Why IT Governance is a powerful business tool. Evaluating the potential for value creation –
the Governance Scorecard. Using the Scorecard to improve IT integration.
A new dual-model approach to IT management is proposed that separates IT functions into "Factory IT" and "Enabling IT". Factory IT aims to drive efficiency and reduce costs through standardization, lean techniques, and automation. Enabling IT focuses on supporting innovation through rapid experimentation, close business collaboration, and enabling new technologies like data analytics and Web 2.0 tools. The document discusses how each model operates and the organizational changes needed to effectively implement this new dual-model approach to IT leadership and governance.
This independent survey was commissioned by
Savvis and conducted with 550 CIOs, IT Directors,
Heads of IT and Senior IT Managers of global large
enterprises based in the USA (200), UK (100),
Germany (100), Japan (50), Hong Kong (50) and
Singapore (50), and was completed in August
2012. The research was conducted by Vanson
Bourne, a research based technology marketing
consultancy offering clients analysis and advice
based on incisive, rigorous research into their
market environment. The research used a
combination of online fieldwork methodology and
telephone interviewing. All research carried out by
Vanson Bourne adheres to the latest MRS Code
of Conduct. Demographic detailing respondent
communities includes industry sector, country
in which the respondents were based, and size
of business.
Managing IT In A Downturn Beyond Cost Cuttinglalitranka
Targeted IT investments during an economic downturn can generate greater efficiencies and revenue increases than simple cost-cutting measures. Investments in areas like sales and pricing analytics, supply chain optimization, and customer support processes can improve operations and profitability. Companies should take an integrated view of business processes and technology to identify high-impact opportunities, such as increasing revenues without raising prices or boosting employee productivity.
Leveraging IT to create business agility: Why leading IT organisations are re...3gamma
CIOs are under pressure. Some analysts are even predicting the end of the CIO role. In the light of digitalisation and an ever-increasing need for business agility, IT is becoming an embedded part of the business. Information technology is no longer just a utility but a deeply integrated driver of products and services within most companies. An ever-changing environment means that old assumptions on how to deliver IT services need to be revisited if the IT organisation is to remain relevant.
The document discusses Business Technology Optimization (BTO) software from HP that aims to align IT with business goals while reducing costs. BTO integrates solutions across IT strategy, applications, and operations to automate and standardize processes. This helps deliver measurable business outcomes, improve predictability and accountability of IT, and demonstrate IT's value. HP claims market leadership across the IT value chain with best-in-class products in categories like project management, application security, and asset management.
The document summarizes findings from a study of over 3,000 CIOs across 71 countries and 18 industries. It identifies four distinct "CIO Mandates" that CIOs operate under based on their organization's business needs and goals. The mandates are Expand, Leverage, Transform, and Pioneer. The summary describes the typical responsibilities and focus areas for CIOs working under each mandate. It also provides examples of initiatives and priorities for CIOs depending on their assigned mandate.
SilverStorm "Credibility and Collaboration to achieve excellence in IT Govern...SilverStormSolutions
"Credibility and Collaboration to achieve excellence in IT Governance"
So how are we at SilverStorm helping CIO´s Transform IT?
For us it´s simple, Transforming IT means raising the credibility of IT to gain the collaboration of others throughout the organization.
The first step: Increase “CREDIBILITY”.
The second step: Increase “COLLABORATION”.
Without “Credibility” there can never be “Collaboration”
We are helping our customers achieve measurable benefits by combing processes, people and technology.
The document discusses IT governance, defining it as the processes and relationships that lead to reasoned decision-making in IT. It covers key topics around IT governance including the definition, principles, decisions, processes, and mechanisms. The document is presented as part of an agenda on IT governance best practices and is intended to provide an overview of the topic for attendees.
A new dual-model approach to IT management is proposed that separates IT functions into "Factory IT" and "Enabling IT". Factory IT aims to drive efficiency and reduce costs through standardization, lean techniques, and automation. Enabling IT focuses on supporting innovation through rapid experimentation, close business collaboration, and enabling new technologies like data analytics and Web 2.0 tools. The document discusses how each model operates and the organizational changes needed to effectively implement this new dual-model approach to IT leadership and governance.
This independent survey was commissioned by
Savvis and conducted with 550 CIOs, IT Directors,
Heads of IT and Senior IT Managers of global large
enterprises based in the USA (200), UK (100),
Germany (100), Japan (50), Hong Kong (50) and
Singapore (50), and was completed in August
2012. The research was conducted by Vanson
Bourne, a research based technology marketing
consultancy offering clients analysis and advice
based on incisive, rigorous research into their
market environment. The research used a
combination of online fieldwork methodology and
telephone interviewing. All research carried out by
Vanson Bourne adheres to the latest MRS Code
of Conduct. Demographic detailing respondent
communities includes industry sector, country
in which the respondents were based, and size
of business.
Managing IT In A Downturn Beyond Cost Cuttinglalitranka
Targeted IT investments during an economic downturn can generate greater efficiencies and revenue increases than simple cost-cutting measures. Investments in areas like sales and pricing analytics, supply chain optimization, and customer support processes can improve operations and profitability. Companies should take an integrated view of business processes and technology to identify high-impact opportunities, such as increasing revenues without raising prices or boosting employee productivity.
Leveraging IT to create business agility: Why leading IT organisations are re...3gamma
CIOs are under pressure. Some analysts are even predicting the end of the CIO role. In the light of digitalisation and an ever-increasing need for business agility, IT is becoming an embedded part of the business. Information technology is no longer just a utility but a deeply integrated driver of products and services within most companies. An ever-changing environment means that old assumptions on how to deliver IT services need to be revisited if the IT organisation is to remain relevant.
The document discusses Business Technology Optimization (BTO) software from HP that aims to align IT with business goals while reducing costs. BTO integrates solutions across IT strategy, applications, and operations to automate and standardize processes. This helps deliver measurable business outcomes, improve predictability and accountability of IT, and demonstrate IT's value. HP claims market leadership across the IT value chain with best-in-class products in categories like project management, application security, and asset management.
The document summarizes findings from a study of over 3,000 CIOs across 71 countries and 18 industries. It identifies four distinct "CIO Mandates" that CIOs operate under based on their organization's business needs and goals. The mandates are Expand, Leverage, Transform, and Pioneer. The summary describes the typical responsibilities and focus areas for CIOs working under each mandate. It also provides examples of initiatives and priorities for CIOs depending on their assigned mandate.
