Six It Decisions Your It People Shouldn’t Make
Review of
1. Six IT Decisions Your IT people shouldn’t make
By Jeanne W. Ross and Peter Weill
2. IT Project Management: Infamous failures, Classic Mistakes & Best Practices
By Ryan Nelson
MICS ASSIGNMENT – ESSAR MEP 2010-11 SUBMITTED BY
GROUP 6
Group Members
1. Pranav Shah
2. Pranav Singi
3. Shailendra Saha
4. Rajat Khandelwal
5. Deval Patel
Instructor: Professor B. H. Jajoo
EXECUTIVE SUMMARY
Effective deployment of IT is one of the defining characteristic for successful organization in current business age. The two papers reviewed by us are mainly about things organizations should safeguard against for accomplishing a successful IT strategy and project implementation.
Six IT Decisions Your IT People Shouldn’t Make
This paper helps one understand how the organizations IT vision could go haywire and end up in a liability for the organization if managerial decision making relating to IT projects are avoided by top management and hence by default passed on to IT people. These decisions and their implications are summarized below –
1. How much should we spend on IT? – The top management’s role here is to clearly define the role IT should play in achieving organization’s strategic objectives and hence level of spending on IT projects. Failure to do this leads to high IT spending without significant contribution in furthering organizations strategy.
2. Which business process should receive our IT dollars? Again focus on relevant IT initiatives that are critical for achieving organizations strategic as well as business objectives should be guided by the senior management.
3. Which IT capabilities should be firmwide? There would be trade-off between centralizing IT capabilities (and save resources) and maintaining business flexibility. Without the guidance from top management this sub-optimal choices could be made significantly hurting the organization.
4. How good your IT services need to be? Again there is cost-to-benefit examination
1. Six IT Decisions Your IT people shouldn’t make
By Jeanne W. Ross and Peter Weill
2. IT Project Management: Infamous failures, Classic Mistakes & Best Practices
By Ryan Nelson
MICS ASSIGNMENT – ESSAR MEP 2010-11 SUBMITTED BY
GROUP 6
Group Members
1. Pranav Shah
2. Pranav Singi
3. Shailendra Saha
4. Rajat Khandelwal
5. Deval Patel
Instructor: Professor B. H. Jajoo
EXECUTIVE SUMMARY
Effective deployment of IT is one of the defining characteristic for successful organization in current business age. The two papers reviewed by us are mainly about things organizations should safeguard against for accomplishing a successful IT strategy and project implementation.
Six IT Decisions Your IT People Shouldn’t Make
This paper helps one understand how the organizations IT vision could go haywire and end up in a liability for the organization if managerial decision making relating to IT projects are avoided by top management and hence by default passed on to IT people. These decisions and their implications are summarized below –
1. How much should we spend on IT? – The top management’s role here is to clearly define the role IT should play in achieving organization’s strategic objectives and hence level of spending on IT projects. Failure to do this leads to high IT spending without significant contribution in furthering organizations strategy.
2. Which business process should receive our IT dollars? Again focus on relevant IT initiatives that are critical for achieving organizations strategic as well as business objectives should be guided by the senior management.
3. Which IT capabilities should be firmwide? There would be trade-off between centralizing IT capabilities (and save resources) and maintaining business flexibility. Without the guidance from top management this sub-optimal choices could be made significantly hurting the organization.
4. How good your IT services need to be? Again there is cost-to-benefit examination