IT documents comes with different names such as the following: - Manual or handbook, - Policies and procedures, - Management systems, - Project plans. In the real world we have various names with unique descriptions and purposes when in fact they could be made to do a uniform direction for which actions are based for the entire IT initiatives, probably the longest in IT lifecycle is operation. The problem is our inclination on something else which is wrong. IT remains an IT area. Business remains a business area. The same problem is carried out when we conduct IT audit. Most audit are missing the gists in which IT is being used by businesses. We once said that an effective IT audit is conducted by IT people themselves but there is something wrong with that even. Business and accounting people have been doing it with a different bias and preconceived notions which doesn't make the cut for IT direction and audit respectively. Leaders play the same game and so the problem continues an
We've seen varying and elaborate ways to accomplish uncommon artifacts and rock solid business systems but still we had to create our own. For a simple reason, methodologies are not always full-clad, and practitioners concur on and adjust them, subsequently, overcoming problems and be able to pull through on agreements and goals. That's why we had to establish our own basic prerequisite for whatever job we should be in --
- Purpose (Initiative, beginning of master plan) - does it solve issues for or augment the business?
- People (Strategy and requiring correct Specifications) - who can deal with such assignment? Humans make everything and miss a lot!
- Product (Architecture and Technology) - do we need it and how do we use it? However and whatsoever they are must not influence the major portion of the decision.
- Policy (Practices, Standard, Rules, Regulations and Laws) - we need comprehensive and panoptic guidelines.
- Process (Action guided by the purpose) - make sure we are consistent.
- Procurement (Acquisition, reinforced by our AIM business lifecycle) - it must be competitive not corrupted. Where do you put major software development efforts? Pick one of the following facets: acquisition, implementation or management?
- Period (Time) - know it and save energy. Would you be able to calculate when may the complete delivery happen from the beginning? See purpose.
- Produce (finished or set Goal achieved) - is it successful? If it really resolves the issue and augments the business. It satisfies the wants and everyone.
We need assurance that we will be able to commit and deliver on our accords. We find these 8Ps to be a good start in IT and contiguous facilities related work. It can be used to complement industry best practices, standards and regulatory compliance. They make matters explicit and kindred with each other. Failure to determine important components from the beginning will prolong engagement (that is considered wasteful for proponent companies themselves). Benefits and value must be realized from all phases of a particularly huge effort and concurrently acknowledged by parties involved.
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