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Technology Dorianne Cotter-Lockard has over 25 years of experience in technology, with practical experience in implementing best practices and leading edge technology. Her IT organizations have been profiled twice by Gartner in case studies of high performing technology organizations. She has served as a guest panelist at the Gartner symposium on Software Architecture and as a guest speaker on technology for academic and professional organizations.
IT Business Value
Challenge: IT has failed to measure its productivity or cost effectiveness Solution: Implemented metrics, financial and operational Reporting, winning the “Outstanding Practical Software Measurement (PSM) Transition Organization Award” at a national conference. Topics covered were how my division evolved the PSM Integrated Analysis Model into an Integrated Cause and Effect Analysis Model. Quality, productivity, and cost measures were implemented across an organization of 400 software developers. Technology Governance
Challenge: The business doesn't understand or track the ROI on its technology investments. Solution: Defined, implemented and evolved a robust technology governance process: Included cost-benefit analysis and financial viability scorecard Included pre-project and project approval process, milestone reviews and post-implementation reviews Formalized results tracking measured benefits at 90 days and 6-12-18 month checkpoints Incorporated systems architecture, scalability and quality scorecards Influenced “Governance as a way of life” within the business divisions in over a dozen other topic areas, including reporting, staff and compensation management, training, customer service and culture. Running IT Like a Business
Challenge: The IT organization focuses only on managing the technology, ignoring the people and process aspects of the operation. Solution: Developed and implemented a framework to "Run IT Like a Business." The framework addressed financial mangement, strategic planning, leadership development, training, rewards and recognition, communication, methodology, quality and productivity. Programs were developed in each of these areas to build a well-rounded and high-performing organization. Used process, quality and customer satisfaction measurements to streamline processes and improve service to internal customers. Implemented CMMi level 3 and 4 processes to improve technology management and delivery. Implemented a relationship management program to enhance relationships with the business. Gained credibility through delivery focus and open communication. Architecture Strategy
Challenge: The IT organization is tied to legacy systems on older technology platforms and the business wants to be more agile in making changes to its business model, products and services. Solution: Developed a business component model to identify business priorities, mapped application systems to the model and defined a five-year application and technology roadmap. Defined a service oriented architecture (SOA) framework, utlizing open source and custom software. Implemented a software re-use program, saving thousands of hours in development time (results were measured, tracked and reported). Launched “Three Dimensions to IT Transformation” program, including Organization, Skills, and Environments within the division to move to a completely new technology platform Defined and implemented best-in-class software development methodologies, including Agile and XP |
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