https://www.linkedin.com/pulse/architecture-roles-matthew-kern-msea-cea-pmp-itil-cissp-issap
Mostrando entradas con la etiqueta IT Strategy. Mostrar todas las entradas
Mostrando entradas con la etiqueta IT Strategy. Mostrar todas las entradas
viernes, 1 de mayo de 2015
viernes, 28 de noviembre de 2014
miércoles, 22 de octubre de 2014
domingo, 19 de octubre de 2014
martes, 14 de octubre de 2014
martes, 7 de octubre de 2014
jueves, 11 de septiembre de 2014
IT Strategy and Governance
http://www.enaxisconsulting.com/p-it-strategy-governance
Is your strategy on solid ground?
Our approach draws from our experience in working with Energy clients, knowledge of technology trends, and understanding of organizational structures and talent management in IT, as well as a methodology that is based on equal parts external and internal drivers. Our deep technology credentials gives us distinctive insight across all levels in establishing a successful IT Strategy.
IT Strategy
We work at multiple levels based on our clients’ needs to define the enterprise IT Strategy or for a specific function or area. Our consultants bring an experience based understanding of the Energy business (upstream, midstream, downstream and utilities), technology trends, and business needs to help develop an IT strategy that will support and enable the broader business goals. We work with clients to define application strategies, ERP strategies, Infrastructure strategies, collaboration strategies, outsourcing strategies and others. We also have industry-specific experience around IT strategies for Upstream Application Portfolio or Pipeline Connectivity strategies or IT Infrastructure to support Smart-Grids for utilities.
IT Governance
Successfully implementing an IT strategy requires an organization and governance model tailored to the specific organization and the defined IT strategy. We help support IT strategy execution by designing the right organizational structure, governance model, decision-making processes and KPIs. We perform client workshops and team-building exercises to implement the right structures to achieve a successful strategy.
Business-driven IT Strategy
http://stevegeorghakis.blogspot.com.es/p/business-driven-it-strategy.html
Overview
Companies with well-conceived business and IT strategies and plans (BDITS) operate more effectively than those without. It is necessary for these strategies and plans to span a 3-5 year horizon in most cases due to the magnitude of work required to fully implement necessary solutions. The benefits of creating and sustaining a well defined BDITS include:
- Effective alignment among key senior executives regarding business strategy – resulting in coordinated decision-making and synchronized efforts across many functions.
- Improved organization morale and motivation through common understanding of the connection of their daily work to an end state that’s beneficial to the entire company.
- A massive reduction in wasted time and money on projects and other spending within the business and IT which is not aligned with the important capabilities needed by the company.
- Dramatically increased “speed to market” with regard to new solutions for external customers and faster internal project execution by the business and IT.
- Ability to “stay the course” while still being able to support periodic plan deviations through a more effective perspective on how these deviations fit within the context of major necessary improvements over the long haul.
- All of the above can yield to improved ability to innovate and execute in critical “business capability” areas allowing the organization to improve efficiency and operating effectiveness … driving better top-line and bottom-line financial results and improved shareholder returns.
BDITS Activities and Deliverables
Activities that need to be performed during an initial BDITS will require substantial time and effort on the part of the organization, and usually will require assistance from a third-party consulting firm with experience performing work of this nature for companies in similar industries. It is both the assistance from a time and effort standpoint, and the expertise that drives the need for external assistance. The activities described below can be performed anywhere from 7-10 months by most organizations (and accomplished in a more compressed time for some companies depending on the scope pursued).
(1) Develop Strategic Enterprise Framework and Conduct Background EA Work
This set of activities involves defining the strategic aspects of the future-state that the company intends to put in place, and performing the background work on the current-state business operation to prepare for the next stage of work. Effective current-state work products will help to focus subsequent BDITS activities and reduce the time and cost of external consulting assistance to help analyze and document the current-state.