SilverStorm "Credibility and Collaboration to achieve excellence in IT Govern...SilverStormSolutions
"Credibility and Collaboration to achieve excellence in IT Governance"
So how are we at SilverStorm helping CIO´s Transform IT?
For us it´s simple, Transforming IT means raising the credibility of IT to gain the collaboration of others throughout the organization.
The first step: Increase “CREDIBILITY”.
The second step: Increase “COLLABORATION”.
Without “Credibility” there can never be “Collaboration”
We are helping our customers achieve measurable benefits by combing processes, people and technology.
The document discusses IT governance, defining it as the processes and relationships that lead to reasoned decision-making in IT. It covers key topics around IT governance including the definition, principles, decisions, processes, and mechanisms. The document is presented as part of an agenda on IT governance best practices and is intended to provide an overview of the topic for attendees.
Intellinet is a technology services provider that has been in business since 1993. They strive for customer satisfaction and loyalty by keeping their promises through honest people, quality work, a commitment to excellence, and integrity. Intellinet has approximately 100 employees across 3 offices covering the East Coast and Central regions. They help businesses maximize the value of IT through solutions that ensure continuity, lower costs, generate revenue, and enable staff. As a Microsoft Gold Partner, Intellinet has deep expertise implementing a wide range of Microsoft technologies.
Executive Overview of IT Strategy and Capability Maturity FrameworkVishal Sharma
This document provides an executive overview of the IT Capability Maturity Framework (IT-CMF). The IT-CMF is being developed by the Innovation Value Institute to help organizations improve their IT capabilities and ability to deliver business value through IT.
The IT-CMF defines four key "macro-capabilities" for managing IT: managing IT like a business, managing the IT budget, managing the IT capability, and managing IT for business value. It describes five levels of increasing maturity for each macro-capability, from initial/unmanaged to optimizing. As organizations progress through the levels, their IT function becomes more strategic and aligned with business goals.
The document outlines the mission of the Innovation Value Institute to build tools that help
This presentation was given by James Jameson, Business Unit Executive, Business Process & Decision Management, Growth Markets, at Impact 2012 in Mumbai on the 1st of June.
This document summarizes a presentation given by Kenneth L. Mullins on relating enterprise strategy to business outcomes. It discusses three important ingredients for doing so: performance management, portfolio management, and program/project management. It then provides examples and considerations for transforming an enterprise, making investment decisions, and assessing value and return on investment for government projects and initiatives.
6. The Usefulness Of Erp Systems For Effective ManagementDonovan Mulder
This document summarizes a research paper that examines the usefulness of enterprise resource planning (ERP) systems for effective management. The paper studies, through a questionnaire, the reasons why companies adopt ERP systems, the impact on management processes including implementation problems, and the benefits derived from ERP systems. The empirical evidence confirms several benefits of ERP systems for management processes but also implementation problems encountered. The results provide a basis for future research on fully exploiting the potential of ERP systems for more effective business integration.
4. it governance a compass without a map v.2.6 pink elephantaventia
The document discusses IT governance and service management. It notes that as business needs for IT services increase in complexity and rate of change, there is a growing "risk gap" between business goals and IT capabilities. Effective IT governance is needed to close this gap and ensure IT supports business objectives. The document then covers various aspects of IT governance, including defining governance and its components, governance models and frameworks, the relationship between governance and business value, and evolving IT service delivery models.
The Hidden Financial Costs Of Erp SoftwareDonovan Mulder
This document discusses how enterprise resource planning (ERP) systems can negatively impact a company's flexibility and decision-making ability. It argues that ERP software often requires companies to conform their core business processes to fit the software, rather than allowing flexibility. This rigidity increases the costs of making changes and implementing innovations. As a result, many cost-saving or efficiency-improving projects may be rejected due to the high costs of altering the ERP software. The document also notes that ERP systems were often sold with promises of future cost savings but led to unanticipated high implementation costs and disruptions for companies.
Prudent enterprises are reviewing and optimizing their IT resources and practices to maintain a
competitive edge in today's global economy. The current economic climate has accelerated the
underlying structural shifts in IT usage and delivery models, driving IT purchasing decisions to be
critically evaluated at multiple levels and CFOs to emphasize the decapitalizing of IT. It is, therefore, little wonder that the majority of organizations are looking at total cost of ownership (TCO) as one of the metrics to ascertain the impact of any IT investment on their overall financial bottomline. TCO is a measurement of the total life-cycle costs of an IT investment, including acquisition, implementation, management and retirement. This IDC Analyst Connection takes a closer look at the key parameters in establishing the appropriate financial objectives in an organization's decision-making framework. The document also explains why CIOs should stop focusing on the initial capex costs and pay greater attention to the more significant life-cycle costs to operate, manage and run a particular technology. Other indirect costs like user productivity and soft issues like ease of use are also key factors to consider when determining the TCO of operating systems.
The industrial model, an inevitability break for CIO’s?Capgemini
The document discusses how IT divisions must change their business model to an industrial model in order to meet increasing pressures around cost reduction, innovation, and speed of delivery. An industrial model aims to improve operational and economic performance of legacy IT systems while also increasing flexibility and agility to implement new technologies. Making this transition requires support from partners with experience in different models to act as a catalyst for change. The benefits of an industrial model include reducing maintenance costs of legacy systems to free up funds for innovation, improving processes for long term profitability gains, and setting up a virtuous cycle within the IT division.
IBM can provide a new dimension in computing for financial institutions. (1) Management integration, (2) Multi-platform integration, (3) Stack integration.
SMB Auto Piloting-IT In The Auto Component SectorChirantan Ghosh
This white paper discusses how IT processes can be automated for SMBs in the auto-component sector through "IT on Tap", which provides on-demand IT and process solutions in a pay-per-use model without requiring capital investment. It describes how IT on Tap can help optimize production scheduling and other processes by integrating plant data systems with analytics tools hosted remotely. TCS claims its iON solution provides this type of process automation and integration to help SMBs improve efficiency through auto-piloting their processes.
This article discusses the benefits of proactively managing software assets through software usage metering and optimization. It provides examples from the author's experience of companies implementing these processes and realizing significant cost savings from more efficient software licensing and usage. Proper software asset management allows for cost reductions of 25% or more by aligning purchases with actual usage and identifying unused licenses. It also improves user efficiency and supports regulatory compliance.
