This document discusses the business of information technology (IT) and how IT organizations operate. It covers several key points:
- IT organizations must balance business demand with their own supply of services using a maturity model framework. They provide core activities like developing systems, managing data/networks, and supporting business processes.
- Building a strong business case is important for gaining approval and prioritizing IT investments. Metrics like return on investment, net present value, and payback period are used to evaluate projects.
- IT portfolio management evaluates both new and existing applications collectively to determine which provide the most business value. Investment is allocated across different asset classes like transactional, infrastructure, informational and strategic systems.
-
This document discusses strategic use of information resources. It provides examples of how Zara strategically uses information systems to gain advantages over competitors. Zara links customer demand data to manufacturing and distribution through a system that sends daily updates to headquarters. Managers then use this information to determine new designs and inventory management. The document also discusses Porter's five forces model and value chain model as ways for firms to identify how information resources can be used strategically. Firms can use information resources to influence competitive forces and activities in the value chain to improve efficiency and effectiveness.
This document discusses the strategic use of information resources from the 1960s to present day and beyond. It covers the evolution of information systems from focusing on efficiency and automation to creating value and relationships. Key points discussed include the different eras of information usage, how Zara aligns its information systems with its business strategy, and a figure showing the changing mission statements, justifications, and technologies across each era from Era I to the future Era VI.
Information management and enterprise architecturenvvrajesh
The document discusses practical enterprise information management. It describes EIM as managing data in all forms as a strategic asset. A good EIM program results in integrated, accurate and timely enterprise data through policies, frameworks, technologies and processes. These include data models, data lineage, data quality, data profiling and stewardship. The document recommends aligning EIM with enterprise architecture and developing conceptual, logical and physical data models across three layers to support the information architecture.
Trabajo desarrollado para crear un ambiente de aprendizaje apoyado con TIC para la Gestión de TI en las organizaciones. Realizado en el año 2010, en el programa de Maestría en Ingeniería, área Sistemas y Computación, Univ. de los Andes.
This document discusses a study that explored knowledge creation processes in five small Canadian software firms. The researchers conducted interviews and analyzed multiple data sources for each case. They found that knowledge creation occurred through both interaction and action processes. Interaction processes included formal meetings, informal communities, project teams, external interaction, and information technology tools. These interactions allowed for the exchange of ideas and communication that contributed to knowledge creation. Rapid prototyping was identified as the core activity driving knowledge creation through action. The researchers developed a seven-point scale to assess and compare the intensity of different knowledge creation processes across the case firms. This study provides insights into how small innovative companies generate new knowledge.
The document provides an overview of knowledge management. It defines knowledge management and discusses the differences between tacit and explicit knowledge. It outlines several key concepts in knowledge management including knowledge assets, knowledge hierarchies, and the knowledge creation process. The document also discusses implementing and maintaining knowledge management systems and compares the approaches taken in the US and China. It provides examples of knowledge management in practice at PwC and LRC and discusses factors that contribute to both the success and failure of knowledge management programs.
This document discusses strategic use of information resources. It provides examples of how Zara strategically uses information systems to gain advantages over competitors. Zara links customer demand data to manufacturing and distribution through a system that sends daily updates to headquarters. Managers then use this information to determine new designs and inventory management. The document also discusses Porter's five forces model and value chain model as ways for firms to identify how information resources can be used strategically. Firms can use information resources to influence competitive forces and activities in the value chain to improve efficiency and effectiveness.
This document discusses the strategic use of information resources from the 1960s to present day and beyond. It covers the evolution of information systems from focusing on efficiency and automation to creating value and relationships. Key points discussed include the different eras of information usage, how Zara aligns its information systems with its business strategy, and a figure showing the changing mission statements, justifications, and technologies across each era from Era I to the future Era VI.
Information management and enterprise architecturenvvrajesh
The document discusses practical enterprise information management. It describes EIM as managing data in all forms as a strategic asset. A good EIM program results in integrated, accurate and timely enterprise data through policies, frameworks, technologies and processes. These include data models, data lineage, data quality, data profiling and stewardship. The document recommends aligning EIM with enterprise architecture and developing conceptual, logical and physical data models across three layers to support the information architecture.
Trabajo desarrollado para crear un ambiente de aprendizaje apoyado con TIC para la Gestión de TI en las organizaciones. Realizado en el año 2010, en el programa de Maestría en Ingeniería, área Sistemas y Computación, Univ. de los Andes.
This document discusses a study that explored knowledge creation processes in five small Canadian software firms. The researchers conducted interviews and analyzed multiple data sources for each case. They found that knowledge creation occurred through both interaction and action processes. Interaction processes included formal meetings, informal communities, project teams, external interaction, and information technology tools. These interactions allowed for the exchange of ideas and communication that contributed to knowledge creation. Rapid prototyping was identified as the core activity driving knowledge creation through action. The researchers developed a seven-point scale to assess and compare the intensity of different knowledge creation processes across the case firms. This study provides insights into how small innovative companies generate new knowledge.
The document provides an overview of knowledge management. It defines knowledge management and discusses the differences between tacit and explicit knowledge. It outlines several key concepts in knowledge management including knowledge assets, knowledge hierarchies, and the knowledge creation process. The document also discusses implementing and maintaining knowledge management systems and compares the approaches taken in the US and China. It provides examples of knowledge management in practice at PwC and LRC and discusses factors that contribute to both the success and failure of knowledge management programs.
