Upload
j16a
View
217
Download
0
Embed Size (px)
Citation preview
8/8/2019 Strategic Approach for Information Capital Optimization
1/25
8/8/2019 Strategic Approach for Information Capital Optimization
2/25
2
This page is intentionally left blank
8/8/2019 Strategic Approach for Information Capital Optimization
3/25
3
Table of Contents1 Introduction .................................................................................................................................... 4
2 Executive Summary...................................................................................................................... 4
3 Overview of Methodology............................................................................................................. 5
4 Evaluation ...................................................................................................................................... 6
4.1 Business Objective................................................................................................................ 9
4.2 Success Criteria .................................................................................................................. 11
5 Diagnosis..................................................................................................................................... 11
5.1 Collaboration Matrix ............................................................................................................ 11
5.2 Business Value of the Decisions........................................................................................ 13
5.3 Business Needs................................................................................................................... 14
5.4 Key Challenges.................................................................................................................... 16
5.5 Goals for strategic planning................................................................................................ 17
5.6 Critical Success Factors ..................................................................................................... 17
6 Strategic Planning....................................................................................................................... 18
6.1 Objective Issue Strategy Matrix ................................................................................... 18
6.2 ECRR Matrix ........................................................................................................................ 19
6.3 Knowledge Management Strategy..................................................................................... 20
6.4 New Project Identification Strategy .................................................................................... 22
6.5 Project Success Monitoring Strategy................................................................................. 24
7 Conclusion................................................................................................................................... 25
8/8/2019 Strategic Approach for Information Capital Optimization
4/25
4
1 Introduction
In modern economy where globalization has provided the easy access
to physical resources and capital, the competitive business landscape has changed to
efficiency, operational cost and opportunity management. The IT has been able to provide
the due support to the said competitive factors. As a result of that the success of the
organization now depends on availability of information, its accuracy and quality and theorganizations ability to process the same to take the informed decisions. In real life we
have seen sizable or large organizations with number of software applications up and
running, but there are issues like information missing (gap) or inconsistent information
coming from two different sources. That scenario absorb considerable efforts of workforce
as well as top management in retrieving the information and reconcile the same and in
effect making the top management confined to controlling mode. Whereas in efficient
enterprise, the top management must have the birds eye view over enterprise wide
information, retrievable correct in f irst attempt. This way the top management can remain in
just monitoring mode and better focus on future planning. In analysis we can say that the
organizations have three type of capital namely Finance capital, Human capital and
Information Capital. This document is based on a real scenario and presents the strategicapproach to optimize the information capital.
2 Executive Summary
This is the study of Information System of the customer, a
mid size manufacturer of multiple types of machines and equipments. The products are
made by assembling the various types of components. The co. operates in domestic as
well as in international market. In both market segments, the co. also has a few channel
partners, augmenting the cos sales force. The company has decent IT infrastructure and
all managers have a desktop or lap top. The co. has a few applications running, including
one standard package for financial accounting. The applications running at the organizationare also either purchased off the shelf packages or developed as per requisition from one
or more HODs.
The departments of the company work more or less independently and exchange the
information on need basis. The decision making is hybrid in nature and most of the
decisions are made by the department heads and a few functional and the other corporate
level decisions are made by the top management. However for decision making, the top
management considerably leverage on the advice tendered by the departments heads. The
top management had the full confidence in the individual HODs knowledge and
capabilities. Considering the co.s dependency on individuals, the co. adequately take care
of critical people. Despite that the top management feels that the growth of the co. has not
been as per their expectation.
A business consultant has indicated that the co.s Information Management System needs
to be overhauled. Earlier the co. had a plan to go for any reputed ERP package, sometime
in mid of 2010. But in the wake of global meltdown and the feedback of the business
consultant, the co. has deferred the decision for at another two years. Now the co. wants its
whole information architecture to be redefined. The co. also needs the strategic IT planning
8/8/2019 Strategic Approach for Information Capital Optimization
5/25
5
for next 3 year; so that the potential business benefits of ERP implementation and other IS
applications can be optimized.