This white paper discusses how software can balance standardization and customization for businesses. It argues that software should incorporate standard best practices while also adapting to each business' unique processes. The paper proposes using configuration over customization when possible to avoid high development costs. For needs beyond configuration, it recommends either standardizing the functionality for future releases or developing custom modules through external APIs. This approach helps software remain prescriptive of good processes while adapting to business uniqueness.
The Relationship Between ITG and ITSM Lifecycles PradeepBhanot
The document discusses the relationship between IT governance and IT service management lifecycles. It notes that both areas have evolved from being operations focused to becoming more risk and value focused. A key point is that IT governance and IT service management have similar drivers of business alignment, transparency, best practices, rigor, formality, policy and compliance. The document advocates taking a holistic view and creating a unified service model to bring more transparency and value to both IT and the business.
Small and Medium Businesses feel the desperate need for adopting IT, yet no single vendor solution seems to serve their plight. Does this call for an entirely different service model?...
The government has published a cloud computing strategy that outlines the kinds of cloud services that could be offered and how a government cloud platform might work. The strategy recommends limited use of private cloud, use of public cloud subject to criteria, and use of community cloud where public cloud is not suitable. However, the strategy is missing some key details like a cloud store, readiness criteria, a framework for public vs community cloud assessment, and details on service provisioning and data management.
The document discusses how cloud computing will impact the roles and responsibilities of internal IT departments. It uses a component business model to analyze the functions of a typical IT department. It finds that many operational components will no longer be needed as IT services move to external cloud providers. However, strategic components around understanding business needs, managing vendor relationships, and ensuring cloud services continue to support business strategy will be more important. The IT department of the future will be smaller but still play an important role in aligning cloud services with business requirements.
The above article was published in the May 2008 edition of FEDTECH Magazine. It summarizes the key priorities of Federal CIOs as captured in the Information Technology Association of America's (now Tech Amercia) Survey of Federal CIOs, dated February 2008, entitled "Transforming IT to Support the Mission." The article is one in the series I write entitled "The Business of IT."
Whitepaper Practical Information Technology GovernanceAlan McSweeney
The document discusses implementing effective IT governance. It describes how IT governance creates a framework for effective IT management and decision making aligned with business objectives. COBIT is presented as a flexible IT governance framework that incorporates other best practice standards. Implementing IT governance using COBIT can provide quick wins such as ensuring IT priorities align with business priorities and developing metrics to demonstrate IT's business value. COBIT's process structure and control objectives provide a practical approach for translating IT governance principles into implementation.
Enterprise IT Governance if properly supported eventually becomes embedded in the culture and
decision making process. The larger and more diverse the enterprise, the slower the evolutionary
process becomes. Digité Enterprise helps maintain a shared vision by allowing talent, skills
and knowledge to collaborate to achieve common goal, share ownership, and foster collective
communication with complete focus on the results.
Intellinet is a technology services provider that has been in business since 1993. They strive for customer satisfaction and loyalty by keeping their promises through honest people, quality work, a commitment to excellence, and integrity. Intellinet has approximately 100 employees across 3 offices covering the East Coast and Central regions. They help businesses maximize the value of IT through solutions that ensure continuity, lower costs, generate revenue, and enable staff. As a Microsoft Gold Partner, Intellinet has deep expertise implementing a wide range of Microsoft technologies.
Executive Overview of IT Strategy and Capability Maturity FrameworkVishal Sharma
This document provides an executive overview of the IT Capability Maturity Framework (IT-CMF). The IT-CMF is being developed by the Innovation Value Institute to help organizations improve their IT capabilities and ability to deliver business value through IT.
The IT-CMF defines four key "macro-capabilities" for managing IT: managing IT like a business, managing the IT budget, managing the IT capability, and managing IT for business value. It describes five levels of increasing maturity for each macro-capability, from initial/unmanaged to optimizing. As organizations progress through the levels, their IT function becomes more strategic and aligned with business goals.
The document outlines the mission of the Innovation Value Institute to build tools that help
This presentation was given by James Jameson, Business Unit Executive, Business Process & Decision Management, Growth Markets, at Impact 2012 in Mumbai on the 1st of June.
This document summarizes a presentation given by Kenneth L. Mullins on relating enterprise strategy to business outcomes. It discusses three important ingredients for doing so: performance management, portfolio management, and program/project management. It then provides examples and considerations for transforming an enterprise, making investment decisions, and assessing value and return on investment for government projects and initiatives.
6. The Usefulness Of Erp Systems For Effective ManagementDonovan Mulder
This document summarizes a research paper that examines the usefulness of enterprise resource planning (ERP) systems for effective management. The paper studies, through a questionnaire, the reasons why companies adopt ERP systems, the impact on management processes including implementation problems, and the benefits derived from ERP systems. The empirical evidence confirms several benefits of ERP systems for management processes but also implementation problems encountered. The results provide a basis for future research on fully exploiting the potential of ERP systems for more effective business integration.
4. it governance a compass without a map v.2.6 pink elephantaventia
The document discusses IT governance and service management. It notes that as business needs for IT services increase in complexity and rate of change, there is a growing "risk gap" between business goals and IT capabilities. Effective IT governance is needed to close this gap and ensure IT supports business objectives. The document then covers various aspects of IT governance, including defining governance and its components, governance models and frameworks, the relationship between governance and business value, and evolving IT service delivery models.
The Hidden Financial Costs Of Erp SoftwareDonovan Mulder
This document discusses how enterprise resource planning (ERP) systems can negatively impact a company's flexibility and decision-making ability. It argues that ERP software often requires companies to conform their core business processes to fit the software, rather than allowing flexibility. This rigidity increases the costs of making changes and implementing innovations. As a result, many cost-saving or efficiency-improving projects may be rejected due to the high costs of altering the ERP software. The document also notes that ERP systems were often sold with promises of future cost savings but led to unanticipated high implementation costs and disruptions for companies.
Prudent enterprises are reviewing and optimizing their IT resources and practices to maintain a
competitive edge in today's global economy. The current economic climate has accelerated the
underlying structural shifts in IT usage and delivery models, driving IT purchasing decisions to be
critically evaluated at multiple levels and CFOs to emphasize the decapitalizing of IT. It is, therefore, little wonder that the majority of organizations are looking at total cost of ownership (TCO) as one of the metrics to ascertain the impact of any IT investment on their overall financial bottomline. TCO is a measurement of the total life-cycle costs of an IT investment, including acquisition, implementation, management and retirement. This IDC Analyst Connection takes a closer look at the key parameters in establishing the appropriate financial objectives in an organization's decision-making framework. The document also explains why CIOs should stop focusing on the initial capex costs and pay greater attention to the more significant life-cycle costs to operate, manage and run a particular technology. Other indirect costs like user productivity and soft issues like ease of use are also key factors to consider when determining the TCO of operating systems.
