CRAFTING AND SHAPING KNOWLEDGE WORKER SERVICES IN THE INFORMATION ECONOMY : capacity and ... capability building for emerging opportunities

This book offers a hands-on approach to prepare businesses for managing the impact of technology transformation by the pragmatic, consistent, and persistent application of proven business principles and practices. Technology is rapidly transforming our businesses and our society. Knowledge worker roles are being impacted, and as operations are being automated, business models are changing as the use of cloud-based services lowers costs and provides flexibility. This book provides a guide towards managing the environment of uncertainly caused by the rapid changes in technology by combining strategy and leadership to influence the environment, instil the right behaviours, and strengthen the skills that will enable businesses to be adaptive, responsive, and resilient. Foreword Academic Perspective Technology Perspective Acknowledgements About This Book Preface Perspective Background Getting the Most from This Book Those Out There Are Saying Contents About the Authors List of Figures List of Tables Chapter 1: Knowledge Workers and Rapid Changes in Technology 1 Introduction 2 Knowledge and Knowledge Workers 2.1 Emerging Technologies Transforming Business 2.2 Information Relationships in Service Delivery 2.3 Types of Knowledge Workers in the Information Economy 2.4 Technology Transformation 2.5 Knowledge Access Impacting Services 3 Automation Within Knowledge Worker Services 3.1 Application of Automation Within Knowledge Worker Services 3.2 Areas for Knowledge Worker Transformation 3.3 Hospitality Knowledge Worker Transformation 3.4 Human Resource Knowledge Worker Transformation 3.4.1 HR Operations 3.4.2 Recruitment Process Changes 3.4.3 Demand Management 3.4.4 Knowledge Worker Transition 3.5 Settlements Process 3.6 Retail Knowledge Worker Transformation 3.7 Project Management Knowledge Worker Transformation 4 Chapters in This Book 5 Next Steps Chapter 2: OPEX-Sourced Knowledge Worker Services 1 Introduction 2 Cloud Services for Knowledge Workers 3 ICT Operations and Services Example 3.1 ICT Services to the Business 3.2 Service Management 3.3 Service Improvement 3.4 Service Development 3.5 Application Management 3.5.1 Business Consumption of Applications 3.5.2 ICT Management of Applications 3.5.3 Application Development 3.6 Project Management 3.7 Business Consulting 3.8 ICT Strategy and Planning 3.9 Infrastructure Management: ITIL 3.10 Request Management 3.11 Vendor Management 4 Other Business Impacts 4.1 Security, Compliance, Audit, and Risk Management 4.1.1 Security 4.1.2 Compliance 4.1.3 Audit 4.1.4 Risk Management 4.2 Board and Executive Management 4.2.1 Board Decisions 4.2.2 Executive Decisions and Implementation 4.2.3 Analytics as a Service 4.3 Resources, Skills, and Training 4.4 Financial Management 5 Establishing OPEX-ICT 6 Conclusion Chapter 3: Adaptiveness and Responsiveness Within Knowledge Worker Services 1 Introduction 2 Agility, Adaptiveness, and Responsiveness 2.1 Agile Methodologies 2.2 Knowledge Worker Responsiveness and Adaptiveness 2.3 Balancing Service Assurance with Responsiveness and Adaptiveness 3 Adaptiveness and Responsiveness Within Project Management 3.1 Demand for Project Management with Knowledge Worker Services 3.2 Framework for Project Management 3.3 Common Project Stages 3.4 Interdependencies Within Project Management 3.5 Business Changes upon Projects 3.6 Advantages of Adaptiveness and Responsiveness 4 Multiple Methodologies to Deliver Knowledge Worker Services 4.1 Data Analytics Service 4.1.1 Shared Services 4.1.2 Operational Services 4.1.3 Customer Service 4.2 Security, Compliance, Audit, and Risk 4.3 Standards 5 Application of Adaptiveness and Responsiveness Within Projects 5.1 Global Investment Bank 5.1.1 Opportunity 5.1.2 Adaptiveness and Responsiveness Within Program Costing 5.1.3 Adaptiveness and Responsiveness Within Program Scope 5.2 Leading Australian Bank 5.2.1 Opportunity 5.2.2 Adaptiveness and Responsiveness Within the Program 5.3 Leading Australian Telecommunications Provider 5.3.1 Opportunity 5.3.2 Adaptiveness and Responsiveness Within the