Shared Services for Solutions

This Portfolio Management part introduces several groups that frequently participate in Solution Definition and/or Solution Delivery. This part does not attempt to define each of the IT Shared Services groups, nor provide a holistic list of their functions and roles. Rather, it highlights certain additional capabilities from which multiple Solutions may benefit.

Some may believe one or more of these groups have primary responsibility for Solution Delivery. Comparatively, while each can play a key role, it is entirely possible to deliver an individual Solution without them. However, once an organization considers implementation of multiple Solutions, groups such as these offer tremendous value.

Of course, it is also likely that these groups already exist, regardless of whether using a Solution-centric model or not. Hence, the ITM views them as providing key resources, with pertinent knowledge, skills, and abilities, to support any Solution's definition and/or delivery. Accordingly, it may be helpful to clarify what each group should, and should not, contribute to each Solution.

After reviewing the content of this page, check out the additional information on the following topics.

Facilitating Large-Scale Change: Pooled Professional Services

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Complimentary Services for Individual Solutions

The ITM's framework advocates for delivery of individual Solutions. One reason for this is that efforts to plan, manage, lead, control, and report upon initiatives which blend multiple Solutions into single, larger entities become overly complex. As a result, they are much less likely to succeed. Can it be done? Sure. However, it requires very advanced skills, and highly experienced personnel. Most organizations lack such superstars.

Alternatively, at the individual Solution level, superstars are not required. Regular, competent people fulfilling standard roles are quite capable of working together to achieve great things. Accordingly, the structure of individual Solutions provides clear lanes for all participants. They establish, and decentralize, ownership and decision making, allowing for faster and better results. Moreover, organizations benefit by having multiple, smaller initiatives.

For instance, problems defining or delivering one Solution need not impair progress on other Solutions. Additionally, multiple initiatives offer more opportunities to find improved ways of working, contributing to better productivity and greater value. Having more Plan > Do > Check > Act (PDCA) cycles throughout the organization offer more opportunities to improve, and to share, competencies across many areas.

The prior section on How to Organize for Iterative Transformation introduced roles and structures appropriate for delivery of any given Solution. However, most Solutions don't exist in isolation. This Portfolio Management section seeks to align aspects of change to appropriate, individual Solutions. Analogous to aligning change, this part seeks to align relevant competencies. While not applicable to all, many Solutions are large, or complex, enough to benefit from additional participation by these skilled practitioners.

More Team for the Team

Organizations may add any of the following functions to a specific Solution, even without using a Shared Service model to provide them. Use each as, and when, helpful to the Solution. Ideally, these IT Shared Services roles should provide specific knowledge, skills and experience. None require prior knowledge about a particular Product, System or Service. Rather, other roles which align to individual Solutions provide that.

Common Shared Services

Transformation Management Office / Owner (TMO)

In general, this group, or individual, owns the framework for all change. Significantly, the TMO is not involved in the delivery of any specific Solution. Rather, they manage the process which directs requests for change from across the Portfolio to the appropriate Solution(s). Alternatively, when no appropriate Solution is available, they facilitate the tasks to establish new Solutions.

Of the groups listed, this is the one least often found in IT Shared Services. However, it is also where all change begins, even before there are Solutions through which to channel change. This group may be known by several names, as described in the related page above. Whatever it's called, this is the group which fields the initial requests for change, and forms the structures which get Solution Definition and Solution Delivery off on the right foot.

Program / Project Management Office (PMO)

Project Managers, Project Administrators, and Program Managers can support, but not replace, Solution Management. Indeed, for an iterative approach to function properly, it is fundamental that no one expects PMs to decide what to do. Rather, Solution Management must guide Teams to workout, on their own, what to do by following prescribed Planning tasks. However, there are two scenarios in particular where PMO support is most helpful.

Firstly, PMO members can provide levels of cross-Solution coordination and communication for initiatives involving two or more Solutions. Similarly, they can also work across multiple Projects and Programs to provide similar support. This alleviates much of the work that would otherwise fall to Solution Delivery resources, detracting them from their "day job". Delivery resources should have plenty already on their plates to deliver their Solution in a timely manner.

Secondly, for larger initiatives, during Solution Definition and the early Phases of Solution Delivery, PMO resources can be well suited to help plan and organize internal and external resources. Moreover, they can establish many of the processes and controls participants will use throughout the Solution's lifecycle. Including those which the ITM describes.

Quality Assurance (QA)

Many Solutions, particularly Products, benefit greatly by having an independent group conduct Certification Testing beyond the Build Testing each Team provides.

Indeed, Teams cannot perform several Test Types economically until a Solution iteration is complete. However, once an iteration is complete, another can begin. Thus, continued testing by individual Teams means their time is not spent on more build activities. This tends to disrupt iterative cycles and the cadence of a Solution which requires Certification testing yet does not use independent testers.

Those who create each iteration can conduct such incremental testing, or another group can do so. Having a Quality Assurance group conduct such tests offers several advantages. Firstly, it allows Teams to maintain their Build focus. They need not forgo more development for the sake of more testing. Secondly, QA typically brings more knowledge and skills to testing, improving overall quality. Additionally, they can improve the test capabilities of the Teams whose work they validate.

A QA Lead and QA Testers are additional resources able to plan, develop and execute tests. Their work ensures a more thorough validation of Solution changes made. Furthermore, they also enable larger volumes of change in shorter periods of time.

Change Management / Learning & Development (L&D)

Solutions which impact the user community directly must include some level of communication, preparation, and training. In most cases, organizations will have more success when this work is centralized, and not left to individual Solutions. The knowledge competent Change Management professionals bring will help ensure successful adoption of change within an organization.

The introduction of new processes, systems or capabilities should never be left to users to "figure it out for themselves". To improve ROI, engage with the user community and show them how to - and how not to - work with new Solutions.