Business innovation and transformation with ITLeon Dohmen
As a cure for the poor results of business innovation in which IT plays an important role, this article presents IBAFrame. IBAFrame stands for the IT Benefits Accelerator Framework. IBAFrame ensures, if applied properly, that innovations in which IT plays an important role, will have better results and an improved use of the IT possibilities. IBAFrame combines knowledge and insights from the professional fields project management, change management and IT auditing.
This document discusses business intelligence and how companies can turn large amounts of raw data into useful information to guide decision making. It provides several examples of companies using business intelligence tools and services to analyze purchasing data, spending trends, and customer information. Experts note that while collecting and storing large volumes of data is now possible, making sense of it remains a major challenge. Effective business intelligence requires cleaning, organizing, and integrating data from various sources into a centralized repository to facilitate reporting and analysis.
The document discusses the informational needs of organizations in an information society. It describes how organizations must adapt to constant innovation, global competition, and a highly dynamic information environment. It also discusses how organizations can use information systems to facilitate knowledge work, continuous innovation, internal renewal, and protection from information overload through targeted information acquisition and filtering.
The document discusses how IT organizations are changing and the factors affecting them. It covers trends like increased use of cloud computing, virtualization, mobility and social networking. Organization structures are shifting from centralized to more decentralized models. Future workforce demographics will be more global and virtual. The role of the CIO is emerging as a business leader who provides strategic vision while managing IT operations and costs.
This chapter discusses human resource management and its functions. It defines human resource management and describes the functions such as talent management, human resource planning, and compensation and benefits. It outlines the challenges HR managers face with an increasingly diverse workforce and global companies. It emphasizes the importance of HR managers understanding business strategies and metrics to impact organizational performance. Finally, it provides guidelines for communicating HR programs effectively.
Sanjay Mehta, CEO of MAIA Intelligence, highlights
the barriers preventing IT managers from adopting business intelligence, while delving into its innovations and capabilities.
This is an excerpts from an interview taken by N. Geetha, Executive Editor, ITNext and published in October 2011 issue by 9Dot9 Media.
This document discusses ICT-enabled organisations and a model for change management. Some key points:
1. Many planned change interventions in the 1990s using approaches like BPR and ERP failed to achieve objectives or realize benefits, incurring high costs. This was often due to a linear view of change that ignored the emergent nature of change.
2. Interviews with consultants found that client ignorance of IT, vendor indifference to client needs, and consultants focusing on technical skills rather than strategic understanding contributed to IT project failures.
3. Two case studies showed how ICT could enable successful change: a bank used BPR and a web strategy to enter new markets profitably, though later struggled; an
The document discusses management information systems and their role in organizations. It defines key concepts like data, information, and information systems. It explains that MIS aims to support decision-making at different management levels by providing the right type of information. The functions of MIS include data capturing, processing, storage and dissemination. MIS must be tailored to an organization's structure, with different reporting structures for line, functional and divisional setups. Finally, the document outlines the positive and negative impacts of information systems on organizations.
Will They Blend? - Agile, TOGAF and Enterprise ArchitectureITpreneurs
Do you offer TOGAF / EA / Agile training or consulting?
Is TOGAF really the best approach for enterprise architecture? Danny Greefhorst will provide insight into these questions by showing how agile, enterprise architecture and TOGAF relate and overlap.
Content by Danny Greefhorst
What's covered:
- The TOGAF Approach to EA
- Do Agile, EA and TOGAF Relate?
- Do Agile, EA and TOGAF Overlap?
- When to Use Which Framework
- How to Generate More Business by using Agile, EA and TOGAF
This document summarizes the first chapter of a textbook on achieving business success. The chapter introduces key concepts of information technology (IT) and management information systems (MIS) and how they impact business operations. It explains how IT has allowed business functions and departments to work more collaboratively by facilitating the flow of data, information, and business intelligence. The chapter also explores different types of IT resources and information cultures within organizations.
As organizations struggle to meet the demands of the global marketplace, a business intelligence competency center can provide the business with trustworthy, timely and actionable information.
The document discusses the Management Information System (MIS) program at Amity School of Business. It provides details about the MIS curriculum, which covers topics like organizations, information technology infrastructure, and key systems applications. It also defines MIS, describes its objectives to provide information for management decision making and control, and lists common systems that support an effective MIS, such as on-demand output and expert systems.
2-pager leaflet How well do understand your clients environment - PhD proposa...Ir. Jos Geskus EMITA
This document summarizes Jos Geskus' PhD proposal on applying principles of Enterprise Engineering to auditing. It discusses how understanding clients as complex social systems is key for auditors. Technological advances like cloud computing increase complexity, requiring methods to reduce complexity and identify significant parts. Enterprise Engineering uses Enterprise Ontology, Architecture, and Governance as pillars. The proposal aims to develop tools using Enterprise Ontology to better understand clients' enterprises and improve audit quality.
Five key trends will redefine human capital: globalization, demographics, need for integration, intensifying compliance burdens, and attracting/retaining talent. Managing talent has become a top priority for businesses as it can impact revenue, turnover, and ability to hire top performers. ADP is positioned to help companies address these trends through its integrated cloud-based human capital management suite, which can help lower costs while improving HR service delivery and employee satisfaction.
