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Enterprise technology's juxtaposition, complementarity and application

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
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Single problem in a technology project may break everything

Any leading staff, if not the most responsible individual, in an organization decides if it follows either policy, favorable inclination of end-users to a certain product or service or a direction from management which is different from the views of the others. Then there is the preference of a vendor, if not the only factor that's been considered. 

Every proven policy is vague for every new project.

Such inclination to a product/service, even a best practice, is detrimental.

Such management direction is unhelpful.

On top of it all during the acquisition period, no matter the size of a certain, if not just one of the forms in a bigger, project plan, the responsibility within the acquiring organization must be muzzy. Or the responsible individual lacks the role and know-how about the project's practical application and business value, first for the end-users, and the entire organization's operational requirement. This must have been elucidated before bringing in any vendor.

Whatever the project's purpose, it's been broken from the start. Even if every option above had been used together in the decision making, it would still be a busted project.

With this only approach, employed throughout, everything is now on sensitive to erratic performance, the need to increase resources and staff, planned budget turned to be a stream of requital which extended beyond customer-vendor transaction, including but not limited to cyberattacks.

 

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