Research paper : Computer Science

Lesson 1

1-1© 2015 Pearson Education, Inc. . Publishing as Prentice Hall

Chapter 1

1-1©© 20155 Pearson Education, Inc. . Publishing as Prentice Hall

IT Value is the worth or desirability of a thing.
(Cronk and Fitzgerald, 1999)

IT Value is a subjective assessment.

IT Value is based on how a business chooses
to view it.

IT Value is tied to the business model.

IT Value can be defined by ROI or KPI’s.

1-2©© 20155 Pearson Education, Inc. . Publishing as Prentice Hall

Decisions about IT Value may be made to
optimize value to the firm even if they
cause difficulty for a business unit or
individual.

IT Value needs to be leveraged for the
benefit of the firm.

1-3©© 20155 Pearson Education, Inc. . Publishing as Prentice Hall

IT Value is a
function of people,
process, and
technology.

IT Value is also a
function of
organizational
value.

P

e

o

p

l

e

Process

Technology

1-4© 2015 Pearson Education, Inc. . Publishing as Prentice Hall

IT Value has a temporal dimension.
Initially, companies spend a considerable
amount to deploy new technology with no
benefit.
Some value is then achieved by solving initial
inefficiencies.
As use increases, complexity grows and
costs increase.
Finally, the business is made simpler and
efficiencies are achieved.

1-5© 2015 Pearson Education, Inc. . Publishing as Prentice Hall

1-6©© 20155 Pearson Education, Inc. . Publishing as Prentice Hall

Link IT Value directly to the business
model.
Recognize that value is subjective, and
manage perceptions accordingly.
Aim for a value “Win-Win” across
processes, work units, and individuals.
Seek business commitment to all IT
projects.
Manage value over time.

1-7©© 20155 Pearson Education, Inc. . Publishing as Prentice Hall

IDENTIFICATION
+

CONVERSION
+

REALIZATION
=

IT VALUE
1-8©© 20155 Pearson Education, Inc. . Publishing as Prentice Hall

Joint IT-Business mechanisms
should be established to identify
business and technical
opportunities where IT can add
value.
Establish a formal process for
project prioritization.

1-9©© 20155 Pearson Education, Inc. . Publishing as Prentice Hall

Recognize and evaluate opportunities
through a joint business-IT structure.
Develop a means to compare value across
projects.
Utilize a portfolio approach to project
selection.
Establish a funding mechanism for
infrastructure.

1-10©© 20155 Pearson Education, Inc. . Publishing as Prentice Hall

Conversion is the transformation of ideas
and opportunities into IT value
propositions.

Excellent project management, effective
execution, and reliable IT operations are
critical to IT value creation.

1-11©© 20155 Pearson Education, Inc. . Publishing as Prentice Hall

More projects than resources
Insufficient time to complete all projects
Training limitations
Inadequate technical or business
resources
Implementation of IT may require
significant business process redesign.

1-12©© 20155 Pearson Education, Inc. . Publishing as Prentice Hall

Availability of adequate and qualified IT
and business resources

Training in business goals and processes

Multifunctional change management

Emphasis on higher-level learning and
knowledge management

1-13©© 20155 Pearson Education, Inc. . Publishing as Prentice Hall

IT Value realization is a long-term
process.

To deliver Value – technology must be
used extensively.

Measurement is a key component.
[Does Expected Value = Actual Value?]

1-14©© 20155 Pearson Education, Inc. . Publishing as Prentice Hall

Plan a value-realization phase for all IT
projects.
Measure outcomes against expected results.
Look for and eliminate root causes of
problems.
Assess value realization at all levels in the
organization.
Have provision for acting on new
opportunities to leverage value.

1-15©© 20155 Pearson Education, Inc. . Publishing as Prentice Hall

1. Have a clearly defined portfolio value
management process.

2. Aim for chunks of Value.
3. Adopt a holistic orientation for

technology value.
4. Aim for joint ownership of technology

initiatives.
5. Experiment more often.

1-16©© 20155 Pearson Education, Inc. . Publishing as Prentice Hall

Track projects as they are developed.

Revisit portfolio decisions to determine if
projects should be changed.

Invest in strategic and infrastructure
projects.

Develop an ongoing means to ensure
value is realized.

1-17©© 20155 Pearson Education, Inc. . Publishing as Prentice Hall

Focus on key areas.

Deliver Value through a series of small
focused projects.

Balance short-term and long-term
strategic goals.

1-18©© 20155 Pearson Education, Inc. . Publishing as Prentice Hall

Manage and use people, process, and
technology.

Anticipate the impact of technology.

Incorporate technology changes into
business changes.

1-19©© 20155 Pearson Education, Inc. . Publishing as Prentice Hall

Ensure executive sponsorship for all IT
projects.

Develop a culture of joint responsibility
and mutual trust between IT and the
business.

1-20©© 20155 Pearson Education, Inc. . Publishing as Prentice Hall

Experiment with new technologies on a
small scale to minimize risk.

Experimentation enables technology
investments to be made in smaller
chunks.

Experimentation enables IT Value to be
realized sooner.

1-21©© 20155 Pearson Education, Inc. . Publishing as Prentice Hall

This chapter explored the concepts and
activities involved in developing and
delivering IT value to an organization.

IT value cannot be viewed in isolation.

The entire IT process must be managed
from conception to cash.

