!e than the 9T; t"!icall" a##resses, an escalation !oint nee#s to $e !ut in !lace% It seems that the overall $u#get is not sufficient enough to a##ress the nee#s of critical !ath > !riorit" !ro2ects within the organi3ation% This shoul# $e reviewe#, assesse# an# escalate# to the !arent com!an", which has set the $u#getar" constraints% cto$er E, 0//B G:EJ PM
Carrie sai#%%% 4ecision !rocess uotes HIn kee!ing with the ranking of the <=+ goals, the 48C recommen#e# fun#ing $usiness unit !ro2ects in or#er of goal !ortfolios (fun#ing all !ro2ects in the to!?ranke# !ortfolio, then moving to the !ortfolio with the net highest rank, etc%)% The recommen#ation was a!!rove# $" the IT*C%H
9nter!rise +oals Customer ;o"alt",
&e shoul# not get #eviate# an# give !ersonal commitments or !ush an" !ro2ects for selection ,it is the !rocess which he has ma#e shoul# scrutinise the !ro2ects for selection%
Terjemahan ;% 3agaimana se#arusn'a Matulovic menangga"i eksekutif sesama 'ang menele"on untuk meminta "erlakuan k#usus !i luar sistem mana*emen "rioritas aru6 . komentar: 7isa mengatakan %%% Matulovic isa men'arankan atau memantu menemukan sumersumer alternatif untuk "en!anaan *ika "ro'ek terseut ti!ak !i!anai !an itu a!ala# sesuatu 'ang ia menemukan sesuatu 'ang "enting !an 'ang ti!ak #arus menunggu untuk "erio!e anggaran erikutn'a% 0 Oktoer 0//< 1<:@; +#aron sai! %%% +istem mana*emen "rioritas gagal !an memutu#kan "erua#an n'ata !alam "roses% Dasil !ari "roses gagal "rioritas mana*emen !a"at !isamakan !engan seua# "ro'ek gagal% Iman !alam "roses "erencanaan "ro'ek #arus !ikemalikan% 7angka# "ertama akan untuk Matulovic men'a!ari a#wa mana*emen "rioritas aru tela# gagal% Para *alan teraik a!ala# !engan menga!akan "ertemuan !an mengun!ang "ara eksekutif unit isnis 'ang "ro'ek ti!ak !i!anai% Para eksekutif ini #arus !iiarkan untuk men!iskusikan kritik mereka ter#a!a" "roses aru% Matulovic !a"at men!ukung eksekutif sesama !engan meminta masukan tentang agaimana mereka akan mem"eraiki "roses untuk ta#un !e"an% Proses mana*emen "rioritas "erlu !i"eraiki untuk ta#un !e"an% Masukan !ari "ara eksekutif unit isnis akan sangat memantu !alam memangun kemali "roses%
+e#arusn'a ti!ak a!a "ertimangan k#usus "a!a saat ini untuk men'etu*ui "ro'ek"ro'ek 'ang ti!ak memuat "roses "ersetu*uan ak#ir% Ini akan risiko mengasingkan eksekutif unit isnis lainn'a% 0 Oktoer 0//< 1/:>0 3rian mengatakan %%% +a'a ti!ak er"ikir a#wa "ermintaan "erlakuan k#usus #arus !i"ertimangkan
ole# Matulovic, !an selan*utn'a ia ti!ak #arus !ierikan kewenangan untuk mengaulkan "ermintaan terseut% 57T #arus memiliki satusatun'a otoritas untuk memuat ke"utusan $nal !an "roses aru #arus !iikuti tan"a kecuali% egagalan untuk melakukann'a akan merusak integritas "roses !an ak#irn'a "roses itu akan runtu#% Proses ini !i!irikan agar "erusa#aan !a"at ero"erasi seagai satu o"erasi "erusa#aan ter"a!u 'ang luas !an ti!ak menun*ukkan ias ke satu area fungsional atau geogra$s% Meski"un eera"a mungkin merasa a#wa a!a !aera# menerima ak#ir "en!ek meng#ormati tongkat untuk 57T #arus menun*ukkan a#wa mereka melakukan a"a 'ang enar !an aik untuk "erusa#aan secara keseluru#an% ; Oktoer 0//< 1/:@; Carrie mengatakan %%% +a'a setu*u !engan 3rian% +a'a ti!ak er"ikir a#wa Matulovic #arus memiliki kekuasaan untuk memerikan "erlakuan k#usus untuk "ro'ek"ro'ek% Alasan untuk memiliki seua# "ro'ek komite "engara# menin*au a!ala# untuk meng#in!ari situasi se"erti ini% 4ika "ro'ek merasa #arus !i"ertimangkan !alam ta#un $skal saat ini, "roses an!ing isa !itera"kan% +"onsor "ro'ek !a"at meminta ke"a!a 5T7 ? Pengara# komite !an kasus isnis sekarang !an "emenaran untuk kelom"ok% +etela# konsensus atau ke"utusan ma'oritas terca"ai, ke"utusan #arus I&A7% +etia" "en!ekatan ack!oor akan merusak seluru# "roses% Menurut "en!a"at sa'a, !ua i!ang utama "erlu !imasukkan !alam "roses revisi !an masi# !a"at !ilaksanakan ta#un ini $skal 1) +eua# "roses an!ing Pro'ek #arus memiliki *alan untuk menarik ke"utusan untuk 5T7 !an !a"at men'a*ikan kasus isnis !an "emenaran atas termasuk "ro'ek ? menerima !ana 0) +eua# titik eskalasi ? "roses Bntuk ke"utusan 'ang ti!ak !a"at !ise"akati ole# 5T7 atau "ro'ek 'ang memiliki lingku" 'ang lei# esar !ari 5T7 iasan'a alamat, titik eskalasi "erlu !ierlakukan% Tam"akn'a anggaran keseluru#an ti!ak cuku" untuk mengatasi keutu#an *alur kritis ? "ro'ek "rioritas !alam organisasi% Ini #arus !itin*au ulang, !inilai !an meningkat ke "erusa#aan in!uk, 'ang tela# meneta"kan keteratasan anggaran% ; Oktoer 0//< 1:;@ Carrie mengatakan %%% e"utusan "roses kuti"an 2+esuai !engan "eringkat tu*uan &, merekomen!asikan 93C "en!anaan unit usa#a "ro'ek !alam rangka "ortofolio tu*uan (!ana semua "ro'ek !alam "ortofolio "eringkat teratas, kemu!ian "in!a# ke "ortofolio !engan "angkat tertinggi erikutn'a, !ll)% ekomen!asi itu !isetu*ui ole# IT+C itu% 2
Tu*uan "erusa#aan 7o'alitas Pelanggan, &ilai en!araan 3aru, PraMilik en!araan 3isnis, Infrastruktur +tail, O"timalkan Arus Pasokan akta: 2Bwe Matulovic, c#ief information o8cer (CIO) Volkswagen of America (VWoA),2 2+emua "enele"on tela# men'atakan ke"ri#atinan a#wa "rioritas tinggi untuk !aera# mereka "erusa#aan ti!ak !i!anai% 3eera"a tela# erulang kali !ili#at men'atakan selama "roses "rioritas ole# orangorang 'ang eker*a untuk mereka tentang se#arusn'a kategorisasi kesala#an 'ang !i#ukum unit isnis mereka% 9an setia" !ari "anggilan men'im"ulkan !engan "ermintaan informal untuk memasukkan "ro'ek ti!ak !i!anai (atau !ua) ke !alam rencana ker*a !e"artemen TI itu 2 2Bnitunit isnis 1/ 'ang ter!iri VWoA tela# !iusulkan lei# !ari >/ "ro'ek, !engan !ana "ers'aratan seesar - 01/%///%/// (A+)% +eua# anggaran #an'a - ./ *uta (*umla# 'ang !iatasi ole# VWA, "erusa#aan in!uk !ari VWoA) memuat eera"a !era*at kekecewaan 'ang tak terelakkan% 2 2W#is"ers seluru# "erusa#aan !isarankan a#wa "roses itu 2terlalu teoritis2 !an mencatat a#wa "ro'ek TI infrastruktur tela# !ioati secara ter"isa#, ti!ak !i"aksa melalui "roses 'ang sama, 'ang an'ak !iangga" ti!ak a!il% 2 24ika "ro'ek itu kecil !an #an'a !i awa# garis "ro'ek 'ang !i!anai, mungkin TI #arus mencari cara untuk men'elesaikann'a% Atau mungkin ia #arus er!iri !i tana# !an memela "roses aru% Matulovic ti!ak eker*a untuk anggota lain !ari 57T, ta"i !ia #arus eker*a !engan mereka% A"a"un 'ang !i"utuskann'a tentu sa*a !a"at memengaru#i #uungan ker*a, maka ia "erlu mem"ertimangkan "ili#an !engan #ati#ati% 2 ; Oktoer 0//< 0/:01 3i"in sai! %%% Matulovic se#arusn'a ti!ak mengiEinkan masuk "intu elakang "ro'ek, *ustru !ia #arus menginstruksikan "emo#on untuk mengusulkan "ro'ek"ro'ek !i forum
teruka (57T, 3PTO, IT+C K 93C), !i mana "entingn'a !an alig#nment ke Tu*uan VWOA !ari "ro'ek 'ang !iusulkan !a"at !ianalisis untuk !i"ertimangkan% 9ia ti!ak #arus men!a"atkan men'im"ang !an memerikan komitmen "ria!i atau men!orong "ro'ek"ro'ek untuk "emili#an, itu a!ala# "roses 'ang ia uat #arus meneliti "ro'ek untuk seleksi%
0% Who controls the $u#gets from which IT !ro2ects are fun#e# at Volkswagen of America@ Who shoul# control these $u#gets@ *houl# IT #e!artment have its own $u#get@ " comments4