The document discusses challenges with Database Administrator (DBA) staffing and costs. It describes the wide range of tasks DBAs must perform, from routine operational tasks to complex strategic work. However, most organizations spend too much on high-cost DBAs performing simpler tasks and not enough on proactive strategic work. This leads to underutilization of expensive full-time DBAs, risk of outages from lack of prevention, and inability to optimize databases. An optimal solution would match task complexity with appropriate skill levels and costs, but this is difficult to achieve with traditional DBA models.
Financial Management For It Services BrochureAshley Rowe
This two-day conference in Orlando, Florida will address challenges in cost containment, IT chargeback models, procurement, and asset management. Industry leaders will share strategies for evaluating total spend, activity-based cost modeling, forecasting billing based on consumption, and optimizing spending decisions. Attendees can benchmark against other professionals and access resources on virtualization approaches and emerging trends.
The document discusses the importance of planning for business/IT strategies and change management. It provides examples of companies' planning processes, including using ROI calculations and aligning IT projects with business objectives. Effective planning involves evaluating internal/external environments, building shared visions and goals, and determining actions. Implementation requires managing changes to processes, structures and jobs. Change management tactics like user involvement and communication can reduce resistance and increase acceptance of changes.
One of the most daunting challenges organizations face in making decisions on what technology is needed to fully enable the business to achieve its strategy and objectives. The key is ALIGNMENT.
Notes for Mental health business architectureDonna Kelly
Comprehensive and explanatory notes pages to accompany presentation. Top layer in the Redwing Architecture. Part of our business intelligence and hospital performance series.
Enterprise Information Management Strategy - a proven approachSam Thomsett
Access a proven approach to Enterprise Information Management Strategy - providing a framework for Digital Transformation - by a leader in Information Management Consulting - Entity Group
Business innovation and transformation with ITLeon Dohmen
As a cure for the poor results of business innovation in which IT plays an important role, this article presents IBAFrame. IBAFrame stands for the IT Benefits Accelerator Framework. IBAFrame ensures, if applied properly, that innovations in which IT plays an important role, will have better results and an improved use of the IT possibilities. IBAFrame combines knowledge and insights from the professional fields project management, change management and IT auditing.
This document discusses business intelligence and how companies can turn large amounts of raw data into useful information to guide decision making. It provides several examples of companies using business intelligence tools and services to analyze purchasing data, spending trends, and customer information. Experts note that while collecting and storing large volumes of data is now possible, making sense of it remains a major challenge. Effective business intelligence requires cleaning, organizing, and integrating data from various sources into a centralized repository to facilitate reporting and analysis.
The document discusses the informational needs of organizations in an information society. It describes how organizations must adapt to constant innovation, global competition, and a highly dynamic information environment. It also discusses how organizations can use information systems to facilitate knowledge work, continuous innovation, internal renewal, and protection from information overload through targeted information acquisition and filtering.
The document discusses how IT organizations are changing and the factors affecting them. It covers trends like increased use of cloud computing, virtualization, mobility and social networking. Organization structures are shifting from centralized to more decentralized models. Future workforce demographics will be more global and virtual. The role of the CIO is emerging as a business leader who provides strategic vision while managing IT operations and costs.
This chapter discusses human resource management and its functions. It defines human resource management and describes the functions such as talent management, human resource planning, and compensation and benefits. It outlines the challenges HR managers face with an increasingly diverse workforce and global companies. It emphasizes the importance of HR managers understanding business strategies and metrics to impact organizational performance. Finally, it provides guidelines for communicating HR programs effectively.
Sanjay Mehta, CEO of MAIA Intelligence, highlights
the barriers preventing IT managers from adopting business intelligence, while delving into its innovations and capabilities.
This is an excerpts from an interview taken by N. Geetha, Executive Editor, ITNext and published in October 2011 issue by 9Dot9 Media.
This document discusses ICT-enabled organisations and a model for change management. Some key points:
1. Many planned change interventions in the 1990s using approaches like BPR and ERP failed to achieve objectives or realize benefits, incurring high costs. This was often due to a linear view of change that ignored the emergent nature of change.
2. Interviews with consultants found that client ignorance of IT, vendor indifference to client needs, and consultants focusing on technical skills rather than strategic understanding contributed to IT project failures.
3. Two case studies showed how ICT could enable successful change: a bank used BPR and a web strategy to enter new markets profitably, though later struggled; an
The document discusses management information systems and their role in organizations. It defines key concepts like data, information, and information systems. It explains that MIS aims to support decision-making at different management levels by providing the right type of information. The functions of MIS include data capturing, processing, storage and dissemination. MIS must be tailored to an organization's structure, with different reporting structures for line, functional and divisional setups. Finally, the document outlines the positive and negative impacts of information systems on organizations.
Will They Blend? - Agile, TOGAF and Enterprise ArchitectureITpreneurs
Do you offer TOGAF / EA / Agile training or consulting?
Is TOGAF really the best approach for enterprise architecture? Danny Greefhorst will provide insight into these questions by showing how agile, enterprise architecture and TOGAF relate and overlap.
Content by Danny Greefhorst
What's covered:
- The TOGAF Approach to EA
- Do Agile, EA and TOGAF Relate?
- Do Agile, EA and TOGAF Overlap?
- When to Use Which Framework
- How to Generate More Business by using Agile, EA and TOGAF
This document summarizes the first chapter of a textbook on achieving business success. The chapter introduces key concepts of information technology (IT) and management information systems (MIS) and how they impact business operations. It explains how IT has allowed business functions and departments to work more collaboratively by facilitating the flow of data, information, and business intelligence. The chapter also explores different types of IT resources and information cultures within organizations.