The industrial model, an inevitability break for CIO’s?Capgemini
The document discusses how IT divisions must change their business model to an industrial model in order to meet increasing pressures around cost reduction, innovation, and speed of delivery. An industrial model aims to improve operational and economic performance of legacy IT systems while also increasing flexibility and agility to implement new technologies. Making this transition requires support from partners with experience in different models to act as a catalyst for change. The benefits of an industrial model include reducing maintenance costs of legacy systems to free up funds for innovation, improving processes for long term profitability gains, and setting up a virtuous cycle within the IT division.
IBM can provide a new dimension in computing for financial institutions. (1) Management integration, (2) Multi-platform integration, (3) Stack integration.
SMB Auto Piloting-IT In The Auto Component SectorChirantan Ghosh
This white paper discusses how IT processes can be automated for SMBs in the auto-component sector through "IT on Tap", which provides on-demand IT and process solutions in a pay-per-use model without requiring capital investment. It describes how IT on Tap can help optimize production scheduling and other processes by integrating plant data systems with analytics tools hosted remotely. TCS claims its iON solution provides this type of process automation and integration to help SMBs improve efficiency through auto-piloting their processes.
This article discusses the benefits of proactively managing software assets through software usage metering and optimization. It provides examples from the author's experience of companies implementing these processes and realizing significant cost savings from more efficient software licensing and usage. Proper software asset management allows for cost reductions of 25% or more by aligning purchases with actual usage and identifying unused licenses. It also improves user efficiency and supports regulatory compliance.
This white paper discusses how software can balance standardization and customization for businesses. It argues that software should incorporate standard best practices while also adapting to each business' unique processes. The paper proposes using configuration over customization when possible to avoid high development costs. For needs beyond configuration, it recommends either standardizing the functionality for future releases or developing custom modules through external APIs. This approach helps software remain prescriptive of good processes while adapting to business uniqueness.
The Relationship Between ITG and ITSM Lifecycles PradeepBhanot
The document discusses the relationship between IT governance and IT service management lifecycles. It notes that both areas have evolved from being operations focused to becoming more risk and value focused. A key point is that IT governance and IT service management have similar drivers of business alignment, transparency, best practices, rigor, formality, policy and compliance. The document advocates taking a holistic view and creating a unified service model to bring more transparency and value to both IT and the business.
Small and Medium Businesses feel the desperate need for adopting IT, yet no single vendor solution seems to serve their plight. Does this call for an entirely different service model?...
The government has published a cloud computing strategy that outlines the kinds of cloud services that could be offered and how a government cloud platform might work. The strategy recommends limited use of private cloud, use of public cloud subject to criteria, and use of community cloud where public cloud is not suitable. However, the strategy is missing some key details like a cloud store, readiness criteria, a framework for public vs community cloud assessment, and details on service provisioning and data management.
The document discusses how cloud computing will impact the roles and responsibilities of internal IT departments. It uses a component business model to analyze the functions of a typical IT department. It finds that many operational components will no longer be needed as IT services move to external cloud providers. However, strategic components around understanding business needs, managing vendor relationships, and ensuring cloud services continue to support business strategy will be more important. The IT department of the future will be smaller but still play an important role in aligning cloud services with business requirements.
The above article was published in the May 2008 edition of FEDTECH Magazine. It summarizes the key priorities of Federal CIOs as captured in the Information Technology Association of America's (now Tech Amercia) Survey of Federal CIOs, dated February 2008, entitled "Transforming IT to Support the Mission." The article is one in the series I write entitled "The Business of IT."
Whitepaper Practical Information Technology GovernanceAlan McSweeney
The document discusses implementing effective IT governance. It describes how IT governance creates a framework for effective IT management and decision making aligned with business objectives. COBIT is presented as a flexible IT governance framework that incorporates other best practice standards. Implementing IT governance using COBIT can provide quick wins such as ensuring IT priorities align with business priorities and developing metrics to demonstrate IT's business value. COBIT's process structure and control objectives provide a practical approach for translating IT governance principles into implementation.
Enterprise IT Governance if properly supported eventually becomes embedded in the culture and
decision making process. The larger and more diverse the enterprise, the slower the evolutionary
process becomes. Digité Enterprise helps maintain a shared vision by allowing talent, skills
and knowledge to collaborate to achieve common goal, share ownership, and foster collective
communication with complete focus on the results.
Accelerate Value Creation: The Virtuous Cycle of Using Technology to Maximize...FindWhitePapers
Explore the relationship between IT investment and performance and productivity gains. This paper describes how companies can best maximize value from their IT investments and can take part in the virtuous cycle of IT.
The document discusses IT governance, defining it as the processes that ensure effective and efficient use of IT to help an organization achieve its goals. IT governance is a responsibility of executives and the board of directors and consists of leadership, structures, and processes to ensure IT supports business strategies and objectives. Frameworks like COBIT provide structures to align IT strategy with business strategy through formal processes. The benefits of IT governance include transparency, accountability, improved ROI, risk management, and compliance. Governance focuses on strategic decisions while management handles tactical implementation.
The document summarizes findings from a study of over 3,000 CIOs across 71 countries and 18 industries. It identifies four distinct "CIO Mandates" that CIOs operate under based on their organization's business needs and goals. The mandates are Expand, Leverage, Transform, and Pioneer. The summary describes the typical responsibilities and focus areas for CIOs working under each mandate. It also provides examples of initiatives and priorities for each mandate based on responses from CIOs in the study.
The document summarizes findings from a study of over 3,000 CIOs across 71 countries and 18 industries. It identifies four distinct "CIO Mandates" that CIOs operate under based on their organization's business needs and goals. The mandates are Expand, Leverage, Transform, and Pioneer. The summary then provides a brief overview of each mandate, including the typical business view of IT, key focus areas, and essential actions for CIOs operating under each mandate.
