Implemented a centralized demand management portfolio for all IT projects to track pipeline and active projects, providing heightened visibility to drive more effective collaboration for demand prioritization and tracking benefit realization of investments at McGraw Hill Financial. The initial portfolio included 400 projects.
Lead an initiative as part of a divestiture at McGraw-Hill to assess IT demand and consumption for applications support to determine and eliminate low value requests and utilization that resulted in $10M of savings in reduction of 3rd party support costs. Distinguished between non-discretionary maintenance and discretionary enhancements. Developed a follow-on action plan including development of work intake policies, procedures and measurements, and communications to business management regarding criteria for non-discretionary maintenance and discretionary enhancements.
Established a work intake process and tool to record and manage over 2,200 infrastructure project and service requests in the Infrastructure Implementation Services group at CIGNA. Expanded use of the process and tool included 700 operations and architecture design staff. Resultant measurements lead to improved resource planning for business projects.
Many businesses IT demand and portfolio management policies and processes are immature. As companies are moving to invest more in innovation and digital, the balance between investing in baseline services and business growth becomes a challenge.
To capitalize on the opportunity to shift investment to innovation, CIOs must evaluate the demand-side, specifically around maintenance and enhancement of existing applications and services that support specific business operations. A targeted reduction in sustainment and reallocation to support business growth and transformation initiatives not only makes financial sense, it also raises the perception of IT as a strategic partner rather than just a cost center.
Establish demand and portfolio management practices within an IT organization.
Developed PMO processes including a project book of record, work intake process, project leveling tool, TCO templates, business case templates and standard operating procedures within the central IT organization at McGraw-Hill Education.
Developed and managed a project support office for an IT infrastructure integration services organization that optimized release of business systems and processes.
Establishing a Program Management Office (PMO) within an IT organization.
Was a lead member of the program teams that assessed, selected and transitioned services for three separate infrastructure outsourcing engagements generating substantial savings to the business at two separate companies.
Established and lead a program support office for two major change efforts and service management implementations for IT organizations at two separate companies.
A member of the senior management team responsible for the design and deployment of a new central IT organization as part of a divestiture and outsourcing initiative. Established new enterprise roles for vendor management, demand management, solutions engineering, PMO and enterprise architecture
Current trends in IT see companies hiring consultants for key roles in running major programs like outsourcing and organization change initiatives. Organization leaders often lack foundational expertise and hands-on experience in these types of activities. Consequently, the organization has a higher risk of program failure. An experienced consultant can deliver effective program management discipline. An added benefit lies in lessening the distraction of key leaders from their primary responsibilities, minimizing the potential for business disruptions.
As a program manager, lead major IT transformation efforts and outsourcing initiatives.
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