Download Achieving Business Value From Technology by Tony Murphy PDF

By Tony Murphy

Total this ebook introduces a framework of IT funding with exact definitions, sound sensible advices, powerful concentrate on worth dimension of IT. i feel it's a sturdy reference for IT Strategic Consultant.The framework is so known as 3P: 5 Pillars, procedure, humans. The 5 Pillars are Strategic alignment, company strategy impression, structure, Direct Payback, threat. Weighting and scoring approach is seriously used on the making plans and research degree whereas quantitative dimension of every of the 5 Pillars is very emphasised via the writer.

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Extra info for Achieving Business Value From Technology

Sample text

The lowest section represents some of the main drivers of business change today. These continually contribute to and change the Business Context (the second section) on which all IT investments must be based. Remember, the Business Context drives all IT investment decisions. The question is: How do you represent this ever-changing business context in a form that enables effective IT investment decisions? You’ll remember from the case studies in Chapter 1 that problems invariably arose when management focused on achieving its immediate and narrow objective to the exclusion of other factors.

The beginners will benefit from obtaining full guidance while the more advanced will gain by comparing their current practices against the comprehensive framework provided. The key starting message is: Each investment must be viewed through a broader range of perspectives than before. We discuss this in more detail in Chapter 2. 2 Chapter The Five Pillars of Benefits Realization Conquerors estimate before the war begins. They consider everything. Sun Tzu on dynamic benefits realization The defeated also estimate before the war, but they do not consider everything.

The common focus on IT obscures the reality that the IS organization will not operate the tools day-in, day-out once the implementation project is completed. Failure to deliver expected value will always be the IS organization’s fault even though it has little control over the day-to-day operations. Business value is created through a combination of tools and business processes. The IS organization may be expert regarding the potential of IT tools, but the users are the experts on what business processes work best for them with the tools available.

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