3 Overview of Methodology
The methodology is designed to ensure a proper,
comprehensive, systematic and consistent approach to Information Capital Optimization.
It embraces the holistic approach to the business objective, strategy, culture, people,
process and technology issues. The methodology is meant to provide the solution to above
converging issues.
The approach has above shown steps, which are well defined, aligned, integrated and yet
flexible to be tailored as per specific need. These steps are explained below in detail.
Steps 1- To begin with the business objectives are identified. These attributes are derived
from Vision and Mission of the company. All subsequent stages need to be aligned with the
business objectives. This phase also identify the internal stake holders of the business
objectives. For external stakeholders, the internal interfaces to the external stakeholders
will play the later role.
Steps 2- To achieve the business objectives there must be a solution of the well defined
problem, within existing constraints and all the stake holders must have the consensus on
all those artifacts. To review and monitor the strategy, the success criteria are also defined.
Steps 3- The solution of the defined problem, will be redefining the information architecture.
The existing information architecture is reviewed and analyzed with respect to identified
problem areas. The gaps identified and planning for filling the gaps is done.
Steps 4- The road map is made to fill the gaps over period of time. The gaps need to be
filled in structured manner and through prioritization based on business value of the
information needed. To maximize the benefits, the technology advancements are also
considered in the planning,
Steps 5- Based on the roadmap based strategic IT planning, the key focus areas are
identified and the projects are prioritized and planned accordingly.
Steps 6- On successful execution of the project(s) progress is reviewed and monitored to
ensure that the delivered results are duly aligned with the objectives. For deviations, the
appropriate actions are taken.
8/8/2019 Strategic Approach for Information Capital Optimization
6/25
6
4 Evaluation
The co. has the work force of around 800 including 100 computer users. The co. has two
offices, one for sales, HR, finance, purchase and corporate activities and the second is
works office where the manufacturing is done. Both of these offices are located in the same
city, but at different locations. The modes of communication are phone, e-mail, and fax. The
company has following departments.
1. Corporate
2. Marketing
3. Finance
4. HR & Admin
5. Purchase
6. Design
7. Production
8. Quality
9. Logistics
10. Customer Service
11. IT
All of above department work more or less independently and collaborate with each other on
need basis. The co. has following applications / packages along with the respective usersand stake holders. All of these packages are working independent and the information
exchange between users and stake holders are using e-mail, telephonic or verbal.
No. Process Packages Users Stake Holders
1 Accounting Tally 9 Account All HODs
2. Payroll Pay Pack 4.6 HR Finance
Corporate
3. PerformanceManagement
System (PMS)
ASP.Net / SQLServer based
custom development
HR Production
Quality
4. Design Auto CAD 2007 Design Production
Quality
8/8/2019 Strategic Approach for Information Capital Optimization
7/25
7
5. Inventory MS Access Store Production,
Quality
6. Customer Complaint
Tracker
ASP / SQL Server
based custom
development
Customer
Care
Design
Table: 1
The IT department is responsible for maintenance of these applications, along with the
network and hardware. Regarding procurement of off the shelf packages or development
project, this department is just a facilitator as actual decision is taken be respective HOD.
Following is the distribution summary of the decisions often made at department level, in the
course of business.
Figure: 1
The higher number of expert judgements, in key ares like Sales, Purchase, Production,
Quality, Logistics and Customer Services are noticeable.It will not be difficult to assess the
business vale of such key areas.
Given below is the organization wide break up of informed decisions and expert judgements.
8/8/2019 Strategic Approach for Information Capital Optimization
8/25
8
Figure: 2
Following points are worth noting from the above graphs.
1. Instead of leveraging on data supported analytical decisions, the co. is heavily
relying on expert judgements
2. The co. is too dependent on individuals for such expert judgements
As per given below figure, its observed that a sizable amount of high business value
information have no retrievable business reference.
Figure: 3
Thus the decision making is more like expert judgment & person dependent rather than
being with data and analysis.