As organizations struggle to meet the demands of the global marketplace, a business intelligence competency center can provide the business with trustworthy, timely and actionable information.
The document discusses the Management Information System (MIS) program at Amity School of Business. It provides details about the MIS curriculum, which covers topics like organizations, information technology infrastructure, and key systems applications. It also defines MIS, describes its objectives to provide information for management decision making and control, and lists common systems that support an effective MIS, such as on-demand output and expert systems.
2-pager leaflet How well do understand your clients environment - PhD proposa...Ir. Jos Geskus EMITA
This document summarizes Jos Geskus' PhD proposal on applying principles of Enterprise Engineering to auditing. It discusses how understanding clients as complex social systems is key for auditors. Technological advances like cloud computing increase complexity, requiring methods to reduce complexity and identify significant parts. Enterprise Engineering uses Enterprise Ontology, Architecture, and Governance as pillars. The proposal aims to develop tools using Enterprise Ontology to better understand clients' enterprises and improve audit quality.
Five key trends will redefine human capital: globalization, demographics, need for integration, intensifying compliance burdens, and attracting/retaining talent. Managing talent has become a top priority for businesses as it can impact revenue, turnover, and ability to hire top performers. ADP is positioned to help companies address these trends through its integrated cloud-based human capital management suite, which can help lower costs while improving HR service delivery and employee satisfaction.
The document discusses challenges with Database Administrator (DBA) staffing and costs. It describes the wide range of tasks DBAs must perform, from routine operational tasks to complex strategic work. However, most organizations spend too much on high-cost DBAs performing simpler tasks and not enough on proactive strategic work. This leads to underutilization of expensive full-time DBAs, risk of outages from lack of prevention, and inability to optimize databases. An optimal solution would match task complexity with appropriate skill levels and costs, but this is difficult to achieve with traditional DBA models.
Financial Management For It Services BrochureAshley Rowe
This two-day conference in Orlando, Florida will address challenges in cost containment, IT chargeback models, procurement, and asset management. Industry leaders will share strategies for evaluating total spend, activity-based cost modeling, forecasting billing based on consumption, and optimizing spending decisions. Attendees can benchmark against other professionals and access resources on virtualization approaches and emerging trends.
The document discusses the importance of planning for business/IT strategies and change management. It provides examples of companies' planning processes, including using ROI calculations and aligning IT projects with business objectives. Effective planning involves evaluating internal/external environments, building shared visions and goals, and determining actions. Implementation requires managing changes to processes, structures and jobs. Change management tactics like user involvement and communication can reduce resistance and increase acceptance of changes.
One of the most daunting challenges organizations face in making decisions on what technology is needed to fully enable the business to achieve its strategy and objectives. The key is ALIGNMENT.
Notes for Mental health business architectureDonna Kelly
Comprehensive and explanatory notes pages to accompany presentation. Top layer in the Redwing Architecture. Part of our business intelligence and hospital performance series.
Enterprise Information Management Strategy - a proven approachSam Thomsett
Access a proven approach to Enterprise Information Management Strategy - providing a framework for Digital Transformation - by a leader in Information Management Consulting - Entity Group
CHAPTER 10
INFORMATION GOVERNANCE
Information Governance and Information
Technology Functions
ITS 833
Dr. Mia Simmons
Chapter Overview
■ This chapter will cover pages 189-206 in
your book.
■ This chapter discusses how Information
Technology (IT) aligns directly with the
success of Information Governance.
2
What is Information Technology?
■ Information technology (IT) is a core function impacted by
information governance (IG) efforts.
– The IT side, shared responsibility for IG means the IT
department itself must take a closer look at IT processes
and activities with an eye to IG.
– A focus on improving IT efficiency, software development
processes, and data quality will help contribute to the
overall IG program effort
3
CIO & IT Leaders Key Focus Areas
■ Four IG areas for successful delivery of IG efforts:
1. Don’t focus on technology, focus on business impact
■ IT needs to become more business savvy, more businesslike, more
focused on delivering business benefits that can help the organization
to meet its business goals and achieve its business objectives.
2. Customize your IG approach for your specific business, folding in
any industry-specific best practices possible.
■ there are components that are common to all industries, but tailoring
your approach to your organization is the only way to deliver real
business value and results
3. Make the business case for IG by tying it to business objectives
■ The business case must be presented in order to gain executive
sponsorship, which is an essential component of any IG effort.
4. Standardize use of business terms
■ IG requires a cross-functional effort, so you must be speaking the
same language, which means the business terms you use in your
organization must be standardize
4
Data
Governance
■ Data is big, data is growing, data is
valuable, and the insights that can be
gained by analyzing clean, reliable data
with the latest analytic tools are a sort of
new currency.
■ focuses on information quality from the
ground up (at the lowest or root level), so
that subsequent reports, analyses and
conclusions are based on clean, reliable,
trusted data (or records) in database
tables
■ Data governance is a newer, hybrid
quality control discipline that includes
elements of data quality, data
management, IG policy development,
business process improvement, and
compliance and risk management.
■ Data governance with real-time analytics
and business intelligence (BI) software
not only can yield insights into significant
and emerging trends but also can provide
solid information for decision makers to
use in times of crisis—or opportunity.
