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Decoding the IT Value Problem: An Executive Guide for by Gregory J. Fell

By Gregory J. Fell

Gain better returns out of your IT investments

Revealing the secrets and techniques to confirmed, potent suggestions that permit companies to leverage the entire price of hugely dear IT investments, Decoding the IT worth Problem is a no-nonsense consultant for making shrewdpermanent IT investments and slicing during the noise of seller advertising and media hype. writer Gregory Fell describes in wealthy element the particular methods, frameworks, infrastructure and self-discipline required to advance and execute company IT techniques which are ecocnomic and sustainable.

  • Provides a confirmed framework for constructing and effectively executing ecocnomic IT strategies
  • Plain English assistance for gaining the main go back on funding from severe IT investments
  • Explores constructing and executing IT process; forecasting, calculating and dealing with IT charges; leveraging IT investments to force company development; IT and the evolving international financial system; IT worth administration; speaking IT price around the firm; and best switch, transformation and innovation

If you are a senior point supervisor or govt chargeable for handling IT price on your enterprise, Decoding the IT worth Problem is the sensible and obviously written advisor you will flip to, with instruments and tips for shrewdpermanent funding and administration of IT costs.Content:
Chapter zero creation (pages 1–2):
Chapter 1 the price of IT (pages 4–15):
Chapter 2 Why IT tasks Fail (pages 18–26):
Chapter three The Washington precept (pages 28–40):
Chapter four Balancing possibility and publicity (pages 42–54):
Chapter five Time is the Enemy (pages 56–65):
Chapter 6 software program isn't really synthetic (pages 68–75):
Chapter 7 know-how Disruptors (pages 78–87):
Chapter eight The place of work of comprehend (pages 90–104):
Chapter nine company source making plans: One measurement matches such a lot (pages 106–111):
Chapter 10 Outsourcing IT (pages 114–125):
Chapter eleven Rebaselining the IT finances (pages 128–139):
Chapter 12 The CFO's point of view (pages 142–151):
Chapter thirteen Optimizing the CEO—CIO courting (pages 154–160):
Chapter 14 Conclusions (pages 162–170):

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Extra resources for Decoding the IT Value Problem: An Executive Guide for Achieving Optimal ROI on Critical IT Investments

Example text

Let’s work through some examples, and you’ll see what I mean. In each example, we’ll set up a simple 3 × 2 risk profile matrix, like this: Confidentiality Integrity Availability Then we’ll assign values on a scale of three to one (three being the highest and one being the lowest) to the second row under each column. Balancing Risk and Exposure 45 For example, an application requiring high confidentiality, high integrity, and high availability looks like this: Confidentiality 3 Integrity 3 Availability 3 An application requiring high confidentiality, medium integrity, and low availability looks like this: Confidentiality 3 Integrity 2 Availability 1 Now let’s dig a little deeper and look at some specific examples: Let’s say we’re trying to figure out how much to invest in an application for making month‐end reconciliations.

Some even accused him of being a coward. History, of course, shows us that they were wrong. But imagine how extraordinarily difficult it must have been for Washington to preside over a group of senior officers that included Horatio Gates, Charles Lee, Benedict Arnold, Nathanael Greene, Henry Knox, Israel Putnam, “Mad” Anthony Wayne, and Alexander Hamilton. Most of them, notes the historian Richard Brookhiser, had their own ideas about strategy. Each was undoubtedly convinced that his strategy would win the war.

I witnessed this kind of phenomenon firsthand when I was at Ford. The first time we tried introducing lean manufacturing processes, we actually became less productive and less efficient. It wasn’t that we didn’t understand the potential value of lean manufacturing—it was clear to most people in the automotive business that Toyota was generating value from its lean manufacturing processes—but we didn’t appreciate how difficult it would be to move from understanding value to delivering value. We underestimated the complexity of the business process changes and the extraordinarily high levels of commitment that are required to 38 Decoding the IT Value Problem make that kind of major transformational leap successfully.

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