Message to Som Gollakota

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Hyderabad, India
Delivery Excellence - Organization
March 26, 2010
A
well-defined Delivery Excellence Office has a well-defined Organization Structure that supports effective delivery. The set of articles under this umbrella page outline an organization structure that I worked with in the past. I found this to be a very well-defined structure outlining the purpose and role of each organization and responsibilities of each role within the organization. What I am talking about here is not necessarily creating an organization ground up. It could be an organizational change that may involve a lot of realignment (rather right-alignment) of personnel, and managing talent in the right way.
Granted that the structure outlined in these pages is somewhat (or maybe quite) bloated and is more suited for large companies. However, I consider this as a mega framework structure can be modified to suit the needs of a company. Roles may be combining into one position, or eliminated altogether (if they don't make any sense for the company's focus), and still maintain effectiveness in a smaller organization.
The structure outlined herein is built bottoms up, converging the authority at the top level with the Chief Information and Technology Officer (CITO). The reason I call this position a CITO (as opposed to CTO or CIO) is that, in reality, the role owns the entire Information Technology portfolio of the company, and is charged with not only ensuring successful delivery, but also determining the company's technology strategy and direction.
In my opinion, such an organization's structure, when well-defined, contains a minimum of three "wings", each overseeing three different aspects of delivery.
  1. A Technology and Strategy Wing - charged with owning and developing technical expertise (Developers, Testers, and Lights-on Operational personnel), along with technology research and corporate strategy
  2. A Business IT Wing - charged with owning and developing the IT side of business domain expertise (Business Analysts), maintaining close contacts with the company's business, and analyzing market trends for each of the business portfolios
  3. A Project Management and Governance Wing - charged with owning delivery processes and managers (portfolio, program and project managers), defining and governing process compliance, and ensuring overall successful delivery
Each of these "wings" are an organization on their own, headed by a VP-level person who reports into the CITO. The organization structure derives its effectiveness from an age-old management principle - For the command-and-control structure to be effective, a manager may have no more than five to seven full time employees directly reporting to her/him.
Next several pages define these three organizational structures ("wings") in greater detail.
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