Understanding COBIT 5.0 (IT Governance) by Mr. Avinash Totade
President of Information Systems Audit and Control Association (ISACA) UAE Chapter
OpenThinking Day 2012
The document discusses the importance of IT financial management in running IT successfully. It outlines key components of the IT financial management lifecycle including planning, budgeting, accounting, chargebacks, spend analysis, and portfolio management. Adopting these practices and using tools to support them can help optimize costs, ensure alignment between IT and business objectives, and deliver value from IT investments.
The document discusses the findings of a survey conducted by IBM of 421 IT leaders regarding how the economic downturn is affecting IT decision making. Some key findings include:
1. While overall budgets are being cut, most organizations are maintaining their IT budgets at current levels to fuel business productivity and efficiency.
2. IT leaders are challenged to enable greater value from existing resources through smarter ways of working.
3. CIOs are taking a business-driven approach to reprioritizing investments based on critical business functions supported by IT and leveraging service management best practices.
In this presentation, we will discuss in depth about the importance of technology in business, what IT governance is and its impact.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
Capital Planning And Investment Management And Control In Information TechnologyAlan McSweeney
This document discusses capital planning and investment control for information technology (CPIC-IT). It provides an overview of CPIC-IT and how it is a structured process for managing risks and returns associated with IT investments. It ensures investments are implemented on time and within budget, and contribute to improved organizational performance. The document also covers topics like IT investment management, cost estimation, and analyzing IT investments. Overall it provides information on applying a systematic approach to managing IT investments through their entire lifecycle.
The document provides an overview of COBIT (Control Objectives for Information and Related Technologies) as a risk management framework. COBIT is an IT governance framework that consists of 34 high-level IT processes mapped to business goals and objectives. It covers IT governance, management of IT resources, delivery and support of IT services, and monitoring of IT performance. The document outlines the key components of COBIT including its domains, processes, and maturity model.
This document discusses how IT governance practices can help organizations navigate constant change and innovation in business. It defines governance as establishing decision rights and accountability for directing and controlling IT components. The document recommends starting with improving governance over the most critical ("hot") IT components that are directly related to business strategy. Good governance can help minimize performance declines during periods of change by clarifying roles and decision-making processes.
This document analyzes the role of the Chief Information Officer (CIO) and whether the CIO brings value to an organization. It begins with an executive summary outlining the report's analysis of the CIO role, perspectives on the role, and forecasts for the future. The report then provides background on the evolving CIO role from operations to strategic partner. It analyzes the CIO role using Porter's Five Forces model and finds prospects for maintaining the CIO role are high if CIOs remain sensitive to communicating with CEOs and CFOs to align with corporate needs. Weaknesses include some CEOs viewing the CFO as better positioned to authorize IT investments.
Digital Fuel- Achieving IT cost visibility-Id gresearch cio_study_1009yisbat
The document discusses the challenges organizations face in achieving visibility into their IT costs. It found that while having detailed cost visibility is important, over half of respondents were less than satisfied with their current level of visibility. The biggest challenges are a lack of an explicitly defined IT cost model and difficulties obtaining detailed cost breakdowns and mapping costs to specific services. Achieving true cost visibility requires new processes and tools to capture both direct and indirect costs associated with delivering various IT services.
The Case for Continual Realignment of the IT FunctionFormicio
The document discusses the need for continual realignment of the IT function. It argues that the context within which IT organizations operate is constantly changing, which can lead to misalignment across three domains: the IT value proposition, operating model, and operating state. The first step to realignment is to assess critical areas of misalignment, identify root causes, prioritize areas for realignment, and define actions to close gaps. Developing alignment as an organizational capability requires conscious effort and accountability from IT leadership.
Assessing business it alignment maturityzeusi9iuto
This document describes a methodology for assessing the alignment between IT and business strategies in an organization. It identifies six categories for evaluation: communications maturity, competency/value measurements maturity, governance maturity, partnership maturity, technology scope maturity, and skills maturity. Each category contains multiple criteria that are rated on a scale of 1 to 5 to determine the organization's level of alignment maturity. The primary objective is to identify specific recommendations for improving how IT supports business goals.
Profitiviti Business Operations Intelligence ArticleSteve Raack
The document discusses a methodology called Business Operations Intelligence that helps companies gain insights into their business operations through data analysis. It involves defining all business processes, including both departmental and enterprise-wide processes. The methodology then ranks processes based on their impact and efficiency to identify opportunities for improvement. Implementing this methodology provides executives with information to make more informed decisions and pursue initiatives that can significantly improve profitability.
Profitiviti Business Operations Intelligence Article
IT Governance Briefing
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This new state of a airs presents a fresh set of business IT Governance Institute
ana e ent challen es.
The IT depart ent has tradi onally been so ewhat The challen e is to inte rate the IT co unity and the
separated fro the rest of the business o en repor n to control of IT in eneral into the fabric of the whole business
the inancial func on. re uently the business and IT not just isolated areas and to e tend corporate overnance
co uni es e perience basic di culty in co unica n to IT processes and ac vi es.
and in aintainin produc ve dialo s. Thus IT beco es What has been lac in so far is a co prehensive
disconnected fro the ainstrea of corporate overnance. perspec ve on the control of IT that would
The price paid for this lac of inte ra on can be heavy
> rovide an a enda for evalua on prescrip on and
> Wea ened co pe ve posi on dissa sfied custo ers applica on of i proved ana e ent processes.
or business losses.
> stablish co on round between the various
> Lowered uality hi her costs and issed deadlines. co uni es in the enterprise en a ed in the use and
> ciency and processes ne a vely i pacted by poor delivery of IT.
uality of deliverables. > Yield ilestones and oals for the advance ent of IT
> usiness ini a ves inade uately supported by IT and inte ra on into the whole business.
> e a pla or for i proved IT overnance.
IT: Often Absent G v c P vid F c
Corporate executives asked:Which subjects are
included in your formal business strategy? IT Governance focuses ana e ent’s pursuit of cohesive
oals across the IT and business func ons of the or ani a on.
Good overnance endeavors to create har ony
Product Strategy 51%
between IT and the business ul ately leadin to a
E-Business strategy 49%
rela onship where IT and other business func ons adapt and
Sales / marketing 43%
collaborate in support of enterprise strate ies.
Customer service 43%
The ability to achieve and sustain this syner is c
Competitive position 38%
rela onship between the IT and other business func ons is
IT's role 35%
anythin but easy.