5
Steps to Governing Data
Effectively
1. Recruit a strong executive sponsor.
2. Assess your current state
3. Set the ideal state vision and strategy.
4. Compute the value of your data.
5. Asses Risk
6. Implement a going-forward strategy
7. Assign accountabili.
CHAPTER 10
INFORMATION GOVERNANCE
Information Governance and Information
Technology Functions
ITS 833
Dr. Mia Simmons
Chapter Overview
■ This chapter will cover pages 189-206 in
your book.
■ This chapter discusses how Information
Technology (IT) aligns directly with the
success of Information Governance.
2
What is Information Technology?
■ Information technology (IT) is a core function impacted by
information governance (IG) efforts.
– The IT side, shared responsibility for IG means the IT
department itself must take a closer look at IT processes
and activities with an eye to IG.
– A focus on improving IT efficiency, software development
processes, and data quality will help contribute to the
overall IG program effort
3
CIO & IT Leaders Key Focus Areas
■ Four IG areas for successful delivery of IG efforts:
1. Don’t focus on technology, focus on business impact
■ IT needs to become more business savvy, more businesslike, more
focused on delivering business benefits that can help the organization
to meet its business goals and achieve its business objectives.
2. Customize your IG approach for your specific business, folding in
any industry-specific best practices possible.
■ there are components that are common to all industries, but tailoring
your approach to your organization is the only way to deliver real
business value and results
3. Make the business case for IG by tying it to business objectives
■ The business case must be presented in order to gain executive
sponsorship, which is an essential component of any IG effort.
4. Standardize use of business terms
■ IG requires a cross-functional effort, so you must be speaking the
same language, which means the business terms you use in your
organization must be standardize
4
Data
Governance
■ Data is big, data is growing, data is
valuable, and the insights that can be
gained by analyzing clean, reliable data
with the latest analytic tools are a sort of
new currency.
■ focuses on information quality from the
ground up (at the lowest or root level), so
that subsequent reports, analyses and
conclusions are based on clean, reliable,
trusted data (or records) in database
tables
■ Data governance is a newer, hybrid
quality control discipline that includes
elements of data quality, data
management, IG policy development,
business process improvement, and
compliance and risk management.
■ Data governance with real-time analytics
and business intelligence (BI) software
not only can yield insights into significant
and emerging trends but also can provide
solid information for decision makers to
use in times of crisis—or opportunity.
5
Steps to Governing Data
Effectively
1. Recruit a strong executive sponsor.
2. Assess your current state
3. Set the ideal state vision and strategy.
4. Compute the value of your data.
5. Asses Risk
6. Implement a going-forward strategy
7. Assign accountabili ...
This document discusses how businesses often approach major IT initiatives in a way that is not business-focused or tied to clear business objectives. It outlines common concerns executives have with IT spending, such as unclear returns on investment and projects not delivering expected results. The document proposes that businesses need an objective, performance-based methodology for developing an IT strategy, making investment decisions, and executing initiatives in a way that relates directly to organizational metrics. It describes resources available to help businesses quickly develop a business-focused approach to critical IT issues.
Elliot Delgado has over 15 years of experience in financial services and asset management industries including 5 years as an equity research analyst covering sectors like basic materials and healthcare. He currently works as an adjunct professor teaching finance, accounting, and statistics courses. Delgado has expertise in areas like financial analysis, data analysis, equity research, project management, and various computer skills. He holds an MBA in Finance and is pursuing a Doctorate in Capital Markets and Financial Management.
Cinco consejos de los expertos Cutter (Cuitláhuac Osorio)Software Guru
Cuitláhuac Osorio forma parte del consorcio Cutter donde nos habla de cómo hacer que las TI importen y que funcionen.
Además, nos comparte 5 consejos de los expertos.
Building a useful target architecture - Myth or reality2Regine Deleu
The document discusses the value of developing a target enterprise architecture and how to do so successfully. It emphasizes the importance of having an "enterprise" mindset that is willing to take risks and invest in innovations. Key tools for informing decisions about transformation include a business capability model, investment portfolio, and enterprise architecture with aligned strategies, standards, and perspectives. The architecture should be based on key events and guide the organization flexibly towards its goals.
Acquity Group is a business process and technology consulting firm. We are and end to end provider of strategy, process and technology solutions. This deck highlights our key competencies around IT Strategy, IT Governance & IT Operations
This document discusses key information resources including data, application software, technology, information specialists, users, and facilities. It describes the role of the Chief Information Officer (CIO) in managing information resources, their responsibilities, priorities, and required competencies. The document also covers strategic planning for information systems, aligning IS strategy with organizational strategy, and issues around end-user computing.
This document provides an overview of COBIT 5, a framework for the governance and management of enterprise IT. COBIT 5 helps enterprises create optimal value from IT by balancing benefits realization with risk optimization and resource use. The framework is designed to be a single integrated governance framework that covers the entire enterprise from end to end. It separates governance, which evaluates options and sets direction, from management, which implements activities. COBIT 5 aims to help enterprises maintain high quality information, generate value from IT, achieve operational excellence, manage IT risks, optimize costs, and ensure compliance.
This document outlines a proposed engagement framework between Taurus Global and a client to develop an IT strategy and roadmap for the client's healthcare organization. It involves a multi-phase approach including:
1) Defining business goals and IT requirements through workshops with stakeholders.
2) Developing a customized application portfolio and high-level IT roadmap aligned to the business goals.
