By Tony Murphy
Total this e-book introduces a framework of IT funding with actual definitions, sound sensible advices, robust specialise in price dimension of IT. i feel it's a sturdy reference for IT Strategic Consultant.The framework is so referred to as 3P: 5 Pillars, technique, humans. The 5 Pillars are Strategic alignment, enterprise procedure impression, structure, Direct Payback, probability. Weighting and scoring approach is seriously used on the making plans and research degree whereas quantitative size of every of the 5 Pillars is very emphasised through the writer.
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Extra info for Achieving Business Value From Technology
Here the focus was on meeting an immediate business need/opportunity, to the detriment of other Revisiting the Case Studies ➤ 29 aspects, or perspectives. In particular, the lack of attention given to the data and technical architecture perspectives undermined the value of the individual warehouses to such an extent that the whole exercise must, for all practical purposes, be redone. ➤ Who Feels the Pain Must See the Gain The telecommunications manufacturer suffered because they did not fully evaluate the business risk of the proposed sales configurator initiative.
We now estimate that 60 percent of enterprise IT spending is controlled by business or functional managers and 40 percent by the centralized IS organization. This increasing involvement and focus of line management on IT oversight reflects the importance of IT to the attainment of strategic business goals. IS organization and business leadership need to integrate their roles around the transformation of core business processes to take advantage of new market and operational opportunities. Due to the pervasiveness of this change, smart governance will play an increasingly key role, de-emphasizing control and oversight in favor of providing appropriate forums for both internal and external stakeholders.
These developments lead to focusing on business activities as a series of processes rather than hierarchically controlled tasks. ) A process view and the resulting organizational structures are quite different from the traditional one. One of the main characteristics is to view business activities on a cross-departmental basis as distinct from a silo basis. 4. When activities are studied for efficiency and effectiveness from a process perspective, it is often found that most were neither efficient nor effective.