8/8/2019 Strategic Approach for Information Capital Optimization
9/25
9
For efficient and effective use of information system, it must be duly aligned with the basic
objectives of the information system. Below given is the figure depicting the state of
information system at organization level.
Figure: 4
Hence it can be safely concluded that the co. has been partially managing the information.
However from the business value perspective, the information system needs to be
restructured to optimize the benefits.
4.1 Business Objective
The co. wants to restructure the information system with the
vision and aligned with its business objectives. The co. has following business objectives.
1. Improve the operational efficiency
2. To expand the customer base
3. To reduce the risk of meeting loss in any big order
4. To reduce the order execution cycle
For above objectives, the Key performance indicators are defined separately.
In the figure 5, as given below are the business objectives are defined and aligned with
corresponding operational aspects. In turn the operational aspects are aligned to information
aspects. The first objective, to improve the operational efficiency, requires the functionalshift from independent to collaborative model.
8/8/2019 Strategic Approach for Information Capital Optimization
10/25
10
Expand Customer Base
Reduce the risk of loss inbig orders
Reduce Order executioncycle
Improve Operationalefficiency
Objectives Operational Aspects Information Aspects
Sales:1. Improve Market Research
2. Expand Geographically3. Strategic Sales Planning
Customer Service:1. Improve Customer Service2. Inputs for Product Improvements3. Follow up and relationship
Design:1. Improve Product Design
Sales:1. Accurate Pricing & costing
2. Competition Analysis
Design:1. Innovative Cost effective product
Production:1. Optimum Production Plan
Purchase:1. Regular monitoring of RawMaterial prices
Purchase:1. Optimize the Lead Time
Design:1. Innovative Design withReusability
Production:1. Backward Planning2. Better Outsourcing Management
Quality:1. Ensure Greater Quality
Compliance
All Department:1. Build Collaborative InformationSystem
Sales:1. Record Market Surveys2. Analyze & Record CustomerFeedbacks3. Record Emerging Trends4. Identify and Record HiddenCustomer needs5. Update the Product Brochure
Customer Service:1. Record the technical issues2. Record and analyze the ProductFeedback and Customersexpectation
All Departments:1. Collaborative Intranet to manageand control the information, so thatknowledge is not person dependent
Customer Service:1. Analyze the reported technicalissues and innovate the solutions
Sales:1. Analyze the price and costing dataperiodically2. Record the bids lost to thecustomer, price difference andcompetitions comfort in execution atthat price
Production:1. Plan and track the production2. Leverage on best practices3. Document and Analyze in ProcessQuality Checks
Purchase:1. Maintain the list of suppliers withitems and respective supply timealong with the track record of thevendor
Design:1. Document the best designpractices
Production:1. Leverage on past data for
backward planning2.Document the SLA for
Outsourcing and track the vendorperformance
Note: Being Sample Report, the complete picture is not included.
Figure: 5
8/8/2019 Strategic Approach for Information Capital Optimization
11/25
11
4.2 Success Criteria
The project will be considered as successful, based on following.
1. The detailed collaborative Information map, exhaustively covering all Critical & High
business value information, is delivered. Based on that information map, an intranet
application is developed and No Critical or High category issue is reported in first quarter
after deployments.
2. Key projects are identified (in the order of priority) to fill the information gaps and a road
map to execute them in next 3 years are planned.
3. If the co. is able to expand the customer base by 20% in first quarter after executing the
plan. Alternatively the co. increases its RMS by 20% in first quarter after executing the
project.
5 DiagnosisBased on the dependencies of all departments on one and another, following
is the collaboration matrix. The matrix covers the owner and other stake holders for each
specific piece of information. This matrix will become the basis of any kind of new process
definition or proposed Business Process Reengineering (BPR), within the co.
Similarly there are couple of other matrices for information archival and retrieval and
business value of decisions, which will form the basis of identifying the needs of information
archival and access control, along with the prioritize the automation projects and defining the
scope. These matrices will facilitate with the birds eye view on processes, degree of
automation, owners, stake holders and integration needs.
