By Tony Murphy

Total this ebook introduces a framework of IT funding with exact definitions, sound useful advices, powerful specialize in worth size of IT. i feel it's a reliable reference for IT Strategic Consultant.The framework is so known as 3P: 5 Pillars, approach, humans. The 5 Pillars are Strategic alignment, enterprise strategy impression, structure, Direct Payback, hazard. Weighting and scoring procedure is seriously used on the making plans and research degree whereas quantitative dimension of every of the 5 Pillars is intensely emphasised by way of the writer.

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This can, and does, translate into an equally spurious feeling of satisfaction among those responsible for the evaluation process. Key areas of value-added business such as customer satisfaction, quality, speed to market, and competitive response will never be approved on the basis of measures that focus on the financially quantifiable. 34 ➤ INDUSTRIAL AGE THINKING ➤ Backward Focus These techniques are focused on the past, that is, what happened rather than what is happening or even will happen.

There is an Information Age solution that you can deploy. Ultimately, it comes down to good management processes and a best-practice methodology that is fully understood and accepted by the key stakeholders. Gartner has such a methodology based on the Five Pillars. It’s one that has been successfully used in a range of organizations and has provided a source of reassurance for business and technology executives worldwide. This book shows you how to deploy this 38 ➤ INDUSTRIAL AGE THINKING methodology in your organization and how to set up the governance processes to support it.

30 ➤ INDUSTRIAL AGE THINKING ■ INDUSTRIAL AGE THINKING FOR INFORMATION AGE PROBLEMS TE AM FL Y Those five cases are instructive. They underline how much more difficult it is to achieve the benefits from IT in Eras III and IV compared to earlier times. Today’s environment is faster moving and more complex. It requires not only internal integration, but also integration with trading partners while IT initiatives depend for their success on a wide range of stakeholders. Yet, as these case studies illustrate, executives extensively use Era I methodologies to address Era III and IV challenges.

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