Program 6 Establishing Responsiveness and Adaptiveness in Business 6.1 Areas Impacted 6.2 Resolving Roles and Responsibilities 6.3 Segregation of ICT from a Project 6.4 Skilling and Training 6.5 Product Managers 6.6 Scrum Masters 6.7 Fit for Purpose 6.8 Tools and Processes 6.9 Operational Teams 7 Conclusion Chapter 4: Resiliency Within Knowledge Worker Services 1 Introduction 2 Resilience and Knowledge Workers 2.1 Resiliency 2.2 Resilient Organisation 2.3 Resiliency in Operations 2.4 Resiliency in Technology Adoption 2.5 Adoption of Resiliency Within Knowledge Worker Services 3 Resiliency Examples 3.1 Global Airline Based in Asia 3.1.1 Opportunity 3.1.2 Implementation 3.1.3 Business Benefits 3.2 State Government Agency in Australia 3.2.1 Opportunity 3.2.2 Implementation 3.2.3 Business Benefits 3.3 Australian Operation of Global Logistics Company 3.3.1 Opportunity 3.3.2 Implementation 3.3.3 Business Benefits 4 Business Resilience as a Service 5 Conclusion Chapter 5: Risk Management Within Knowledge Worker Services 1 Introduction 2 Risk Management and Knowledge Workers 2.1 Enterprise Risk Management 2.2 Objective and Outcomes Risk 2.3 Strategic Risk 2.3.1 Strategic Risk Within Objectives and Outcomes 2.3.2 Strategic Impacts to a Business 2.3.3 Strategic Risk on Knowledge Workers 2.4 Market Risk 2.5 Regulatory Risk 2.6 Customer Risk 2.7 Business Risk 2.8 ICT Risk 2.9 Project Risk 2.10 Resilience Risk 2.10.1 Loss of Suppliers and/or Third Parties 2.10.2 Loss/Denial of Information 2.10.3 Loss/Denial of Communication 2.11 People Risk 2.12 Risk Controls 3 Risk-Based Approach Examples 3.1 Leading Australian Retailer 3.2 Specialist Provider of Customer Analytics 3.2.1 Opportunity 3.2.2 Implementation 3.2.3 Business Benefits 4 Risk Management as a Service 5 Conclusion Chapter 6: Business Architecture for Knowledge Worker Services 1 Introduction 2 Understanding Business Architecture 2.1 Business Architecture 2.2 Elements of Business Architecture 2.3 Application of Business Architecture 2.4 Business Architecture Meeting Business Needs 3 Use of Frameworks in Business Architecture 3.1 Frameworks 3.2 Business Architecture in Business and ICT Integration 3.3 Open Systems and Closed Systems 4 Governance Within Business Architecture 5 Processes Within Business Architecture 6 Implementation of Business Architecture 6.1 Change Management Project 6.2 Event-Driven Implementation 6.3 New Service-Driven Implementation 6.4 Change as Needed Implementation 6.5 Managing Dependencies 6.6 Managing Organisational Change 7 Business Architecture in “Run the Business” and “Change the Business” 8 Business Architecture Examples 8.1 Australian-Based Leading Global Airline 8.1.1 Implementation 8.1.2 Business Outcomes 8.1.3 Business Architecture 8.2 Government Agency 8.2.1 Implementation 8.2.2 Business Outcomes 8.2.3 Business Architecture 8.3 AsiaPac Operations of Global Insurance Provider 8.3.1 Implementation 8.3.2 Business Outcomes 8.3.3 Business Architecture 9 Conclusion Chapter 7: People Within Knowledge Worker Services 1 Introduction 2 People Risk Management Within Knowledge Worker Services 2.1 Managing the People Risk 2.2 Governance 2.3 Environment 2.4 Behaviours 2.5 Operations 3 Considerations Impacting Knowledge Worker Service Automation 4 Skills Required 5 Knowledge Workers and Human Capital Management 5.1 Performance Metrics 5.2 Recruiting Process 5.3 Outcomes and Behaviours 5.4 Professional Skills Development 5.5 Role Transition 5.6 New Roles 6 Changing ICT Operations 6.1 Centralised ICT 6.2 Central ICT Resources 6.3 Embedded Technical Resources 6.4 Resourcing the Service Model 7 Conclusion Chapter 8: Training and Skilling Within Knowledge Worker Services 1 Introduction 2 Knowledge Worker Assembly Line 3 AaaS and the Knowledge Worker Assembly Line 4 Skilling and Training for AaaS 5 AaaS in Skilling and Training 6 AaaS in Transformation 6.1 Background 6.2 Role of AaaS 6.3 AaaS in Strategy 6.4 AaaS in Capacity 6.4.1 Planning 6.4.2 Processes 6.4.3 Resources 6.5 AaaS in Capability 6.5.1 AaaS in Communications 6.5.2 AaaS in Training 6.5.3 AaaS in Skilling 7 Conclusion Chapter 9: Operational Transformation Within Knowledge Worker Services 1 Introduction 