5.1 Collaboration Matrix
Department Information Key Findings
Owner (O) / Participant(P) / Decision (D) / Access (A)
Marketing
Marketing Budget The requirement is - Finance (O) / Marketing (D) /
Corporate (A)
Whereas current state is Non Existing Process
Customer Database The requirement is - Marketing (O), Finance (A),
Corporate (A), Customer Care (A,P)
Whereas current state is Marketing (Full Control)
8/8/2019 Strategic Approach for Information Capital Optimization
12/25
12
Channel Partner Database The requirement is - Marketing (O), Finance (A),
Corporate (A), Customer Care (A,P)
Whereas current state is Marketing (Full Control)
Competition Details The requirement is - Marketing (O), Corporate (A),
Design (A)
Whereas current state is Non Existing Process
Contracts / PO The requirement is - Finance (O), Marketing (A,P),
Corporate (A)
Whereas the current state is Marketing (O),
Finance(A)
Proposals Submitted The requirement is - Marketing (O), Corporate( A)
Whereas the current state is - Marketing (O),
Corporate( P)
HR
Employee Database The requirement is - HR(O)/ Finance (A,P), All
Employees(A)
Whereas the current state is HR (O), Finance (A)
No access to anybody else.
Salary Record The Requirement is - HR(O)/ Finance (A,P),
Corporate (A), Employees (A-Restricted to
individual data)
Whereas the current state is- HR(O)/ Finance (A)
Training Calendar The requirement is HR(O) / All (A)
Whereas the current state is in practice manually.
Purchase
Approved Requisition The current requirement is Purchase (O), Finance
(A,P), Corporate (A,P)
Whereas the current state is Purchase (O)
PO / Contracts The requirement is - Purchase (A,P), Corporate(A,P), Finance (O)
Whereas the current state is Finance (O)
Invoices Payables The requirement is - Purchase (A,P), Corporate
(A,P), Finance (O), Store (P)
Whereas the current state is Finance (O), Store
8/8/2019 Strategic Approach for Information Capital Optimization
13/25
13
(P)
Inventory Details The requirement is - Store (O)
Whereas current state is Non Existing Process
Note: Being sample report, the data is not exhaustive
Table: 2
5.2 Business Value of the Decisions
Decision making is the heart of any
organization. More effective are the decisions, better is health of the organization. The quality
of the decision depends on the availability of data, its analytical results and the associated
risk. Again the risk, its probability and associated impact can be derived from the past data.
Each decision has different business value for the organization; hence also decision making
is also distributed across the hierarchy of the organization.
Department Decisions Basis of
Decision
Business
Value
Priority for
Automation
Marketing
Prospecting Expert Judgment High High
Customer Segmentation Expert Judgment High High
Costing Informed Decision High Low
Parameters for Market
Research
Not Done Critical Critical
Parameters for
Competition Tracking
Not Done Critical Critical
HR
Training Needs Not Done Low Low
Remuneration Expert Judgment Critical Low
Purchase
Purchase
EOQ Expert Judgment Average Average
Lead Time Informed Decision High Average
Buffer Stock Expert Judgment Average Average
ABC Analysis Informed Decision Average Average
8/8/2019 Strategic Approach for Information Capital Optimization
14/25
14
Design
Quality Parameters Informed Decision High High
Product Specifications Expert Judgment High Low
Capability Development Expert Judgment Average Average
Production
Schedule Expert Judgment High Critical
Shift Planning Expert Judgment Average Average
Manpower Expert Judgment High High
Customer
Service
Request Priority Expert Judgment High Critical
Expected Resolution
Time
Expert Judgment High Critical
Task Allocation Expert Judgment Average High
Note: The data is not exhaustive
Table: 3
Above is the mapping of decisions with respective business value. A subjective evaluation of the
same has enabled us to prioritize the need for automation.
5.3 Business Needs
A holistic view of all of above, gives us the business needs of
Information System aligned with the business objectives. A further analysis of below given
Performance Importance Matrix (modified for information System), emphasizes on followingbusiness needs.
