3. Aligning IT infrastructure and operations with the business goals
In this part, I would analyze the process of aligning IT infrastructure and operations with business goal in details. By looking through the caselets and power points that have been given, my opinion is that IT governance plays the most important role to ensure that IT is aligned with the business goals, by implementing effective IT governance, the organizations can gain the maximum value from IT, so that the business goal on IT would be achieved. I would define the background of IT governance and the process of building effective IT governance.
3.1 Background of IT governance
IT governance is the organizational capacity exercised by the board, executive management and IT
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The whole process of building IT governance for an organization consists of these four steps, and step 4 is the most important step of them because ITIL and COBIT are two methods that guarantee that IT governance could be implemented successfully.
In a critical look, the organizations use COBIT builds the relationship between business goals and IT governance goals. Based on the IT governance goal, ITIL can provide the specific practical principles for them.
In a detailed look, ITIL processes can be linked to the organization’s strategy, internal business environment and IT strategy to contribute to business service excellence. At the strategic level, the organization’s mission feeds into the vision, and together they set the strategic goals and key result areas as detailed in the strategic plan. The IT strategy has to be aligned with the strategic plan through effective performance management and reporting. At the tactical level, the business objectives and core business activities are used to determine the key performance indicators and are detailed in the business plan. At the operational level, IT infrastructure management includes operational management, operational level agreements, event and fault management, and element management. These four operational components ensure activities and processes support the business requirements and provide performance metrics to feed back
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YNG didn’t considerate about technological Direction Planning, they just allow so many database management system run independent at the same time, this behavior causes the cost of maintenance is increased, because they have to divide the technical resource for each of them, and at the same time, because they did not select the proper technical direction, so it is difficult to implement a common control which means they have to waste the limited resource to develop many
According to the Accenture IT Governance Model, the right model should offer a precise road map for IT governance decision-making and a framework for allocating responsibility and accountability among top-level executives, CIO, and business unit executi...
The evolution of Information Technology acted like a thrust in boosting the business. Many organizations invested lot of money to build IT infrastructure and analysis also indicates a rise in the percentage of amount that companies are investing in IT. IT acts as a bridge between companies and the customer’s and also brings together all the branches of an organization. The way IT is viewed has change over the time, earlier executives of an organization believed that computers, typewriters etc are meant for the lower level staff; but the trend has changed completely, managers of an organization emphasize about the value of using information technology to gain an edge over their competitors and are supporting the idea of digitizing business models. Many companies started hiring chief information officers and some of them are relying on strategy consulting firms. IT is viewed as a resource which has the potential to influence the economy.
This proposal outlines a project which aimed at evaluating SAGE IRELAND Service Desk. I will examine the host organisation (Sage IRELAND) Service Desk software and it’s compliance to the ITIL evaluation model. ITIL (Information Technology Infrastructure Library) is the most commonly recognized IT service management in the world. It a set of practices for information technology (IT) service management that emphases on supporting IT service with the nee...
Highly competitive environment and need of innovation, the companies are facing high pressures to innovate and improve the business process. As IT budgets are limited, process owners and IT departments need to decide how to divide their spending on efficiency and flexibility enhancing IT capabilities to optimally support the execution of business processes. The limited IT budgets put pressure on IT process owners to find the perfect mix to achieve the efficiency and flexibility to support smooth execution of business processes (Heckmann, 2015). IT departments need to find the right balance to use IT budget and decision making ability and play their role in maximizing the organization’s revenue.
As threats evolve and change with each new technology introduced organizations will also have to strive to improve the techniques used to protect their critical Information Technology (IT) assets. Gartner's IT Key Metrics Data for 2010 which was based on a survey of companies worldwide found that a company spent 5% of their IT budget on IT Security (Kirk, 2010). Connie Guglielmo, a Forbes staff member noted that IT spending will hit $2 Trillion in 2013 and Worldwide IT spending will rise 4.6 percent this year (Guglielmo, 2013).
Iskandar, M., & Salleh, N. A. M. (2010). IT Governance in Airline Industry: A Multiple Case Study. International Journal of Digital Society, 1(4), 308-314.
Henderson and Venkatraman proposed a model for business – IT alignment; it was intended to support the integration of information technology (IT) into business strategy by advocating alignment between and within four domains (see figure 1). The inter-domain alignment is pursued along two dimensions: strategic fit (between the external and internal domain) and functional integration (between the business domain and the IT domain). The objective of this model was to provide a way to align information technology with business objectives in order to realise value from IT investments. The authors argued that the potential strategic impact of information technology requires both an understanding of the critical components of IT strategy and its role in supporting and shaping business strategy decisions and a process of continuous adaptation and change. Hence, they presented a model that defines the range of strategic choices facing managers.
Request a meeting with the management team, put together a presentation outlining a strategy going forward, defining IT responsibility and contribution, and developing information competencies and their elements. This information is then distributed throughout the company. Reevaluate organization structure by requesting to report directly to the CEO for strategic guidance, and together, monitor the new system and make changes accordingly.
Driving Toyota are the sophisticated Information systems supporting its operations and its global supply chain. Barbra Cooper played a majlor role in modernizing TMS’s IS organization and infused IS into the business. Let’s analyze how the IS organization in TMS evolved, Barbra Cooper’s contribution towards the same and finally the question of how the new IS organization structure changed decision rights and introduced accountability for the project success.
One main apprehension that they have against Information System is the high investment cost. In addition to this there is the high maintenance and upgrade costs associated with the deployment of new IT systems. In fact they prefer to outsource the heavy IT department expenditures to other companies having IT as their core activities. In return they expected to receive a full solution pack to meet their requirements and they are ready to pay these IT services as an operating cost. At the same time the risks associated with IS are being shifted to the other
2. Propose method by which IS/IT strategies may be implemented in an organization to overcome challenges as were found from the analysis above.
Information Technology (IT) is a foundation for conducting business today. It plays a critical role in increasing productivity of firms and entire nation. It is proven that firms who invested in IT have experienced continued growth in productivity and efficiency. Many companies' survival and even existence without use of IT is unimaginable. IT has become the largest component of capital investment for companies in the United States and many other countries.
Whatever business purpose and business strategy your company emphasizes; customer intimacy, technology optimization, cost optimization or disruptive innovation; workplace practices must reflect and actively drive behaviors to deliver on that purpose and strategy and your corresponding market positioning. Lack of strategic alignment is one of the major causes for organizations to fail. Many organizations over time lose track of their key business purpose. If the strategic goals, business processes and organizational culture become misaligned, employees lose their focus, and customers lose their faith. Alignment of IT with business objectives is necessary to achieves desired outcomes which stockholders expect. Business alignment is integration of IT strategies with business strategies. IT provided facility to an organization to enhance its business and services electronically. IT exists in term of need of any organization. So we can say Business-IT alignment is the correspondence between the business objectives and the Information Technology (IT) requirements of an enterprise and the purpose of Business – IT Alignment is to optimize the value that IT contributes to the
Maintain effectiveness-It is crucial to have end-to-end IT infrastructure management in order to guarantee seamless business continuity. Investments in infrastructure management has a huge impact on a business’s revenue. Effective infrastructure management can aid in the changing of IT role from supporting business to driving