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This document discusses IT project planning and ROI (return on investment) analysis. It describes the ROI process used by The Rowe Companies, which involves simple ROI calculations to prioritize projects, considering cost of capital, risk factors, and target value returns. It also requires risk-and-payback analysis for every costly technology initiative using a standardized template. The benefits are project prioritization and evaluation, while the limitations include simplicity. It also asks about the business value of Merrill Lynch's required ROI methodology for project planning.
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MBA548-IT Management and InnovationReport 2Managing IS for Bus.docx
MBA548-IT Management and Innovation
Report 2
Managing IS for Business and Sustainability Value
Fall- 2019
Points: 100
Deadline: Sunday, Dec 11, 2019, 11:59pm. D2L Assignment folder
==========================================
For our class, you will conduct a research project examining IT and IT-enabled innovation management issues surrounding a focal company. We will break this project into two reports. The first report will examine issues relevant to the first half of the class (first six topics), and is due halfway through the semester. The second report will examine issues relevant to the second half of the class (the remaining six topics).
First, you will need to choose a company for your research project. Since you will need access to data on the company’s business operation and performance, it is recommended that you choose a publicly traded company for your study, which will allow you to get access to the companies’ multiple reports, including annual reports, financial statements, Global Reporting Initiatives reports, etc. for your research.
I have the assignment sheets for both reports available on D2L. Please take a look at both assignment sheets to have an idea of what you will need to do for your research project. This will help you in identifying the focal company for your research. Please feel free to contact the professor if you have questions in choosing a company for your project.
==========================================
Report 2 requirements:
For the second report, you will examine the focal company’s IS management strategy. The questions below tie directly to topics 7 to 12.
Task: Use knowledge and materials we have covered this semester to write a report (around 2000 words, not including reference list) to assess a company’s current IT/IS management strategy and recommend a way forward for the company with IT/IS. The targeted audience of your report is the general business audience.
For your research, you could examine the company’s publicly available information (website, last 3 years of annual reports, 10-K reports, Global Reporting Initiative (GRI) reports etc.). You could search these reports using the search terms such as IT, Information Technology, Information Systems, etc.
The report MUST include the following sections, each section will address the questions listed below:
1) Current IT/IS infrastructure and strategic plan (Topic 7): (10 points)
· What is the company’s IT strategic vision? Generally, what is your perception of the company’s view of IS/IT in enabling its business operation and competition? E.g. Does IS/IT play a more supporting role? Or does IS/IT play a more strategic driving role? Does the company see IT as a competitive necessity, or a competitive advantage?
· Examine the companies’ report to find some examples of IT-enabled initiatives. Discuss how they are related to the companies’ overarching IT vision.
2) IT/IS budget, IT-enabled initiatives, and IT Impacts (Topic 8): (15 po.
17 Must-Do's to Create a Product-Centric IT Organization
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.
C09 07222011 101525 Page 88IT leader who had just been.docx
C09 07/22/2011 10:15:25 Page 88
IT leader who had just been hired and would be focused on developing a long-term IT
strategy for the company.
This chapter shows how to develop a strategy for your IT organization and avoid
getting overwhelmed with day-to-day issues. Many CIOs get caught up in tactical
issues and never take the time to establish a future strategy for the organization. The
process is not new or difficult, but many CIOs fail to devote the time to this area and
end up like Fred.
OVERVIEW
Developing an IT strategy is critical for IT leaders. Unless your organization has
developed an understanding of your future goals and objectives, you will not be
successful in leading it forward. In the same manner that you must first decide where
you want to live and build your dream house before engaging the architect and building
contractors, you need to develop a future strategy in order to successfully build your
IT organization.
This chapter is written for someone who has never developed an IT strategy in the
past or needs to revise an existing strategy to align with the company’s future direction.
We first review the methodology you can use to develop your strategy and then go
through the actual steps necessary to complete the strategy. It is important to note that
this is a collaborative process between the IT organization and its business partners. You
must actively engage them during the process and solicit their input during the
development of the strategy. The IT strategy should be considered a component of
an effective business strategy. Finally, we recommend that your strategy is a living
document that is updated on a regular basis to support the evolving nature of your
business. If you decide to enter a new market, offer new products or services, or change
your business model, the IT strategy must be revised to support the business.
IT STRATEGY METHODOLOGY
The methodology for creating your IT strategy consists of three steps, and development
of your improvement road map encompasses three critical elements, as shown in
Figure 9.1.
The first step is to understand the current state of the IT organization. Key questions
for determining current state include:
& Has the organization been successful in meeting the needs of the business?
& Are the relations between the IT organization and its business partners collaborative?
& Does the business feel that investments in the IT organization are providing the
desired benefits?
It is important to take an objective view of how the organization is operating today
and not assume that things are going great.
88 & Process
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Establishing a framework for it governance by dave cunningham 2007
Establishing an IT governance framework is important for law firms to effectively manage IT resources, risks, and investments. Published frameworks provide guidance but also require customization for each firm. Assessing firm performance through metrics and benchmarks allows for continuous improvement.
How to Maintain a Productive CFO-CIO Relationship
The document discusses maintaining a productive relationship between the CFO and CIO. It notes that CFOs are under pressure to cut costs and justify investments, while businesses demand more IT. A collaborative CIO-CFO relationship is important to use technology to address business challenges and drive growth. The CFO's role in technology decisions has increased, and they prioritize business applications and analytics improvements. The document also summarizes a Gartner study on CFO perspectives, including their top technology priorities and views on topics like cloud computing. It recommends the CIO communicate priorities to the CFO to understand their goals and ensure technology investments align.
four pillars
The document discusses the four pillars of IT governance: enterprise architecture, portfolio management, project management, and information risk and security. It describes each pillar and how effectively implementing them can help an organization achieve IT governance success. The four pillars are designed to help IT manage demand, deliver value, and mitigate risks through people, processes, and technologies. A leader must understand where to focus efforts to have the most impact.
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Using Technology Transformation Effectively To Improve It Business Alignment
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Powerpoint mis copy
- 3. It comprises a number of tasks and processes generally aiming at developing and implementing growth opportunities between multiple organizations.
- 4. It discusses the role of planning in the business use of information technology, using the scenario approach and planning for competitive advantage as example. It discusses the role of planning and business models in the development of business/IT strategies, architectures, and applications.
- 5. Because information technology has created a seismic shift in the way companies do business just knowing the importance and structure of e-business is not enough.
- 6. The Rowe Companies ROI Process: Use simple ROI calculations to help prioritize IT projects for planning purposes. Also use ration the cost of capital for a project, risk factors associated with the project, and a targeted value return percentage.
- 7. Risk-and-payback analysis required for every costly technology initiative Single standard six-page template used that poses yes-or-no questions to evaluate project success factors coupled with a five-page financial report
- 8. 1. What are the benefits and limitations of Rowe Companies’ ROI methods for IT project planning? 2. What is the business value of the ROI methodology required for project planning by Merrill Lynch?
- 9. IT Discipline Does your organization calculate the ROI or total cost of ownership for major technology deployments?
- 10. 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 5th Qtr Yes,, but only ROI 17% No, 21% Yes, both ROI and TCO 42% Yes, but only TCO 9% IT managers Not sure 11%
- 11. Team building, modeling and consensus. Evaluating what an organization has accomplished and the resources they have acquired. Analyzing their business, economic, political and societal environments. Anticipating and evaluating the impact of future developments. Building a shared vision and deciding on what goals they want to achieve. Deciding what actions to take to achieve their goals.
- 13. Reported By: Angelou Gallanosa Amba