The IT Balanced Scorecard

Brand New Course!

The IT Balanced Scorecard 14 – 17 October 2012

Hyatt Regency Hotel, Dubai, UAE

Top 5 Learning Objectives

Who Should Attend?

1. Meet governance requirements. Address increasingly important IT governance needs

• Board/Executive members responsible for ICT • CIOs, MIS, IT, ICT and Computer Service Managers • ICT Operations, Infrastructure, Applications and Customer Service Managers

2. Improve business-IT alignment 3. Learn to drive better value from ICT by linking ICT budget to strategic achievement

• ICT Project Managers

4. Improve communication by adapting a common business-IT language

• Corporate strategists

5. Discover how the ICT BSC can improve productivity, efficiency and effectiveness

• Auditors

Organised by:

Official Regional Recruitment Partner:

• Systems Managers

• Finance Managers

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The IT Balanced Scorecard 14 – 17 October 2012 • Hyatt Regency Hotel, Dubai, UAE Course Timings Registration will be at 07:30 on Day One and the course will commence at 08:00 and conclude at 14:30 each day. There will be a refreshment break at approximately 10:00 and 12.30. Lunch will be served at the end of each day’s session.

Course Overview The adoption of the Balanced Scorecard (BSC) is credited with a revolutionary improvement in business mission achievement. Learn how the IT BSC can demonstrate business-IT alignment and support delivery of corporate strategy.

Course Methodology This practical, pragmatic course, built on real-life experiences, will include

• • •

practical, hands-on exercises, provide best practice case studies, and use a mix of presentation slides and video to emphasise key learning points.

Please note: Exercises and regional and international case studies will be introduced throughout the workshop to illustrate key points.

Day One The Balanced Scorecard – Aligning IT With Corporate Strategy • Corporate strategy development and communication • Why organisations exist: vision, mission, values • Linking the planning cycle to the major capital expenditure cycle • Developing long, medium and short term business plans • BSC relation to Activity Based Costing, Six Sigma, Total Quality Management, ISO 9000 and Economic Value Added • The four perspectives of the BSC – how they apply to ICT • The nine steps to effective BSC implementation • BSC strategy maps and themes • BSC: Top down, bottom up Who Is Doing BSC And Why? • International and regional examples of BSC adopters • What they say about BSC The IT Balanced Scorecard • Corporate Governance of ICT with the BSC • ICT strategy development and communication - Normal strategy - Recession survival strategy - Blue ocean, red ocean and blue sky strategy • Managing strategy is managing change • Linking strategy and budgeting

Day Two Why IT Is Different: Adjusting The BSC For IT • The ICT value chain • Scorecards along the ICT value chain Developing The ICT BSC • The planning cycle

+971 4 335 2437

+971 4 335 2438

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- Linking the planning cycle to the major capital expenditure cycle - Developing long, medium and short term business plans - Opportunities: Delights, odder winners and qualifiers ICT strategy maps How ICT meshes with corporate strategy maps - Operational and functional strategy maps for ICT Business process workflow diagrams - Using swim lanes: The multi-column workflow technique - Relationship and collaboration diagrams: Linking positions to processes Linking governance to positions and processes Business process scorecards ICT process workflow diagrams Cascading scorecards: Linking workgroups and teams Linking teams to processes - Team scorecards - Functional scorecards - Cascading and sharing KPIs in teams KPIs, service levels, technical performance indicators, team and personal objectives – how they add up to ICT and business mission achievement

IT Balanced Scorecard Value Metrics • Key aspects of performance measurement and management • Using information economics to evaluate and prioritise projects • What makes good performance measures • SMART and SMARTER measures • The seven steps to effective IT performance measurement and management • Example ICT performance metrics

Day Three Steps To Successful ICT BSC Development And Implementation •

ICT mission statements – Middle East examples

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Mapping ICT strategy in the strategic planning process

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Applications portfolio management

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Strategic planning and CobiT – Case study

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ICT control model

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ICT activities and services controlled by strategy – Case study

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Scope of ICT strategy – Case study – Public sector

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Approaches to strategy development

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ICT strategy development model

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The ICT value chain and Porter’s Five Forces

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Critical success factors and KPIs for ICT

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The ICT BSC

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Implementing the ICT BSC – teams and roles – Case study

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The strategic SLA: Tying in ICT architecture planning, service levels with IT DR

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The IT Balanced Scorecard 14 – 17 October 2012 • Hyatt Regency Hotel, Dubai, UAE Cascaded BSC For IT Activities: • ICT projects • ICT infrastructure and operations management • Customer service and support • Contact centres • Web-based services • M-services • Social networks

Meet Your Expert Course Leader Andrew Hiles is a Director of Kingswell International (www.kingswell.net) – an international consultancy specialising in delivering service excellence and managing business risk. He has helped hi-tech, financial, manufacturing, retail, transport and public bodies to develop and enhance service functions and has supported both customers and suppliers in aligning service and supply with business mission.