1. Marketing Department needs to capture more relevant data and analyze the same.
2. Customer service needs to improve the decision making, which must be based on actual
data.
3. Inventory and Scheduling related data need to be analyzed for optimization of Order
execution time.
4. There must be information sharing with controlled access among stake holders.
8/8/2019 Strategic Approach for Information Capital Optimization
15/25
15
Performance - Importance Matrix
1
2
3
4 TechCapability
5Best
Practices
Alternatives
of
procurement
Customer
Service
Forecasting
6
Standardized
BOM
Info Sharing Indentify
Dependencies,
Customer
Feedback,
Booking Data
7Info
Capturing
Competition
Monitoring
Customer
Needs
8Info. Control Market
Analysis
9
9 8 7 6 5 4 3 2 1
Note: Being sample report, the data is not exhaustive
Figure: 6
Hence there is the need of following applications, in the order of priority.
1. A dedicated application Marketing Manager for Marketing to capture the data, related toProspects, Customers, Market and Competition. The application must be able to
generate the analytical reports aligned with the business objectives.
2. Enhancements in Customer Complaint Tracker and add analytical reports to improve
the decision making.
Excess
Appropriate
Improve
Urgent Action
Performance
Scale
Importance Scale
8/8/2019 Strategic Approach for Information Capital Optimization
16/25
16
3. A customized corporate intranet (Intranet) with workflow is needed for better
collaboration among stake holders. The Intranet will enable the stakeholders and
decisionmakers to view the real time data. The Top management can get the birds eye
view of the organization.
4. The existing Inventory Package which has become obsolete now. Replace the same
with some other package, having the features like computing EOQ and doing ABCAnalysis etc.
Proposed
Applications
Existing
Applications
Markeing
Manager
Customer
Complaint
Tracker -II
Inventory
Package (TBD)
Intranet
Accounting Integration Integration
Payroll Integration
Performance
Management
System (PMS) Integration
Design Integration
Inventory Replace Integration
Customer
Complaint
Tracker Integration Enhancement Integration
Table: 4
Above matrix lay down the roadmap for the future projects and their respective integration
needs.
5.4 Key Challenges
In the execution of above projects, following challenges are
anticipated.
1. Applications based on different technology groups are likely to increase the
maintenance cost and also likely to have integration challenges.
2. Intranet will be the heart of information system; hence its availability must be very
high.
8/8/2019 Strategic Approach for Information Capital Optimization
17/25
17
3. Existing Inventory application will be replaced by a new Inventory Package (TBD).
Data migration to new product / application will be a major challenge.
4. The integration with existing application, need extra involvement of the
stakeholders of both systems.
5. Application integration may corrupt the existing data.
5.5 Goals for strategic planning
1. After completing the proposed projects, IT maintenance cost is expected to be
reduced by more than 10 %
2. After completing the Marketing Manager Project, the sale is expected to improve
by more than 20% for the first year, with same resources
3. After completing the Marketing Manager and Intranet projects, the relative
market share (RMS) will considerably improve after 1 year. This cannot be
quantified, as no current RMS data is available.
4. Within 1 year of completing the Intranet project, the co. will be able to retain
around 80% of knowledge base.
5. To improve the average Order Execution Time for each product, by more than
15% , within 6 months of execution of Intranet Project.
5.6 Critical Success Factors
1. There is the assumption that there would not be any kind of organizational
restructuring. However if due to some imperative reasons that happens, this
document need to be revisited to realign as per changing needs.
2. The scope of all of the above projects must be carefully determined and verified,
prior to document the Request for Proposal (RFP).
3. For scope verification, requirement gathering and conducting the User Acceptance
Testing (UAT), it must be the same team throughout. The members of this team
should be from the category Indispensable, not the dispensable one. The HODs
must make available, such indispensable resources, for the purpose of the
respective projects. The reason is that these resources have the thorough
knowledge about the system.
4. For successful execution of the project, the decision making related to
requirements must be faster.