3) Providing recommendations for an IT governance model, sourcing strategies, and setting up a PMO to oversee execution.
The goal is to establish a flexible, dynamic IT strategy that maximizes value for the healthcare organization and enables clinical transformation through digital technology.
17 Must-Do's to Create a Product-Centric IT OrganizationCognizant
This document discusses transforming an IT organization into a product-centric model. It provides 17 "plays" or steps to take including establishing a CXO steering committee, identifying key business capabilities and mapping them to product lines, strengthening the business-IT partnership, defining new product-centric roles, aligning the IT organizational structure around products rather than projects, starting enablement programs to build a product-centric culture, and establishing communities of practice. The goal is to align the people, processes, and platforms dimensions around a product mindset and ways of working like Agile and DevOps to better deliver customer value and business outcomes.
Business Education pack strategy on a pageAndy Parkins
Defining a simple and effective strategy to drive business value is critical for any organization. Being able to deliver this product on a single page that has the finger prints of your key stakeholders all over it is easier done than said
The document discusses 8 essential methods for effective IT leadership. The first method is to create effective teams by attracting and cultivating talent through recruitment agencies, getting involved in the hiring process, crafting compelling job postings, and hiring interns. The second method is to design an IT strategy by identifying areas for improvement, evaluating current strategies, developing a roadmap aligned with business goals, and budgeting and setting timelines. The third method discusses building and managing relationships with employees, business partners, and customers to deliver results.
The document discusses 8 essential leadership methods for effective IT leadership. The first method is to create effective teams by attracting and retaining talent, considering challenges like competition for skills and skills shortages. The second method is to design an IT strategy that aligns with business goals and considers technical skills and constraints. The third method is to build and manage relationships by networking within and outside the organization. The fourth method is to manage IT risks through continuous monitoring and assessment of risks like security threats. The fifth method is to communicate effectively with different audiences by understanding their needs and using clear language.
Ilta 2005 successful technology begins outside the computer room by dave cu...David Cunningham
The document discusses 10 drivers of successful IT in law firms, including leadership, understanding the business environment, creating a vision, managing expectations, governance, aligning business and IT strategies, and building the right IT organization. It emphasizes translating business goals into measurable IT initiatives and priorities through a governance process involving senior business and IT stakeholders. Overall strategies are compiled into an IT portfolio that balances initiatives and resources according to their business impact.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
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Chapter7 ppt part1
1. Managing and Using Information Systems:
A Strategic Approach – Fifth Edition
The Business Of IT
Keri Pearlson & Carol Saunders
PowerPoint® Files by Michelle M. Ramim
Huizenga School of Business and Entrepreneurship
Nova Southeastern University
2. PearlsonandSaunders–5thEd.–Chapter7
7-2
Learning Objectives
• Understand the business of IT and the customers it serves.
• Describe a maturity model.
• Understand the balancing act between IS supply and business demand.
• Describe key IT organization activities, and how the leadership within
the IT organization ensures that the various activities are conducted
efficiently and effectively.
• List the business processes within the IT department, including building
a business case, IT portfolio management, and valuing and monitoring
IT investments
• Describe funding models and total cost of ownership.
3. PearlsonandSaunders–5thEd.–Chapter7
7-3
Real World Examples
• The CIO of Avon Products Inc. relies heavily on hard-dollar metrics
like NPV, and IRR to demonstrate business value in IT investments.
• Although not the typical IT metrics they are what business
understands.
• Avon uses payback, NPV, IRR and risk analysis for every
investment.
• Business side of IT is similar to the business itself
4. PearlsonandSaunders–5thEd.–Chapter7
7-4
Organizing Respond to Business
Demand: A Maturity Model
• A misalignment between the demands on the business side and
the IT offerings on the supply side.
• IT and the business are at different levels of maturity in their
growth and development.
• Maturity Model framework is a useful tool for understanding
the differences in capabilities (figure 7.1).
• When the capabilities of the IT organization are in balance with
the demand of the business, both are at the same level.
6. PearlsonandSaunders–5thEd.–Chapter7
7-6
Understanding the IT Organization
IT organizations all provide services to their businesses at the right time,
at and in the right way .
o Based on the skills and capabilities of their people.
o Based on the organizational focus of their management.
• Firms differ in their IT activities:
o Following their organizational goals.
o The firms’ size.
o The organization structure
o The level of maturity.
7. PearlsonandSaunders–5thEd.–Chapter7
7-7
What a Manager Can Expect From
the IT Organization
A manager typically can expect some level of support in 14 core
activities: (figure 7.2.)
1. Developing and maintaining information systems.
2. Managing supplier relationships.
3. Managing data, information, and knowledge.
4. Managing Internet and network services.
5. Managing human resources.
6. Operating the data center.
7. Providing general support.
8. PearlsonandSaunders–5thEd.–Chapter7
7-8
What a Manager Can Expect From
the IT Organization - (Cont.)
8. Planning for business discontinuities.
9. Innovating current processes.
10.Establishing architecture platforms and standards.
11. Promoting enterprise security.
12.Anticipating new technologies.
13.Participating in setting and implementing strategic goals.
14.Integrating social IT.
• Activities could be found at any maturity level.
9. PearlsonandSaunders–5thEd.–Chapter7
7-9
What a Manager Can Expect From
the IT Organization - (Cont.)
• Level 1 – The functional view predominates.
o The IT organization is focused on the basic services needed to generate cost
savings
o Provide operational information needed.