Day Four

Andrew has had responsibilities as an outsourcing service provider and internal manager of ICT services. He was the founder and first Fellow of the Business Continuity Institute and a Member of the British Computer Society.

Middle East Case Studies • Real-life ICT BSC implementations from around the region • BSC in the public sector BSC Reporting • Keeping track of progress and performance • Drilling down – for root cause and trend analysis

Andrew’s books are used by universities and practitioners around the world. He has been presenting in the Middle East on IT business performance alignment for 15 years.

Balanced Scorecard Software • Software requirements • Software deployment options • Pros and cons Making BSC Stick • Individual scorecards and performance appraisals - Positive reinforcement techniques - Linking performance to reward systems – avoiding negative responses • Personal scorecards • Measuring the success of the ICT Balanced Scorecard project

Andrew contributed to Qatar Finance – The Ultimate Resource (QFINANCE) published by Bloomsbury and to Croner’s Guide to Purchasing. His topselling software package, SLA Framework is used by leading international companies including over 250 companies in the Middle East. He has presented at Coventry University and at Cranfield, Henley, Ashbridge and GEC Management Colleges and at numerous workshops and conferences in the Middle East (for over 10 years), India, China, Europe, Africa, the Pacific Rim and Australasia and the Americas.

Please note: While all the topics will be presented, running order may vary depending on the interests of delegates.

Requirements: No prior knowledge of BSC is required. You are not required to bring your laptop, although it may be helpful.

Would you like to run this course in-house?

The in-house training division of IIR Middle East Tel: +971 4 407 2624 • Email: CTS@iirme.com www.iirme.com/cts

+971 4 335 2437

+971 4 335 2438

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The IT Balanced Scorecard 14 – 17 October 2012 • Hyatt Regency Hotel, Dubai, UAE FIVE WAYS TO REGISTER IIR Holdings Ltd. P.O Box 21743 Dubai, UAE

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DISCOUNTS AVAILABLE FOR 2 OR MORE PEOPLE CALL – +971 4 335 2483 E-MAIL – a.watts@iirme.com WEB BC4567 Event

Course Fee Before 29 July 2012

Course Fee Before 19 August 2012

Final Fee

US$ 3,895

US$ 4,395

US$ 4,695

The IT Balanced Scorecard 14 – 17 October 2012

WOULD YOU LIKE TO RUN THIS COURSE INͳHOUSE?

Course fees include documentation, luncheon and refreshments. Delegates who attend all sessions will receive a Certificate of Attendance.

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A confirmation letter and invoice will be sent upon receipt of your registration. Please note that full payment must be received prior to the event. Only those delegates whose fees have been paid in full will be admitted to the event. You can pay by company cheques or bankers draft in Dirhams or US$. Please note that all US$ cheques and drafts should be drawn on a New York bank and an extra amount of US$ 6 per payment should be added to cover bank clearing charges. In any event payment must be received not later than 48 hours before the Event. Entry to the Event may be refused if payment in full is not received.

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Cancellation If you are unable to attend, a substitute delegate will be welcome in your place. Registrations cancelled more than 7 days before the Event are subject to a $200 administration charge.

Registration fees for registrations cancelled 7 days or less before the Event must be paid in full. Substitutions are welcome at any time.

Avoid Visa Delays - Book Now Delegates requiring visas should contact the hotel they wish to stay at directly, as soon as possible.

Visas for non-GCC nationals may take several weeks to process.

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Due to unforeseen circumstances, the programme may change and IIR reserves the right to alter the venue and/or speakers.

Event Venue: Hyatt Regency Hotel, Dubai, UAE Tel: +971 4 209 1234 Accommodation Details We highly recommend you secure your room reservation at the earliest to avoid last minute inconvenience. You can contact the IIR Hospitality Desk for assistance on: Tel: +971 4 407 2693 Fax: +971 4 407 2517 Email: hospitality@iirme.com © Copyright I.I.R. HOLDINGS B.V.

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