2 Organisational Change Management 2.1 Existence of Organisational Change Management 2.2 Elements Required for Organisational Change Management 2.3 The Organisational Change Management Cycle 2.4 Boards and Executives in Organisational Change Management 2.5 Outcomes and Behaviours in Organisational Change Management 2.5.1 Types of Behaviours in Organisational Change Management 2.5.2 Establishing Behaviours in Organisational Change Management 2.5.3 Leadership in Organisational Change Management 2.5.4 People of Influence in Organisational Change Management 2.5.5 Shared Interests and Shared Values 2.5.6 Incumbency and Vested Interest 2.6 Strategy in Organisational Change Management 2.7 Establishment of Organisational Change Management 2.8 Implementation of Organisational Change Management 2.9 The Environment for Organisational Change Management 2.10 Cross-Silo Interdependencies in Organisational Change Management 2.11 Project Management in Organisational Change Management 2.12 Frameworks in Organisational Change Management 2.13 Requirements in Organisational Change Management 2.13.1 Requirements in Organisational Change Management 2.13.2 Role of Requirements in Organisational Change Management 2.13.3 Existence of Organisational Change Management 2.14 Testing in Organisational Change Management 2.14.1 The Role of Testing in Organisational Change Management 2.14.2 Testing Types in Organisational Change Management 2.14.3 Agile and Testing in Organisational Change Management 2.14.4 Existence of Organisational Change Management 2.15 Organisational Change Management Across Operations 2.16 Groundwork 3 Practised Organisational Change Management 3.1 Asian-Based Air Freighter 3.1.1 Changes in ICT Impacting the Need 3.1.2 The Approach 3.1.3 OCM Adoption 3.1.4 The Outcome 3.2 Australian Government Department 3.2.1 Changes in ICT Impacting the Need 3.2.2 The Approach 3.2.3 OCM Adoption 3.2.4 The Outcome 4 Conclusion Chapter 10: ICT Operations and Services Within Knowledge Worker Services 1 Introduction 2 AaaS and Other Cloud Services in Business 3 Applications and Business Functions in the Cloud Environment 4 ICT Operations and Services 4.1 Direct Sourcing of Cloud Services 4.2 Changing Central ICT 4.3 Service Assurance 4.4 Governance 4.4.1 Role of the CIO 4.4.2 Board Representation of ICT 4.4.3 ICT Embedded in Business Operations 4.5 ICT Service Revision 4.5.1 Device View 4.5.2 Dataset View 4.5.3 Service View 4.5.4 Emerging ICT Operations and Services 5 Service Management 5.1 Operational 5.2 Technological 5.2.1 Data Layer 5.2.2 AI Layer 5.2.3 Management Layer 5.3 Service 5.4 Combined Service Model 6 Enterprise Risk Management 6.1 Resilience Risk: Loss of ICT 6.2 Strategic Risk 6.2.1 Transfer of Risk 6.2.2 Complication of Operations 6.2.3 Complication of Restoration 6.2.4 Loss of Supplier Risk 6.2.5 Loss of Information Risk 6.3 Operational Risk 6.3.1 Loss of ICT 6.3.2 Loss of Cloud Services 6.3.3 Loss of Analytics as a Service 6.3.4 Business Revisions to Cloud Services 6.4 Regulatory Risk 6.5 Market Risk 6.6 People Risk 6.7 Vendor Risk 6.8 Shadow ICT Risk 6.9 Loss of Information Risk 7 Conclusion Chapter 11: Project Management Within Knowledge Worker Services 1 Introduction 2 Human Aspect Within Project Management 2.1 ICT Projects 2.2 Australian Facilities Management Company 2.3 Top-Ten Global Bank 3 AaaS and PMaaS with the Human Factor 3.1 Within Operations 3.2 Within Decision-Making 3.3 Within Environmental Considerations 3.4 Within Portfolio Considerations 3.5 Within Project Establishment 3.6 Within Turnarounds 3.7 Within Crisis Management 3.8 Within True Costed Projects 4 AaaS and PMaaS with Frameworks 5 AaaS and PMaaS with Business Adoption 5.1 Legislation 5.2 Markets 5.3 Costs 5.4 Customers 6 Conclusion Chapter 12: Knowledge Worker Services Transformation 1 Introduction 2 Knowledge Worker Transformation and Automation 2.1 Capacity and Capability to Transform Knowledge Worker Services 2.2 Elements Within Knowledge Worker Services 2.3 Systems Dependencies for Knowledge Worker Automation 2.4 ICT Operations and Services 3 Pragmatic Tactical Implementation to Overall Strategy 4 Taking the Steps to Knowledge Worker Transition 4.1 