Category Archives: IT Management

Raising IT’s Strategic Orientation

By | IT Management, IT Strategy | No Comments

Behind every successful CIO/ IT manager is an effective IT Business Model, Strategy and Road Map (and yes, probably 35,000 other factors).

Unfortunately most organisations have not ventured into developing a well-planned IT Business Model, Strategy Roadmap – the typical point of failure being that of not having the most appropriate vision, and/or not aligning IT to the business objectives. In fact, when they have a good IT Business Model, Strategy and Roadmap, they fail to implement and monitor the associated benefits. Hence the two (the most appropriate IT Business Model, as well as focused disciplined execution of the IT strategic plan) must go together. The success or failure of any IT organization is a reflection of:

a. How well efficient IT is being operated (operational impact)

b. How much is IT helping make the rest of the organization become more effective productive (tactical impact)

c. How IT helps transform the way businesses are done (strategic impact)

Studies have shown that the presence of an effective IT Business Model, Strategy & Road Map (we call it IT Strategic Orientation) would have easily brought the following business value to organizations:

• Increase operational efficiency by 35%
• Increase productivity by 57%
• Increase resources utilization by 20%
• Reduce operating cost by 10% – 25%
• Exceeding services standards & services levels
• Upwards increase in revenue generation

Unfortunately most IT divsions continue to “keep the lights up”, and develop & consume a so-called business plan that has operational impact only. Each organization is unique, when it comes to developing their IT Strategic Orientation – it is not a plug and play solution. It requires IT to enable the mainstream business objectives. While there is no one size fits all template, having the necessary skills to develop this “canvas” is crucial to enable the CIO/ IT Manager to likely steer & drive IT Operations successfully, enabling high impact circumstances.

IT Heads, IT Managers, IT Planners, IT Technopreneurs must be equipped with this single most essential skill – ability to develop an effective IT Strategic Orientation for the organization – and consistently learn how to:
 position IT to align with business goals, supporting the achievement of business objectives;
 develop the most appropriate IT business model and IT roadmap to support strategic objectives;
 develop business centric IT performance management & performance metrics;
 develop the supporting IT Service Management imperatives;
 consistenly drive not only operational impacts, but also tactical & strategic impacts;
 make IT important to the mainstream business.

Pandu- Tiny

Status posted by qaafr

IT Implementation Approach

By | IT Management, Quotes | No Comments

Implementation Approach

 

What I love about this model, is that it is a self-explanatory and it also shows the correlation between your defined strategy with the people and activities within your IT department, and eventually achieve the business goals.

This approach is so generic, you can use and apply them to other business units within your company. All you need to do is to change the relevant information or “blue box ” inside this framework.

Try it!

Change Agent – Ask the Right Questions

By | IT Management, Qaut | No Comments

2011-09-04-change-begins-with-me

When you introduce a change in your organization, often you will get some form of resistance from your subordinates or your peers.

You can practice the following questions to help you in the change process where it may change your subordinates/peers’ attitudes from avoidance into acceptance.

  1. From “Why?” to “What new opportunities will this change provide?” When you rare being asked “why,” you should focus on the benefits that the change will provide for the individuals and the organization.
  2. From “How will this affect me?” to “What problems will this solve?” You should let your subordinates/peers know what the problem is and how they will be part of the solution.
  3. From “We do not do it this way” to “What will be the result if we do it this new way?” One of the first reactions is that a process never has been done this way. You should provide explanations and empathy.
  4. From “When will this be over so that we can get back to work?” to “What can I do to help?” You should get employees involved in implementing the change.

By positively promoting a change, you can makes others want to be part of it and should be made to feel as though the change could not have happened without them.

Benefits Realization Framework

By | IT Management | No Comments

Benefits Realization Framework
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IT is commonly seen failing to deliver value for money.

62% of organizations say they find it difficult to calculate ROI for IT investments.

Only 41% of organizations perform an ROI assessment for IT budget.

With poor picture of why one organization should invest in IT,  resulting in decreasing confidence in IT’s ability to forecast and achieve business value from IT investments.

Alan McSweeney sharing the details on how you can implement Benefits Realization Framework in your organization so that it enables IT people to perform their work efficiently or  effectively or do new work or enables new way of working.

7 Habits of highly effective IT Governance

By | IT Management, Qaut | No Comments

The most successful companies are those that have matured beyond simply linking IT strategy and the business, and instead have established a fully integrated operating environment.

The following are the seven habits for gaining maximum value from IT Governance, based on A.T. Kearney research and experience working with a wide variety of clients – from multinational conglomerates and old-line businesses to rapidly growing start up companies.

Source: AT Kearney Inc, 2008

7habitsofITgovernance

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