Source: Cutter Consortium, Arlington, Massachusetts We find in id-si ed or ani a ons that achievin ood
February 2002: Based on 75 Large Organizations
overnance is evolu onary and dyna ic. It re uires stron
The Infology Group, Inc.
3. IT Governance
PAGE 3
support fro senior ana e ent ood wor in the aps between business ris s control needs and
rela onships between func ons stron leadership technical issues. It provides ood prac ces across a
appropriate priori a on trust and e ec ve
co "We believe by 2002-03, more than 30-40 percent
unica on. ll based on a co prehensive understandin
of Global 2000 companies deploying new
of the underlyin business environ ent as well as deployed
and e er in technolo y capabili es. technologies and entering new markets with e-
products and services will have adopted a COBIT-
A w like risk assessment and balanced risk/reward
Despite the si e of invest ents and ris s associated reporting process,"
with IT control and overnance of the do ain has not
Al Passori, vice president, META Group.
enerally received the level of a en on it deserves. erhaps
this is because it re uires ore technical insi ht; has its own do ain and process fra ewor and presents ac vi es in
uni ue lan ua e; and is an inherently co ple subject a sound and lo ical structure.
a in the co unica on ap between IT and other
IT is desi ned to be the brea throu h IT
co uni es di cult to brid e.
overnance tool that helps in understandin and
owever the scale of the challen es and the poten al ana in the ris s and benefits associated with
rewards of success in dealin with the are drivin a reat infor a on and related IT. - SACA
deal of new research into the uni ue challen es of IT as a
In its full co ple ity IT addresses 34 hi h-level
ana e ent discipline. rofessional bodies lar er
process control objec ves robustly supported by an
enterprises do ain e perts and even acade ic ins tu ons
addi onal 3 detailed process control objec ves.
con nually research how to be er ana e IT adop on and
invest ent. IT is ore than just a delinea on of control
objec ves. It is a co plete fra ewor for the crea on and
So e es this involves the re-tar e n of eneral
aintenance of a syste of processes and controls
ana e ent techni ues. en it involves a confusin
appropriate to the business.
prolifera on of theories tools and techni ues tar e n the
any and varied ele ents of IT ac vity but rarely ta in a O App ch
holis c view of the proble . s a fir Infolo y has always sou ht to provide id-
O App ch S d O si ed co panies with the advanta es nor ally reserved for
the lar est and ost sophis cated enterprises. We adapt and
In a crowded field the wor done by The Infor a on
transfer the field tested e periences of lar e early adopter
Syste s udit and ontrol ssocia on IS stands out.
or ani a ons to the id-si ed ar etplace.
The IS is a reco ni ed leader in IT overnance control
and assurance o erin ori inal resources to assist enterprise or Governance wor we use IT as the underpinnin
leaders in their responsibility to a e IT successful in of fast-paced pra a c ini a ves a uned to the
suppor n the enterprise s ission and oals. or ani a onal and resource capabili es of our clients. We
scale the IT approach to the tas at hand usin its robust
COB T process base to ensure inte rity and best prac ce. We retain
The ontrol bjec ves for Infor a on and related all core a ributes to per it bench ar in between our
Technolo ies IT ra ewor is a se inal wor which we clients and other or ani a ons.
believe is a sound basis for a unified approach to IT
or e ec ve overnance to be i ple ented
perfor ance enhance ent. The IT ra ewor is bein
or ani a ons need to assess how well they are currently
for ally adopted by Global 2 co panies and is the
perfor in and iden fy where and how i prove ents can
inspira on of related e orts by fir s such as Infolo y who
be ade. This applies to both the overnance process itself
address the uni ue needs of id-si ed co panies.
and to all the processes that need to be ana ed within IT.
ontrol bjec ves for Infor a on and related
Technolo y helps eet ana e ent needs by brid in
The Infology Group, Inc.
4. IT Governance
PAGE 4
The Governance Scorecard
Control Process Maturity Levels
Categories 1. Without 2. Repeatable 3. Defined 4. Managed 5. Optimized
Business/IT Lack Limited Business/IT Good understand- Bonding, unified Informal, pervasive
1. Communication Understanding Understanding ing
Some technical Functional cost effi- Some cost effective- Cost effective; Extended to exter-
2. Metrics measurements ciency ness Some partner value nal partners
No formal process; Tactical at function- Relevant process Managed across Integrated across
3. Oversight reactive priorities al level across organization organization organization
Conflict; IT a cost of IT emerging as as- IT seen as asset; IT enables / drives IT & business
4. Partnership doing business set Process driver business strategy co-adaptive
Traditional office Transaction Integrated across Integrated with Evolve with partners
5. Technology support (e.g., ESS, DSS) the organization partners
IT takes risk, little Differs across func- Emerging as value Shared risk & re- Education/careers/
6. Human Resources reward; Technical tional organizations service provider; wards rewards across the
training Balanced Hiring organization
Figure 1.
The use of a scorecard reatly si plifies the tas of is chao c and there is only sporadic inconsistent
assess ent and i ple enta on. It provides a pra a c and co unica on on issues and responses to issues. There ay
structured approach for easurin how well developed your be so e ac nowled e ent of the need to capture the
processes are a ainst a consistent and easy-to-understand contribu on of IT to enterprise perfor ance. IT onitorin is
scale. sin a process aturity odel you can i ple ented reac vely to an incident that has caused so e
loss or e barrass ent to the or ani a on.
> uild a perspec ve of current prac ces that is shared
across internal and e ternal co uni es. Level or ani a ons are hi hly li ely to e perience
si nificant IT under-perfor ance but have no way of
> Set tar ets for future develop ents based on best
addressin the subject.
prac ces hi her up the scale.
L v l2– p bl p c
> lan projects to reach those tar ets by definin the
specific chan es re uired to i prove ana e ent. There is awareness of IT overnance issues. IT
overnance ac vi es and perfor ance indicators are under
> riori e project wor by iden fyin where the reatest
develop ent. Mana e ent has iden fied basic IT
i pact will be ade ost easily.
overnance easure ents and assess ent ethods and
i ure provides an overview of the adapted techni ues. owever the process has not been adopted
overnance scorecard that we have adopted. across the or ani a on. There is no for al trainin and
P c M i yL v l co unica on on overnance standards and responsibili es
are le to the individual. IT overnance ac vi es are
The rocess Maturity Levels reflect the followin
included in the or ani a on’s chan e ana e ent process
eneral states of IT overnance
with ac ve senior ana e ent involve ent and oversi ht.
