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
Many businesses and high value activities definitely requires IT. The senior management people must be able to articulate it and technology practitioners must have the facility, not just mere ability, to make that need happen. IT have evolved and specific areas have all become important for a sound enterprise system. Not one area can be sacrificed to make the other seem better or valuable anymore.
That makes IT remote for small and underfunded companies. But IT need not be that expensive as inexperience ones and first adapters so indicates. The budget and size alone is deceiving. IT is not always going to cut into an effective and efficient initiatives even for allocation of big budget backed by their own companies (senior management). Check and compare small and big companies’ effort and discover what’s taking the small company with a better IT than the big company or the competitor doing good and the other is not. IT alone cannot be blamed here no matter how proficient the company’s technology people are. It’s not that IT must be administered the same the way other efforts or initiatives are done. There is good reason why generals are so effective at running the affairs of their organizations with their officers and men assigned both in the office and in the field or warfare and with their IT-related efforts, if any, can help them execute their plan of actions faster and at point-blank. IT is not a panacea but many organizations may discover it can be used to assist in their objectives and even accelerate things further. Organizations like the military and other commercial entities realized that with IT they become nimble in their decisions and executions of objectives. However, the current experience is gloomy and makes people cynic on the prospects of IT. Only big ones seem to benefit from it because they have deep pocketed budgets. We can forward further with a progressive one.
IT can facilitate enterprise goals at the outset. Business and IT lead roles must do more for IT to be useful and functional for the business as well as the workplace. IT must provide convenience to people, too.
Imagine just one of the few mechanisms we've been using to deal with a task, a notable 8Ps, published here before, for initiating, developing and making programs and services happen. Check the following (an additional realization from our first account of 8Ps):
-Purpose (start, master plan),
-People (strategy, requiring correct specifications, humans make everything and miss a lot!),
-Product (technologies however and whatsoever they are must not influence the major portion of the decision),
-Policy (rules, regulations and laws),
-Process (actions guided by the purpose),
-Procurement (acquisitions, reinforced by our AIM business lifecycle, Where do you put software development efforts? Pick one of the following facets: acquisition, implementation or management?),
-Period (time, Would you be able to calculate when may the complete delivery happen from the beginning? See purpose.),
-Produced (finished or set goal achieved).
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