• Level 2 - make the business effective.
o The IT organization adopts a process view to provide services of an integrated
nature across the organization.
o Information delivered by IS support managerial decision making.
o Enables business partnerships.
• Level 3 - focus on innovation.
o Provide support for strategic initiatives.
o Help spur innovation.
10. PearlsonandSaunders–5thEd.–Chapter7
7-10
Activities in the IT Organization
• The scope of activities in the IT organization is expanding.
o Integrating the use social IT into the business of activities in the IT
organization is expanding (i.e. wikis, forums, and social networks).
o Encouraging new forms of collaboration.
o Creating new processes to accomplish the firm’s goals.
• Managing the sourcing relationships
o Identifying and working with vendors who provide services.
o More traditional activities have been outsourced to vendors for decade.
Data center operations, network management, and system development
and maintenance (including application design, development, and
maintenance).
o Outsourcing process management (alternatively called business process
outsourcing).
13. PearlsonandSaunders–5thEd.–Chapter7
7-13
Managing IT Activities Globally
• Large global IT organizations perform many of the same
activities listed here.
• They typically face many of the same organizational issues as any
other global department.
o Employees are in different time zones.
o Speak different languages.
o Different customs and holidays.
o Come from different cultures.
• Figure 7.3 summarizes how a global IT perspective affects six
information management issues.
15. PearlsonandSaunders–5thEd.–Chapter7
7-15
What the IT Organization
Does Not Do
• The IT organization does not directly do other core business
functions (i.e. selling, manufacturing, and accounting).
• Managers’ lack of involvement in the design of that system, turns
over control of their business operations.
• The IT organization does not typically design business processes.
• Partnerships between the general managers and IT professionals are
important.
• The IT organization does not set business strategy.
16. PearlsonandSaunders–5thEd.–Chapter7
7-16
Chief Information Officer (CIO)
• The senior-most executive in the enterprise (figure 7.4).
o Responsible for technology vision.
o Leadership for designing, developing, implementing.
o Managing IT initiatives for the enterprise to operate effectively in a constantly
changing and intensely competitive marketplace.
• Works with the executive team in strategy formulation processes.
• A business technology strategist, or the strategic business leader.
• Uses technology as the core tool in creating competitive advantage
and aligning business and IT strategies.
• In the early days, the CIO was predominantly responsible for controlling
costs, and reported to the CFO.
18. PearlsonandSaunders–5thEd.–Chapter7
7-18
Building a Business Case
• The IT organization is often charged with providing solutions.
• Gain support and a “go-ahead” decision on an IT investment.
• A business case is similar to a legal case.
• A business case is a structured document that lays out all the relevant
information needed to make a go/no-go decision (figure 7.5).
• a way to establish priorities for investing in different projects.
• Identify how IT and the business can deliver new benefits.
• Gain commitment from business managers.
• Create a basis for monitoring the investment.
• Daniel, and Peppard have suggested framework for identifying and
describing both financial and nonfinancial benefits (figure 7.6).
• Figure 7.7 contains a sample of the cost-risk-benefit analysis.
19. PearlsonandSaunders–5thEd.–Chapter7
4-19
Figure 7.5 Components of a business case.
Section or
Component
Description
Executive Summary One or two page description of the overall business case document.
Overview and
Introduction
Includes a brief business background, the current business situation, a clear statement of the
business problem or opportunity and a recommended solution at a high level
Assumptions and
Rationale
Includes issues driving the proposal (could be operational, human resource, environmental,
competitive, industry or market trends, financial or otherwise),
Program Summary Includes high level and then detailed description of the project, well-defined scope, objectives,
contacts, resource plan, key metrics (financial and otherwise), implementation plan (high level
discussion and potential impacts) and key components to make this a success.
Financial Discussion
and Analysis
Starts with financial summary. Then includes details such as projected costs/revenues/benefits,
financial metrics, financial model, cash flow statement, and assumptions that went into creating
financial statements. Total Cost of Ownership (TCO) calculations analysis would go in this
section.
Benefits and Business
Impacts
Starts with business impacts summary. Then includes details on all non-financial outcomes
such as new business, transformation, innovations, competitive responses, organizational,
supply chain, and human resource impacts.
Schedule and
Milestones
Outlines the entire schedule for the project, highlights milestones and details expected metrics
at each stage (what makes the go/no-go decision at each stage). If appropriate, this section can
also include a marketing plan and schedule (sometimes this is a separate section).
Risk and Contingency
Analysis
Includes details on risks, risk analysis and contingencies to manage those risks. Includes
sensitivity analysis on the scenario(s) proposed and contingencies to manage anticipated
consequences. Includes interdependencies and impact they will have on potential outcomes.
Conclusion and
Recommendation
Reiterates primary recommendation and draws any necessary conclusions
Appendicies Can include any back up materials that were not directly included in the body of the document
such as detailed financial investment analysis, marketing materials, competitors literature,
23. PearlsonandSaunders–5thEd.–Chapter7
7-23
IT Portfolio Management
• IT portfolio management refers to “evaluating new and existing
applications collectively on an ongoing basis to determine which
applications provide value to the business in order to support
decisions to replace, retire, or further invest in applications across
the enterprise.”
• Continually deciding on the right mix of investments from funding,
management, and staffing perspectives.
• The goal is for the company to fund, and invest in the most valuable
initiatives that, taken together as a whole, generate maximum
benefits to the business.