(2) Form Teams and Create Functional Roadmaps
This set of activities involves applying the strategic inputs defined in Phase 1 – above, and applying them broadly to the enterprise across functions AND in an in-depth manner in priority functional areas of focus. For all functional areas, high-level pain points and improvement opportunities are gathered from existing data and information (e.g. desired projects, open IT enhancement requests, recently conducted analyses, etc.) and several work sessions are conducted with business and IT leaders in these areas. For priority areas of focus, more detailed work is performed involving an extensive analysis of the current-state business and technology operation, definition of functional business objectives, creation of a vision of how the company wants to operate in this functional area in the future (using strategic inputs defined in Phase 1), definition of detailed business capabilities which must be put in place to meet functional objectives, a gap analysis of where the company stands today versus the future desired vision, and a plan (which will address people, process and technology) for achieving the desired future vision over the next 3-5 years. Functional roadmaps defined in Phase 2 are a key input to the Integrated Strategic Roadmap (IRS) developed in Phase 3.
(3) Develop Integrated Strategic Roadmap
The integrated strategic roadmap is Phase 3 of the BDITS initiative and involves synthesizing the functional roadmaps created in Phase 2 and creating an overall solution architecture for implementing appropriate initiatives defined in the functional roadmaps. It is important to note that it is highly likely that not all of the initiatives defined by the functional teams during Phase 2 will “make the cut” in the Integrated Strategic Roadmap (for reasons which involve potential overlap and redundancies with initiatives created by other functional teams, overall capacity of the organization to implement solutions and other sequencing issues related to the nature of the underlying foundational technology which must be put in place to support all of the functions in aggregate).
(4) Gain Approval and Manage Portfolio Execution
This final major phase refers to the approval gained from the Board and Executive Committee to move forward with the implementation of initiatives defined in the BDITS, and then the subsequent adjustments to the existing portfolio and formation and launch of specific BDITS projects.
With the above being said, in order to effectively execute on a BDITS, a well-implementedframework is absolutely necessary.
A Framework for Strategy, Governance & Delivery
http://stevegeorghakis.blogspot.com.es/p/framework-for-strategy-governance.html
Many organizations struggle with the combination of strategic and tactical activities necessary to maximize the value of IT investments. There are literally dozens of activities that need to be executed in an integrated fashion in order to fully leverage the power of Information Technology to power the enterprise.
The following graphic describes four critical areas of focus, which have many points of integration with each other ... all tied together by effective IT governance (both strategic and tactical):
viernes, 5 de septiembre de 2014
FIT3136 IT governance and strategy for business - Semester 1, 2014
http://www.infotech.monash.edu.au/units/archive/2014/s1/fit3136.html
Unit Schedule
Week
Activities
Assessment
0
No formal assessment or activities are undertaken in week 0
1
Strategic contexts of organisations
Tutorials begin in Week 1
2
IT strategy and business strategy
3
IT strategy alignment
4
IT governance
5
IT governance (continued from Week 4)
6
IT processes
7
IT systems success and failure
Assignment 1 is Due
8
Funding IT function
9
IT outsourcing
10
Legal issues with IT
11
Legal issues with IT and Green IT
12
Unit review and exam discussion
Assignment 2 is Due
SWOT VAC
No formal assessment is undertaken in SWOT VAC
Examination period
LINK to Assessment Policy:http://policy.monash.edu.au/policy-bank/
academic/education/assessment/
assessment-in-coursework-policy.html
*Unit Schedule details will be maintained and communicated to you via your learning system.
IT Strategy and Governance
http://www.pwc.com/ca/en/technology-consulting/technology-advisory/it-strategy-governance.jhtml
Developing business-focused plans and governance structures
PricewaterhouseCoopers can help you develop a technology strategy aligned to your business objectives. Our team of seasoned advisors have helped clients in many industries using their experience in IT architecture, IT management, IT governance, compliance, risk, IT sourcing and service delivery.
If your business needs a strategy or governance structure to improve the effectiveness of your IT operations, our team can provide a tailor-made solution to get your IT function on track.
How PwC can help
Leveraging PricewaterhouseCoopers’ leading methodology and frameworks including our TRANSFORM™ IT framework, we help you develop:
- IT Strategic Plan: We identify gaps between your IT function (strategy, structure, people, process, technology) and your current and future anticipated organizational direction. We then collaboratively work with you to design a “blueprint” of your future operating model as well as a roadmap outlining the short, medium and long term initiatives required to get you there.
- IT Governance Program: We help you design and implement the organizational, reporting and risk management changes necessary to execute your strategy. Typical drivers include a desire to better align IT with the business, a desire to reduce cost and complexity, a need to better manage risk and compliance or a need to remediate service quality issues.
Contact us to find out how we can help you with your IT strategy.
martes, 2 de septiembre de 2014
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