Readiness to Change 4.2 Governance 4.3 Use of Funding to Influence 4.4 Building Adaptiveness and Responsiveness 4.5 Strengthening Resilience 4.6 Managing the Risk 4.7 Business Architecture and the Standards, Governance, Frameworks, Protocols, and Processes 4.8 Managing People Through the Transition 4.9 Transforming Operations 4.10 Training (How to Do) and Skilling (Ability to Do) 4.11 Transforming ICT Operations and Services 4.12 Project Management 5 Role of the Individual in Transformation 6 Next Steps Appendix A: Questions, Scenarios, and Exercises for Knowledge Worker Service Transformation 1 Introduction 2 Knowledge Workers and Rapid Changes in Technology (Chap. 1) 2.1 Questions 2.2 Exercise 2.3 Scenario 3 OPEX-Sourced Knowledge Worker Services (Chap. 2) 3.1 Exercise 3.2 Scenario 4 Adaptiveness and Responsiveness Within Knowledge Worker Services (Chap. 3) 4.1 Questions 4.2 Exercise 4.3 Scenario 5 Resiliency Within Knowledge Worker Services (Chap. 4) 5.1 Questions 5.2 Exercise 5.3 Scenario 6 Risk Management Within Knowledge Worker Services (Chap. 5) 6.1 Questions 6.2 Exercise 6.3 Scenario 7 Business Architecture for Knowledge Worker Services (Chap. 6) 7.1 Questions 7.2 Scenario 8 People Within Knowledge Worker Services (Chap. 7) 8.1 Questions 8.2 Exercise 8.3 Scenario 9 Training and Skilling Within Knowledge Worker Services (Chap. 8) 9.1 Questions 9.2 Exercise 10 Operational Transformation Within Knowledge Worker Services (Chap. 9) 10.1 Questions 10.2 Exercise 10.2.1 Operational Improvement 10.2.2 Strategy 10.3 Scenario 11 ICT Operations and Services Within Knowledge Worker Services (Chap. 10) 11.1 Questions 11.2 Exercise 11.3 Scenario 12 Project Management Within Knowledge Worker Services (Chap. 11) 12.1 Questions 12.2 Exercise 12.3 Scenario 13 Cases and Examples for Knowledge Worker Services (Appendix B) 13.1 Impacts and Responses of a Tier 2 Management Consulting Firm 13.1.1 Questions 13.1.2 Exercises 13.1.3 Scenario 13.2 Impacts and Responses of Asia Pacific Operations of Global Logistics Company 13.2.1 Questions 13.2.2 Exercises 13.2.3 Scenario 13.3 Impacts and Responses Within Healthcare 13.3.1 Questions 13.3.2 Exercises 13.3.3 Scenario Appendix B: Cases and Examples for Knowledge Worker Service Transformation 1 Introduction 2 Impacts and Responses of a Tier 2 Management Consulting Firm 2.1 Background 2.2 Value Stack 2.3 The Need for Change 2.4 Objective, Strategy, and Risk Management 2.5 Courses to Drive Growth 2.6 Cloud-Based Knowledge Worker Services 2.7 Emerging Opportunities 2.8 Realising the Opportunities 2.9 Quick Wins 2.10 Conclusion 3 Impacts and Responses of Asia Pacific Operations of Global Logistics Company 3.1 Background 3.2 Automation and Cloud Services 3.2.1 Shared Services 3.2.1.1 Information and Communications Technology Operations and Services 3.2.1.2 Finance and Treasury 3.2.1.3 Legal and Compliance 3.2.2 Operational Services 3.2.2.1 Scheduling 3.2.2.2 Dispatch 3.2.2.3 Receipt 3.2.3 Branded Services 3.3 Markets 3.3.1 Government Services 3.3.2 Economic Activity 3.3.3 Industry Trends 3.4 Conclusion 4 Impacts and Responses Within Healthcare 4.1 Introduction 4.2 Stakeholders and Providers 4.3 Markets 4.4 Patient Records 4.4.1 Users of Patient Records 4.4.2 Managing Patient Records 4.4.3 Compiling Patient Records 4.4.4 Applications of Patient Records 4.5 Information Assurance 4.6 Reporting, Analytics, and Real-Time Information 4.7 Conclusion 5 Impacts and Responses Within Government 5.1 Changes in Agriculture 5.2 Procurement Policy 5.3 Education Policy 6 Impacts and Responses Within a Country 6.1 Training and Skilling 6.2 Research 6.3 Governance 6.4 People 6.5 Funding 6.6 Infrastructure 6.7 Defence 6.8 Leadership 6.9 Vested Interests 6.10 Picking Winners 7 Summary Appendix C: Courses and Modules for Knowledge Worker Service Transformation 1 Introduction 2 Master’s and Postgraduate Diplomas 2.1 Business Administration 2.2 Technology 3 Introductory Workshop 4 Implementation Workshop 5 Modules Within Semesters 6 Professional Skills Development and Strengthening 7 Wider Offerings 7.1 Small and Medium Businesses 7.2 Professional Membership Organisations 7.3 Industry Sector Organisations Glossary Index "This was a must read for me because I can share the expertise with my customers to help their businesses and mine."