1-22
©© 20155 Pearson Education, Inc. . Publishing as Prentice Hall

Lesson 1

1-1© 2015 Pearson Education, Inc. . Publishing as Prentice Hall

Chapter 1

1-1©© 20155 Pearson Education, Inc. . Publishing as Prentice Hall

IT Value is the worth or desirability of a thing.
(Cronk and Fitzgerald, 1999)

IT Value is a subjective assessment.

IT Value is based on how a business chooses
to view it.

IT Value is tied to the business model.

IT Value can be defined by ROI or KPI’s.

1-2©© 20155 Pearson Education, Inc. . Publishing as Prentice Hall

Decisions about IT Value may be made to
optimize value to the firm even if they
cause difficulty for a business unit or
individual.

IT Value needs to be leveraged for the
benefit of the firm.

1-3©© 20155 Pearson Education, Inc. . Publishing as Prentice Hall

IT Value is a
function of people,
process, and
technology.

IT Value is also a
function of
organizational
value.

P

e

o

p

l

e

Process

Technology

1-4© 2015 Pearson Education, Inc. . Publishing as Prentice Hall

IT Value has a temporal dimension.
Initially, companies spend a considerable
amount to deploy new technology with no
benefit.
Some value is then achieved by solving initial
inefficiencies.
As use increases, complexity grows and
costs increase.
Finally, the business is made simpler and
efficiencies are achieved.

1-5© 2015 Pearson Education, Inc. . Publishing as Prentice Hall

1-6©© 20155 Pearson Education, Inc. . Publishing as Prentice Hall

Link IT Value directly to the business
model.
Recognize that value is subjective, and
manage perceptions accordingly.
Aim for a value “Win-Win” across
processes, work units, and individuals.
Seek business commitment to all IT
projects.
Manage value over time.

1-7©© 20155 Pearson Education, Inc. . Publishing as Prentice Hall

IDENTIFICATION
+

CONVERSION
+

REALIZATION
=

IT VALUE
1-8©© 20155 Pearson Education, Inc. . Publishing as Prentice Hall

Joint IT-Business mechanisms
should be established to identify
business and technical
opportunities where IT can add
value.
Establish a formal process for
project prioritization.

1-9©© 20155 Pearson Education, Inc. . Publishing as Prentice Hall

Recognize and evaluate opportunities
through a joint business-IT structure.
Develop a means to compare value across
projects.
Utilize a portfolio approach to project
selection.
Establish a funding mechanism for
infrastructure.

1-10©© 20155 Pearson Education, Inc. . Publishing as Prentice Hall

Conversion is the transformation of ideas
and opportunities into IT value
propositions.

Excellent project management, effective
execution, and reliable IT operations are
critical to IT value creation.

1-11©© 20155 Pearson Education, Inc. . Publishing as Prentice Hall

More projects than resources
Insufficient time to complete all projects
Training limitations
Inadequate technical or business
resources
Implementation of IT may require
significant business process redesign.

1-12©© 20155 Pearson Education, Inc. . Publishing as Prentice Hall

Availability of adequate and qualified IT
and business resources

Training in business goals and processes

Multifunctional change management

Emphasis on higher-level learning and
knowledge management

1-13©© 20155 Pearson Education, Inc. . Publishing as Prentice Hall

IT Value realization is a long-term
process.

To deliver Value – technology must be
used extensively.

Measurement is a key component.
[Does Expected Value = Actual Value?]

1-14©© 20155 Pearson Education, Inc. . Publishing as Prentice Hall

Plan a value-realization phase for all IT
projects.
Measure outcomes against expected results.
Look for and eliminate root causes of
problems.
Assess value realization at all levels in the
organization.
Have provision for acting on new
opportunities to leverage value.

1-15©© 20155 Pearson Education, Inc. . Publishing as Prentice Hall

1. Have a clearly defined portfolio value
management process.

2. Aim for chunks of Value.
3. Adopt a holistic orientation for

technology value.
4. Aim for joint ownership of technology

initiatives.
5. Experiment more often.

1-16©© 20155 Pearson Education, Inc. . Publishing as Prentice Hall

Track projects as they are developed.

Revisit portfolio decisions to determine if
projects should be changed.

Invest in strategic and infrastructure
projects.

Develop an ongoing means to ensure
value is realized.

1-17©© 20155 Pearson Education, Inc. . Publishing as Prentice Hall

Focus on key areas.

Deliver Value through a series of small
focused projects.

Balance short-term and long-term
strategic goals.

1-18©© 20155 Pearson Education, Inc. . Publishing as Prentice Hall

Manage and use people, process, and
technology.

Anticipate the impact of technology.

Incorporate technology changes into
business changes.

1-19©© 20155 Pearson Education, Inc. . Publishing as Prentice Hall

Ensure executive sponsorship for all IT
projects.

Develop a culture of joint responsibility
and mutual trust between IT and the
business.

1-20©© 20155 Pearson Education, Inc. . Publishing as Prentice Hall

Experiment with new technologies on a
small scale to minimize risk.

Experimentation enables technology
investments to be made in smaller
chunks.

Experimentation enables IT Value to be
realized sooner.

1-21©© 20155 Pearson Education, Inc. . Publishing as Prentice Hall

This chapter explored the concepts and
activities involved in developing and
delivering IT value to an organization.

IT value cannot be viewed in isolation.

The entire IT process must be managed
from conception to cash.

1-22
©© 20155 Pearson Education, Inc. . Publishing as Prentice Hall