The ability to see within an enterprise with operations requiring various technologies in information, communication, operational, security and compliance, or two or more of these, finds stakeholders, or the need to adjust techniques and make, some ingenious ways to be more effective in their responsibilities and deliverables or production. Enterprise technology is not an area and language to be used where there are only some specializations involved but which still within the confines of information technology. IT may have been serving utility operations or energy generation for sometime already and yet stakeholders cannot see how to work hand-in-hand to increase their own efficiency, and the output for which customers are very dependent. There are efforts but they remain completely separate and the result is the bigger realizations and concerns about costs rather than creation of value from the start, not just when profits began to come in. If IT is not clearly use in such environmen
With so many areas to measure in IT we cannot emphasize enough how important it is do so even when no one seem to be interested about it. Even in program and project management which is most likely where measurement is a heavy part of the whole exercise, it is only to make sure time, materials and budget are all in the same place for a very specific purpose, and not entirely the enterprise. The measurement ends when the project ends.
If only program and project management mechanisms are always applied every time an IT or any area in it is being dealt with. May be there will not be any problem with measurement and stakeholders need not to worry about surprises. Remember project management, like other practices within IT, is not a panacea. If we are lax and miss something, project fails and so resources burns.
Seven years ago, we articulated about why measuring IT was a problem and it still is true up to this time. In fact, IT problems without much departure from the old ones seem to keep bugging out and they are ignored completely as if they never passed the wide optic. But then the eye might be simply being dependent on an available knowledge.
We said before, though there have been proven measurement methodologies to effectively govern the whole organization, measuring IT correctly may have been, as evidence suggests, subtle and an improperly conceived prospect as part of the overall facets of business. The measure up IT, avaialble at Social Science Research Network, which update now long overdue had explored such opportunity and found out based on the results of study that formal and proven methodologies and even an ad-hoc one can be used to effectively measure the business value of IT. However, a particular issue have also been discovered that concerned stakeholders may not be aware of such effort if key executives could not properly communicate nor senior managers could not execute correctly the objectives and priorities of the business where IT can be properly fitted in.
Either an IT is just beginning or it already reaches where allocated money is almost near to its exhaustion there is no better way to do now than ask and be assured if projects are getting there as they were planned or not. In IT we need a recurrent work to reduce risks which can consume business results.
If only program and project management mechanisms are always applied every time an IT or any area in it is being dealt with. May be there will not be any problem with measurement and stakeholders need not to worry about surprises. Remember project management, like other practices within IT, is not a panacea. If we are lax and miss something, project fails and so resources burns.
Seven years ago, we articulated about why measuring IT was a problem and it still is true up to this time. In fact, IT problems without much departure from the old ones seem to keep bugging out and they are ignored completely as if they never passed the wide optic. But then the eye might be simply being dependent on an available knowledge.
We said before, though there have been proven measurement methodologies to effectively govern the whole organization, measuring IT correctly may have been, as evidence suggests, subtle and an improperly conceived prospect as part of the overall facets of business. The measure up IT, avaialble at Social Science Research Network, which update now long overdue had explored such opportunity and found out based on the results of study that formal and proven methodologies and even an ad-hoc one can be used to effectively measure the business value of IT. However, a particular issue have also been discovered that concerned stakeholders may not be aware of such effort if key executives could not properly communicate nor senior managers could not execute correctly the objectives and priorities of the business where IT can be properly fitted in.
Either an IT is just beginning or it already reaches where allocated money is almost near to its exhaustion there is no better way to do now than ask and be assured if projects are getting there as they were planned or not. In IT we need a recurrent work to reduce risks which can consume business results.
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