--Andy Lyman, CEO AllpointPOS "This book provides practical learnings and insights enabling businesses to navigate the transition of knowledge workers." --Anthony Wong, Technologist and Lawyer and on the advisory boards of corporations and organisations around the world "With this book, the Boards and business leaders I work with get the proven principles and practices for managing their knowledge worker transformations." --Di Worrall, Adviser to Boards on Organisational Change "I wish I had access to this book earlier in my career! It is insightful and simplifies the management of rapid changes in technology. It is helping us make smart decisions and successfully pursue our career goals." --Varun Sharma, Millennial and Software Developer in the Global Market "This book is essential reading for all progressive CIOs. I would highly recommend this book to anyone who desires a guide to the future of business as we know it." --Murali Sagi (PSM FACS MIEAust), CIO Government Agency This book offers a hands-on approach to preparing for and managing the impact of technology on our businesses and our society. By combining strategy and leadership to influence the environment, instil behaviours, and strengthen skills, a business can become adaptive and responsive for management in an environment of uncertainty. Keith Sherringham (B. Sc. Hons. FACS) advises executive and senior leadership on the business application of ICT as well as delivering high profile business transformations. He is a noted author and speaker on the business application of ICT with thought leadership in areas including standardising the roles of knowledge workers. Bhuvan Unhelkar (BE, MDBA, MSc, PhD, FACS) is an accomplished IT professional and Professor of IT at the University of South Florida, USA. With thought leadership in Business Analysis & Requirements Modeling, S oftware Engineering, Big Data Strategies, Agile Processes, Mobile Business and Green IT, Bhuvan has published over 20 books "This was a must read for me because I can share the expertise with my customers to help their businesses and mine." —Andy Lyman, CEO AllpointPOS "This book provides practical learnings and insights enabling businesses to navigate the transition of knowledge workers." —Anthony Wong, Technologist and Lawyer and on the advisory boards of corporations and organisations around the world "With this book, the Boards and business leaders I work with get the proven principles and practices for managing their knowledge worker transformations." —Di Worrall, Adviser to Boards on Organisational Change "I wish I had access to this book earlier in my career! It is insightful and simplifies the management of rapid changes in technology. It is helping us make smart decisions and successfully pursue our career goals." —Varun Sharma, Millennial and Software Developer in the Global Market "This book is essential reading for all progressive CIOs. I would highly recommend this book to anyone who desires a guide to the future of business as we know it." —Murali Sagi (PSM FACS MIEAust), CIO Government Agency This book offers a hands-on approach to preparing for and managing the impact of technology on our businesses and our society. By combining strategy and leadership to influence the environment, instil behaviours, and strengthen skills, a business can become adaptive and responsive for management in an environment of uncertainty. Keith Sherringham (B.Sc. Hons. FACS) advises executive and senior leadership on the business application of ICT as well as delivering high profile business transformations. He is a noted author and speaker on the business application of ICT with thought leadership in areas including standardising the roles of knowledge workers. Bhuvan Unhelkar (BE, MDBA, MSc, PhD, FACS) is an accomplished IT professional and Professor of IT at the University of South Florida, USA. With thought leadership in Business Analysis & Requirements Modeling, S oftware Engineering, Big Data Strategies, Agile Processes, Mobile Business and Green IT, Bhuvan has published over 20 books