L v l 1 – wi h p c
Level 2 or ani a ons can be characteri ed as be innin
rocesses are not applied at all or are ad hoc. The the overnance process. This ran in tends to reflect
or ani a on ay not even reco ni e that there is a a ributes reali ed at local units or func onal roups within
overnance issue to be addressed. Mana e ent’s approach
The Infology Group, Inc.
5. I Governan e
PAGE 5
the overall enterprise. However, overall enterprise pro ess etri s. All pro ess stakehol ers are aware of risks,
i prove ents re ain i lt to a hieve. he poten al the i portan e of I an the opport ni es it an o er. A on
opport nity is beginning to be re ognize . is taken in any, b t not all ases where pro esses appear
Level 3—defined process not to be working e e vely or e iently. Pro esses are
p ate an best internal pra es are enfor e . Root a se
he val e of I governan e is n erstoo an a epte .
analysis is being stan ar ize . on n o s i prove ent is
A baseline set of I governan e in i ators is se , where
beginning to be a resse . here is involve ent of all
linkages between o t o e eas res an perfor an e
re ire internal o ain e perts. I governan e evolves into
rivers are efine , o ente an integrate into strategi
an enterprise-wi e pro ess an is be o ing integrate with
an opera onal planning an onitoring pro esses.
enterprise governan e pro esses.
Pro e res are stan ar ize , o ente an i ple ente .
Manage ent has o ni ate stan ar ize pro e res evel organiza ons a vely anage I Governan e, to
an infor al training is establishe . Perfor an e in i ators reinfor e the on ept of I as a val e enter. evel
for all I governan e a vi es are being re or e an organiza ons leverage I assets on an enterprise-wi e basis
tra ke , lea ing to enterprise-wi e i prove ents. Altho gh an fo s appli a ons syste s on riving b siness pro ess
eas rable, pro e res are not sophis ate . is ng enhan e ents to obtain s stainable o pe ve a vantage.
pra es are for alize . ools are stan ar ize , sing A evel organiza on views I as an innova ve an
rrently available te hni es. It is, however, le to the i agina ve strategi ontrib tor to s ess.
in ivi al to get training, to follow the stan ar s an to apply Level 5 – op m ed process
the . Root a se analysis is o asionally applie . Most here is visionary n erstan ing of I governan e iss es
pro esses are onitore against so e baseline etri s, b t an sol ons. raining an o ni a on is s pporte by
any evia on, while ostly being a te pon by in ivi al lea ing e ge on epts an te hni es. Pro esses have been
ini a ve, wo l nlikely be ete te by anage ent. refine to the level of e ternal best pra es, base on
Nevertheless, overall a o ntability of key pro ess res lts of on n o s i prove ent an ben h arking with
perfor an e is lear an anage ent is rewar e base on other organiza ons. he i ple enta on of these prin iples
key perfor an e eas res. has le to an organiza on, people an pro esses that are
evel organiza ons an be hara terize as having i k to a apt an f lly s pport I governan e re ire ents.
establishe goo fo s on I Governan e. his level All proble s an evia ons are root a se analyze . I is
on entrates oversight, pro esses an o ni a ons on se in an e tensive, integrate an op ize anner to
spe ifi b siness ob e ves. I is be o ing e be e in the a to ate workflow an provi e tools to i prove ality an
b siness. evel leverages I assets on an enterprise-wi e e e veness. he risks an ret rns of the I pro esses are
basis an appli a ons syste s e onstrate planne , efine , balan e an o ni ate a ross the enterprise.
anage ire on away fro tra i onal transa on ternal e perts are leverage an ben h arks are se for
pro essing to syste s that se infor a on to ake b siness g i an e. Monitoring, an o ni a on abo t I
e isions. he inter-organiza onal te hnology infrastr t re Governan e e pe ta ons are pervasive an there is op al
evolves in partnership fashion. se of te hnology to s pport eas re ent, analysis,
Level 4 – managed process o ni a on an training. nterprise an I governan e
are strategi ally linke , leveraging te hnology an h an an
here is f ll n erstan ing of I governan e iss es at all
finan ial reso r es.
levels, s pporte by for al training. here is a lear
n erstan ing of who the I sto er is . Responsibili es evel organiza ons en oy op al I Governan e.
are efine an onitore thro gh servi e level agree ents. S staine governan e pro esses integrate the I strategi
I pro esses are aligne with the b siness an with the I planning pro ess with the strategi b siness pro ess. evel
strategy. I prove ent in I pro esses is base pri arily organiza ons leverage I assets on an enterprise-wi e basis
pon a an ta ve n erstan ing an it is possible to to e ten the rea h of the available inter-organiza onal
onitor an eas re o plian e with pro e res an infrastr t re into the s pply hains of sto ers an
The Infology Group, Inc.
6. I Governan e
PAGE 6
Control Categor es organiza ons, in l ing I 's involve ent in efining b siness
strategies, the egree of tr st between the two
here are si ontrol ategories, s pporte by thirty-
organiza ons, an how ea h per eives the ontrib on of
eight riteria, that a ress I Governan e perfor an e.
the other. Giving the I f n on the opport nity to have an
Comm n ca on e al role in efining b siness strategies is obvio sly
he e hange of i eas, knowle ge an infor a on i portant. How ea h organiza on per eives the ontrib on
a ong the I an b siness organiza ons, enabling both to of the other, the tr st that evelops a ong the par ipants,
have a lear n erstan ing of the o pany's strategies, ens ring appropriate b siness sponsors an ha pions of I
b siness an I environ ents, priori es an what st be en eavors, an the sharing of risks an rewar s are all a or
one to a hieve the . e ve e hange of i eas an a lear ontrib tors to at re governan e. his partnership sho l
n erstan ing of what it takes to ens re s essf l strategies evolve to a point where I both enables an rives hanges to
are high on the list of enablers an inhibitors to align ent. both b siness pro esses an strategies.
oo o en there is li le b siness awareness within I or li le 5 Technology
I appre ia on by the b siness. Given the yna i
he e tent to whi h I provi es appropriate an
environ ent in whi h ost organiza ons fin the selves,
a aptable syste s an servi es in s pport of the evolving
ens ring ongoing knowle ge sharing a ross organiza ons is
nee s of the b siness. his set of riteria ten s to assess
para o nt. Many fir s hoose to raw on liaisons to
infor a on te hnology at rity. he e tent to whi h I is
fa ilitate this knowle ge sharing.
able to:
2 Metr cs
> Go beyon the ba k o e an the front o e of the
he se of eas res that e onstrate the ontrib on
organiza on
of I reso r es to the b siness, in ter s that the b siness
> Ass e a role s ppor ng a fle ible infrastr t re that is
n erstan s an a epts. oo any I organiza ons annot
transparent to all b siness partners an sto ers
e onstrate their val e to the b siness in fa iliar ter s.
