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
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