24. PearlsonandSaunders–5thEd.–Chapter7
7-24
Asset Classes of IT Investments
• Professor Peter Weill and colleagues at MIT’s Center for Information
Systems Research (CISR) describe four asset classes of IT investments :
1. Transactional Systems
o Systems that streamline or cut costs.
2. Infrastructure Systems
o Shared IT services used for multiple applications such as servers, networks,
databases, or laptops.
3. Informational Systems
o Systems that provide information used to control, manage, communicate,
analyze, or collaborate
4. Strategic Systems
o Systems used to gain competitive advantage in the marketplace
25. PearlsonandSaunders–5thEd.–Chapter7
7-25
Portfolio Management Perspective
• New systems are evaluated on their own merits as well as their overall
impact on the portfolio.
• Systems can’t standalone.
o Evaluated based on their ability to meet business demand as part of an
integrated web of applications.
• Figure 7.8 summarizes a typical IT portfolio.
• Weill’s study found that the average firm allocates 46% of its total IT
investment each year to infrastructure, and only 25% of its total IT
investment in transactional systems.
• Different industries allocate their IT resources differently.
• Managers use a portfolio view of IT investments to manage IT resources.
o Shows where money is being spent for IT.
27. PearlsonandSaunders–5thEd.–Chapter7
7-27
Business Strategies for IT Portfolio
• Decision makers use the portfolio to analyze risk.
o Assess fit with business strategy.
o Identify opportunities for reducing IT spending.
• Portfolio management helps prioritize IT investments across multiple
decision criteria.
o Value to the business, urgency, and financial return.
• The IT portfolio must be aligned with the business strategy.
• Weill’s work suggests that a different balance between IT investments is
needed for a cost-focused strategy compared to an agility-focused
strategy
• Figure 7.9 summarizes the different business strategies.
29. PearlsonandSaunders–5thEd.–Chapter7
7-29
Valuing IT Investments
• New IT investments are often justified in terms of monetary costs and
benefits.
• Soft benefits, such as the ability to make future decisions, make it
difficult to measure the payback of IT investment.
o The systems are complex, and calculating the costs is an art, not a science.
o Calculating a payback period may be more complex than other types of capital
investments.
o Many times the payback cannot be calculated because the investment is a necessity
rather than a choice, without any tangible payback.
• IT managers need to learn to express benefits in a business-like manner such as
ROI or increased customer satisfaction.
• Figure 7.10 shows the valuation methods used.
30. PearlsonandSaunders–5thEd.–Chapter7
4-30
Figure 7.10 Valuation methods.
Valuation Method Description
Return on Investment (ROI) ROI= (Estimated lifetime benefits- Estimated lifetime costs)/Estimated
lifetime costs
Net Present Value (NPV) Calculated by discounting the costs and benefits for each year of system’s
lifetime using present value
Economic Value Added (EVA) EVA = net operating profit after taxes
Payback Analysis Time that will lapse before accrued benefits overtake accrued and continuing
costs
Internal Rate of Return (IRR) Return that the IT investment is compared to the corporate policy on rate of
return
Weighted Scoring Methods Costs and revenues/savings are weighted based on their strategic
importance, etc
Prototyping A scaled-down version of a system is tested for its costs and benefits
Game Theory or Role-playing These approaches may surface behavioral changes or new tasks attributable
to a new system
Simulation A model is used to test the impact of a new system or series of tasks; low-cost
method
31. PearlsonandSaunders–5thEd.–Chapter7
7-31
Management Approach to Valuing
IT Investments
• Despite the difficulty, the task of evaluating IT investments is necessary.
• Knowing which approaches to use and when to use them are important first
steps.
• Managers should choose based on the attributes of the project.
• Return on investment (ROI) or payback analysis can be used
when detailed analysis is not required
o A project is short-lived.
o The costs and benefits are clear.
• When the project lasts long enough that the time value of money becomes a
factor, net present value (NPV) and economic value added (EVA) are better
approaches.
o EVA is particularly appropriate for capital intensive projects.
Editor's Notes
Duplicate this slide as necessary if there is more than one issue.
This and related slides can be moved to the appendix or hidden if necessary.
The IS organization has to consider what services and products it needs to deliver to the other departments in the organization and how it can fund and effectively deliver those offerings.
Responding to the demands of business requires that the IT department organize to supply the services and products that are needed.
This model differentiates between the supply of IT (the capabilities) and the demand for IT (what the business wants).
Managers must learn what to expect from the IT organization so they can plan and implement business strategy accordingly.
Managers must learn what to expect from the IT organization so they can plan and implement business strategy accordingly.
Managers of core business functions inadvertently delegate key operational decisions to the IT organization.
The CIO is an executive who manages IT resources to implement enterprise strategy.
Many organizations recognize that certain strategic areas of the IT organization require more focused guidance. This recognition led to the creation of new positions.
In building the business case it is particularly important to describe the benefits to be gained with the acceptance of the project being sold in the business case.
Note that in this example, costs were described in terms of six categories: purchases, implementation technical
consultants, development, infrastructure, business change, and training costs. Risks were categorized as financial risks, technical risks, and organizational risks.
A company with a cost focused strategy would seek an IT portfolio that helps lower costs as the primary business
Objective.
Monetary costs and benefits are important but not the only considerations in making IT investments.
IT managers, like the business managers who propose IT projects, are expected understand, and even try to calculate, the true return on these projects.