> val ate an apply e erging te hnologies e e vely
Fre ently b siness an I val e etri s i er. Servi e levels
> nable or rive b siness pro esses an strategies as a
that assess I 's o it ents to the b siness have to be
tr e stan ar an
e presse in ter s that the b siness n erstan s an
> Provi e sol ons sto izable to sto er an ven or
a epts. he servi e levels sho l be e to riteria that
nee s.
learly efine the rewar s an penal es for s rpassing or
issing the ob e ves. Fre ently organiza ons evote 6 H man Reso rces
signifi ant reso r es to eas ring perfor an e fa tors. his in l es pra es s h as training, perfor an e
However, they spen h less of their reso r es on taking fee ba k, en o raging innova on an provi ing areer
a on base on these eas re ents. opport ni es, as well as the I organiza on's rea iness for
3 Overs ght hange, apability for learning an ability to leverage new
i eas. Skills in l e all of the h an reso r e onsi era ons
he egree to whi h the a thority for aking I
for the organiza on. Going beyon the tra i onal
e isions is efine an share a ong anage ent, an the
onsi era ons s h as training, salary, perfor an e
pro esses anagers, in both I an b siness organiza ons,
fee ba k, an areer opport ni es, are fa tors that in l e
apply in se ng I priori es an the allo a on of I reso r es.
the organiza on's lt ral an so ial environ ent. Is the
ns ring that the appropriate b siness an I par ipants
organiza on rea y for hange in this yna i environ ent
for ally is ss an review the priori es an allo a on of I
Do in ivi als feel personally responsible for b siness
reso r es is a ong the ost i portant enablers/inhibitors of
innova on an in ivi als an organiza ons learn i kly
align ent. his e ision- aking a thority nee s to be learly
fro their e perien e Does the organiza on leverage
efine .
innova ve i eas an the spirit of entreprene rship hese
4 Partnersh p are so e of the i portant on i ons of op ize
he rela onship between the b siness an I organiza ons.
The Infology Group, Inc.
7. I Governan e
PAGE 7
Using he S ore ar
We have a opte a seven-step approa h that fo ses on at rity level of the organiza on's governan e an how the
n erstan ing eval a on riteria, a i izing pro ess organiza on an best pro ee .
enablers, an ini izing inhibitors. 4 naly e and pr or e gaps
Set the goals and establ sh a team he tea st re e ber that the p rpose of this step is
ns re that there is an e e ve b siness sponsor an to i en fy a vi es that will i prove siness-I integra on.
ha pion for the assess ent. Ne t, assign a tea of both On e it is n erstoo that the i erent opinions hel by the
b siness an I lea ers. Obtaining appropriate par ipants refle t the opport ni es for i prove ent, the
representa ves fro the a or b siness f n onal gro p agrees on ranking. he gaps between where the
organiza ons: Marke ng, Finan e, R D, Man fa t ring an organiza on is to ay an where the tea believes it sho l
Distrib on is ri al to the s ess of the assess ent. he be in the f t re are priori ze a er onsi era on of val e to
p rpose of the tea is to fairly s ore the I Governan e the b siness an ease of o ple on.
ranking. On e the pro ess is n erstoo , the tea is 5 Spec y ac ons
e pe te to efine opport ni es for enhan ing the
he priori ze list of gaps will rive fo s on spe ifi
har onio s rela onship of b siness an I .
a ons. il a governan e roa ap with learly efine
2 Understand the b s ness-IT l nkage eliverables, ownership, efra es, reso r es, risks, an
he I Governan e S ore ar is an i portant tool in eas re ents for ea h of the priori ze gaps.
n erstan ing the b siness-I linkage. he tea eval ates 6 Choose and eval ate s ccess cr ter a
ea h of the si riteria. A traine fa ilitator an be val able in
his step ne essitates revisi ng the goals an reg larly
g i ing the i portant is ssions.
is ssing the eas re ent riteria se to eval ate the
3 Complete the scorecard i ple enta on of the roa ap pro e ts. he review of the
he e ort epen s on the n ber of par ipants, the eas re ents sho l serve as a learning vehi le to
presen e of an e perien e fa ilitator, the egree of n erstan how an why the ob e ves are or are not being
onsens s re ire , an the level of etail of the et.
re o en a ons. a h of the riteria is assesse in ivi ally 7 S sta n mprovement
by a tea of I an b siness nit e e ves to eter ine the
So e proble s st won't go away. Why are so any of
ranking. he s ore ar per its any riterion to be allo ate
the inhibitors I relate his last step in the pro ess is o en
to two or ore rankings if there is an overall re ogni on that
the ost i lt. o s stain the benefit fro I , a "S staine
the organiza on tr ly has an neven perfor an e. While the
I prove ent ehavior" st be evelope an l vate .
s ore ar an ipates ea h riterion, within a ontrol
y a op ng s h behavior, o panies an in rease the
ategory, will be e ally weighte , the tea an agree to
poten al for a ore appropriate level of I Governan e an
o ify the weigh ng. he overall ranking is al late sing
reinfor e their ability to gain b siness val e fro I
the ategory weigh ngs. hese have been preset sing
invest ents. Hen e, on n o sly i proving I governan e
fee ba k fro any sers of the s ore ar , b t an be
stan ar s to i prove I integra on is key.
o ifie . Generally, it is the is ssions that ens e ring
the pro ess that pro ote n erstan ing of both the rrent
The o om L ne
Fo s on I Governan e an raise the val e of I to a higher level. We believe i -size o panies sho l strive to a ain
an overall s ore ar ranking in the range of 2.8 to . with so e perfor an e riteria rea hing evel perfor an e. Infology
oes not believe that i -size o panies an erive s ient benefit fro an overall evel or ranking to s fy the
invest ent re ire to a hieve the res lt. O r prag a approa h provi es signifi ant i prove ent with ely ret rn on
invest ent, while working in a fra ework g i ing the strategi ire on for f t re i prove ents.
The Infology Group, Inc.