;isa sai#%%% The $u#get for IT !ro2ects of ./ million is ca!!e# $" VWA+ the a!!arent com!an" VWoA% &owever each 8usiness units alwa"s $elieve their !ro2ects are im!ortant an# shoul# $e fun#e#% I $elieve that the IT #e!artment shoul# have its own $u#get% It is im!ortant that the" are allocate# an amount that allows them to o$tain results acce!ta$le to the organi3ation% Com!anies nee# to u!#ate their Information *"stems to maintain a com!etitive a#vantage that minimi3es costs an# maimi3es !rofit% cto$er 0, 0//B .:J/ PM 8rian sai#%%% The $u#get is set $" the !arent com!an", VWA+% It shoul# $e controlle# $" the 9ecutive ;ea#ershi! Team with in!ut from the CI% As mentione# in uestion 1 the 9;T is $est a$le to #etermine the nee#s of the com!an" with an enter!rise wi#e !hiloso!h"% The governance team can enforce the $usiness units to a stan#ar# metho#olog" for a!!l"ing for fun#ing for the !ro2ects an# the governance team can them !rioriti3e those !ro2ect with the assistance of the goals esta$lishe# $" the 9;T% Also as state# a$ove, I #o not $elieve that IT shoul# have a $u#get of its own $ecause the IT #e!artment shoul# not $e #riving !ro2ects% Instea# the" shoul# $e running their #e!artment as a se!arate $usiness within the com!an" an# selling their services to the #ifferent $usiness units thus making them a !rofit oriente# areas as o!!ose# to a cost center% This metho#olog" will reinforce the com!an" to align their !ro2ect with their goals an# re#uce costs #own on !ro2ects to !ro#uce a higher return on their investment% The share# overhea# cost of IT woul# $e incor!orate# in !ro2ects an# share# among the #ifferent $usiness units% cto$er E, 0//B 1/:B AM
Carrie sai#%%% Who shoul# control $u#gets ? Agree with overall #esign ? 9;T shoul# control $u#get with in!ut from CI% 9;T has the res!onsi$ilit" to act in the com!an"s $est interest an# !rovi#e fun#ing to !ro2ects that su!!ort the com!an" vision% IT shoul# not have its own $u#get% Pro2ects are never 2ust a$out IT an"more ? it is not H2ust a har#ware u!gra#eH% Pro2ects ma" involve all facets of the organi3ation (CM, Training, Integration, &ar#ware, *oftware, 8usiness Process) an# shoul# $e treate# as such% Allowing IT to have its own $u#get allows an entire grou! of the organi3ation to #etermine an# #rive $usiness strateg" an# #esign #ecisions% These #ecisions shoul# $e ma#e $" the 9;T with su!!ort from the CI% VW has alrea#" trie# to have a se!arate grou! (an# hence se!arate $u#get) for IT with the im!lementation of ge#as*A% 8etween 1DDD an# 0//0, ge#as*A, Perot an# VWoA teams attem!te# to work as in#e!en#ent $ut relate# units tr"ing to achieve the same goal% 9ach grou! ha# #ifferent motivations an# there was no oversight on IT s!en#ing, which ma" have lea# a #ecrease in the overall HIT $u#getH in 0//%
Terjemahan 0% +ia"a 'ang mengontrol anggaran TI !ari mana "ro'ek 'ang !i!anai !i Volkswagen of America6 +ia"a 'ang #arus mengontrol anggaran6 4ika !e"artemen TI memiliki anggaran sen!iri6 ; komentar: 7isa mengatakan %%% Anggaran untuk "ro'ek TI ./ *uta !iatasi ole# VWA 'ang VWoA "erusa#aan *elas% &amun setia" unit 3isnis selalu "erca'a "ro'ek mereka a!ala# "enting !an #arus !i!anai% +a'a "erca'a a#wa !e"artemen TI #arus memiliki anggaran sen!iri% A!ala# "enting a#wa mereka !ialokasikan *umla# 'ang memungkinkan mereka untuk men!a"atkan #asil 'ang !iterima ole# organisasi% Perusa#aan "erlu mem"erarui +istem Informasi mereka untuk mem"erta#ankan keunggulan kom"etitif 'ang meminimalkan ia'a !an memaksimalkan keuntungan% 0 Oktoer 0//< 1<:@/ 3rian mengatakan %%% Anggaran terseut !iteta"kan ole# "erusa#aan in!uk, VWA% Ini #arus
