Achieving Business Value From Technology by Tony Murphy

By Tony Murphy

Total this booklet introduces a framework of IT funding with actual definitions, sound sensible advices, robust specialize in worth size of IT. i believe it's a sturdy reference for IT Strategic Consultant.The framework is so referred to as 3P: 5 Pillars, method, humans. The 5 Pillars are Strategic alignment, enterprise approach effect, structure, Direct Payback, chance. Weighting and scoring process is seriously used on the making plans and research level whereas quantitative size of every of the 5 Pillars is very emphasised by way of the writer.

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As competition increased, the overhead costs of the command-and-control paradigm become increasingly unsustainable. Advances in technology reduced product development and deployment life cycles. Flexibility and adaptability became key requirements for which the command-and-control paradigm was distinctly unsuited. With everyone focused on their own task and their own department’s role in the chain, nobody had a clear view on the effectiveness of the whole process or the impact on the customer. Success factors (following the rule book) became increasingly out of line with modern business requirements—activity rather than results.

REVISITING THE CASE STUDIES In the light of these conclusions, revisiting the failed projects we referred to earlier is instructive. Remember that, in all of these initiatives, management seemed to take the right actions. There was a good business case, no significant problems related to development, implementation, or project management. Analysis will show that management used Era I methodologies for what were Era III or even Era IV projects. 28 ➤ INDUSTRIAL AGE THINKING ➤ The Gung-Ho CEO The first problem stemmed from addressing the business need and the related technical solution in isolation, in particular from the IT architecture.

Executives, IS managers, and business managers will all be involved in delivering strong results, deciding or driving enterprise growth, ensuring the right technical and skill foundation for business plans, and defining which initiatives are right for the enterprise. IT will increasingly serve as underpinnings or even as drivers. 3 illustrates how specific initiatives can support a strategic business goal while a range of technologies in turn enables those initiatives. Even enterprises that lack a formal strategic plan usually have a mission, set of goals, or statement of core competencies that act as a focus for investment of resources.

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