Academics who push agility over strategy don't have to worry about "cost justify(ing) the benefits of their IT investments, adhere(ing) to corporate and external compliance requirements, design(ing) and develop(ing) systems that provide a unique proposition and add to competitive advantage, operate(ing) services that never go down, and manage(ing) risk..."
But it seems some resources should be charged with quick development and deployment.
How many companies still primarily do large scale IT projects v. lots of small projects and SaaS?
Are you saying agility doesn't matter (devil's advocate...I know)? With users demanding quicker responses and going off on their own, agility would seem a no brainer. I was also wondering if you were suggesting that agility means more projects fail faster....
That's an interesting point, Don. I think when people speak about an IT initiative generating new revenue. But visibility of costs measured against visibility of quantifible benefits is a way to show how IT contributes to the top and bottom line. And there's almost no enterprise project these days where IT is not a big peice of the puzzle.
"The visibility of IT asset consumption and the capability to allocate the cost of those assets based upon that consumption results in an accurate measurement of IT's contribution to Cost of Sale (COS) that is both traceable and visible. Achieving visibility of costs as a key IT strategic intiative today provides a pathway into technology optimization and justification of IT's value contribution to the organization's bottom line performance within each revenue stream."
How much risk should a CIO take? How many projects should they oversee and encourage? Is there a happy medium in the CIO role? ECF community manager John Dodge tries to answer these tough questions in this video.
Last week I was interacting with a number of technologists where we were discussing the need for organizations to be more agile and the implications this may have on an organization’s architecture efforts in general and enterprise architecture in particular.
The same pressures shifting the needs of the business are present where business and technology meet and should affect the creation and use of architecture work products. Much can be learned from what’s happening in the agile development space, and applied to architecture:
Since the first of the year, I’ve been giving a presentation on embracing technical trends for organizations – what strategists need to think about to address the needs of their organizations. At the end of the material, I include a summary of takeaway points. Since I haven’t posted anything to this site for a while, I thought I’d share them and see what kind of reaction develops:
This week I was working on a presentation for the ISSIP Service Futures SIG titled: Service Futures and Drivers of Change. Part of the presentation included a discussion of megatrends – the industry independent trends that will shape our lives in the future and their effect on business decision making.
Last month, I attended the MIT CIO Symposium focused on the transformational CIO. At the event I ran into John Dodge (of this site). John said I hadn’t posted much recently so I thought I’d pass along a brief summary of the panels I attended:
I was in a discussion the other day about the state of automation and IT. We started talking using a quadrant chart (much favored by consulting organizations today), that had an axis for data and one for process that looked something like this.