Ilta 2005 successful technology begins outside the computer room by dave cunningham and alan nathanson - aug 2005
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Ilta 2005 successful technology begins outside the computer room by dave cunningham and alan nathanson - aug 2005
- 1. Successful Technology Begins Outside the Computer Room… I ntegrating Successful IT with its purpose Dave Cunningham, Shareholder Alan Nathanson, Shareholder Baker Robbins & Company August 25, 2005
- 3. Management / IT Disconnects
- 5. Top 10 IT Success Drivers
- 6. Top 10 IT Success Drivers … Derived from “The New CIO Leader”
- 7. 1. Leading & Managing
- 9. Grouping the Remaining 9 Drivers … Demand Side IT
- 10. 2. Understanding the Business Environment …
- 16. 3. Creating a Vision for IT-Based Success …
- 19. Emerging Technology Hype Cycle … Modest Visions Can Florish Here Great Visions Can Die Here Source: The Gartner Group Visibility Maturity Technology Trigger Peak of Inflated Expectations Trough of Disillusionment Slope of Enlightenment Plateau of Maturity
- 20. Popular Theory: Pick Two … Mitigating the Hype 3. Creating a Vision for IT-Based Success … Faster Better Cheaper
- 22. 4. Shaping IT Constituent Expectations …
- 27. 5. Creating Effective Governance …
- 31. 6. Weaving Business & IT Strategy Together …
- 35. Grouping the Remaining 9 Drivers … Demand Side IT
- 36. Grouping the Remaining 9 Drivers … Demand Side IT Supply Side IT
- 37. 7. Building the Right IT Organization …
- 41. Illustration of New IT Model … 7. Building the Right IT Organization … Business Innovation Delivering Change Supporting Infrastructure Outsourced to External Service Providers Embedded in the Practice Groups Traditional IT Responsibilities Source: The Gartner Group
- 42. 8. Developing a High Performance IT Team …
- 45. ITIL Framework 8. Developing a High Performance IT Team …
- 46. 9. Managing IT Related Risks …
- 49. 10. Communicating IT Performance …
- 55. Setting the IT Agenda
- 57. Questions
Notas del editor
- These seven modules constitute the core of ITIL. Its recent revision has improved the structure of ITIL, and the new scope, contents and relationships of the various modules are in essence as follows. Service Delivery: covers the processes required for the planning and delivery of quality IT services and looks at the longer term processes associate with improving the quality of IT services delivered. Service Support: describes the processes associated with the day-to day support and maintenance activities associated with the provision of IT services. ICT Infrastructure Management (ICT IM): covers all aspects of ICT Infrastructure Management from identification of business requirements through the tendering process, to the testing, installation, deployment, and ongoing operation and optimisation of the ICT components and IT services. Planning to Implement Service Management: examines the issues and tasks involved in planning, implementing and improving Service Management processes within an organisation. It also addresses the issues associated with addressing Cultural and Organisational Change, the development of a vision and strategy and the most appropriate method of approach. Application Management: describes how to manage applications from the initial business need, through all stages in the application lifecycle, up to and including retirement. It places emphasis on ensuring that IT projects and strategies are tightly aligned with those of the business throughout the application lifecycle, to ensure that the business obtains best value from its investment. The Business Perspective: provides advice and guidance to help IT personnel to understand how they can contribute to the business objectives and how their roles and services can be better aligned and exploited to maximise that contribution. Security Management: details the process of planning and managing a defined level of security for information and IT services, including all aspects associated with reaction to security Incidents. It also includes the assessment and management of risks and vulnerabilities, and the implementation of cost justifiable countermeasures.
- Value of a Calf A motorist driving by a Texas ranch hit and killed a calf that was crossing the road. The driver went to the owner of the calf and explained what had happened. He then asked what the animal was worth. “ Oh, about $200 today,” said the rancher. “But in six years it would have been worth $900. So $900 is what I’m out.” The motorist sat down and wrote out a check and handed it to the rancher. “ Here,” he said, “is a check for $900. It’s post-dated six years from now.” The Engineer There was an engineer who had an exceptional gift for fixing all mechanical things. After serving his company loyally for over 30 years, he happily retired. Several years later, his company contacted him regarding a seemingly impossible problem they were having with one of their multi-million dollar machines. They had tried everything and everyone else to get the machine fixed, but to no avail. In desparation, they called on the retired engineer who had solved so many of their problems in the past. The engineer spent a day studying the huge machine. At the end of the day, he marked a small X in chalf on a particular component of the machine and said “This is where your problem is.” The part was replaced, and the machine worked perfectly again. The company received a bill for $50,000 from the engineer for his services. They demanded an itemized accounting of his charges. The engineer responded briefly: One chalk mark …………………..……$1 Knowing where to put it ……….. $49,999