5. The strategy document needs to be periodically reviewed to make minor
adjustment, as per changing situations.
8/8/2019 Strategic Approach for Information Capital Optimization
18/25
18
6 Strategic Planning
To achieve the above stated goals, the co. needs a strategic
plan to execute in structured manner. In the diagnosis phase, all key aspects are identified
and analyzed. Based on analysis, issues are identified and the strategic plans are chalked
out accordingly. Given below are the various plans to deal with various aspects of Information
system.
6.1 Objective Issue Strategy Matrix
This matrix lists the interim objectives,
corresponding issues and respective strategies to overcome those issues and achieve the
objective. For the co. the Objective Issue Strategy Matrix is given below.
Objectives Issues Strategy
To improve the operational
efficiency, the departments
need to be more collaborative
Currently all departments are
functioning independently and
the information sharing isdone only on need / request
basis. Hence at operational
level, each department is not
able to view the complete
picture.
But changing the style of
functioning require greater
amount of efforts and
commitments from respective
HODs.
Change management through
selling the benefit, should be a
better strategy. Thecollaboration should become
a norm, by the time Intranet
project is completed.
The staff can be disciplined to
have at least a weekly
meeting, sharing the
information. This will help
them to see the bigger picture
and understand the
importance of informationsharing.
There must be single
ownership of Information
There are many instances,
where duplicate records of
information are being
maintained by different
department. Each of these
departments feels that the
particular piece of information
is highly relevant for its
operation; hence that
department should own the
information.
Information ownership and
sharing must be strictly as per
collaboration matrix. However
in the larger interest of the co.,
the owner of the data, must
consult the other information
users, so that comprehensive
data format is prepared. That
will ensure that the
information related
requirements of each user
group are adequately taken
care of.
For Intranet to be effective, The technology and data Regarding technology, the co.
8/8/2019 Strategic Approach for Information Capital Optimization
19/25
19
there must be seamless
integration among the
applications
format may become the
challenge seamless
integration
should adhere to one
particular group of
technologies. That will also
reduce licensing and
maintenance cost. Data
format can be determined as
indicated above. However thedata exchange format should
be compatible to Existing
Infrastructure and can be
exchanged over internet as
well as with mobile based
applications, which the co.
may need in future.
Note: Being sample report, the data is not exhaustive
Table: 5
6.2 ECRR Matrix
A further analysis of Performance Importance Matrix, along with that of
Objective-Issue and Strategy Matrix, following ECRR Matrix is deduced.
Eliminate People dependent expert judgments
Myths, Perceptions, Arbitrariness and
independent functioning
Raise
Data supported analysis based informeddecisions
Information access control & management
Forecasting
Customer Service
Reduce
The Order Execution Time
Dependence on individuals
Create
People independent organization wideknowledgebase
Effective Market and Competitionmonitoring and tracking mechanism
Note: Being sample report, the data is not exhaustive
Table: 6
Above matrix depicts the operational aspects, which need to be eliminated, created,
reduced or raised.
8/8/2019 Strategic Approach for Information Capital Optimization
20/25
20
6.3 Knowledge Management Strategy
In modern information age, knowledge management is the key business imperative. Following
are the reason for having effective and efficient knowledge management.
Sharing the knowledge in structured and controlled manner, to improve efficiency &
productivity
Avoid to reinventing the wheel for the problems / issues, repeated in nature
Enable the organization in more people independent manner
Presenting the broader perspective to stakeholders
8/8/2019 Strategic Approach for Information Capital Optimization
21/25
21
8/8/2019 Strategic Approach for Information Capital Optimization
22/25
8/8/2019 Strategic Approach for Information Capital Optimization
23/25
23
Project Prioritization Matrix
Criteria Scoring Project 1 Project 2 Project 3 Project 4
Competitive Advantage
Rating
Weighting
Score
Customer Satisfaction
Rating
Weighting
Score
Estimated Project Cost
Rating
Weighting
Score
Potential revenue
Rating
Weighting
Score
Ease of Implementation
Rating
Weighting
Score
Total Score
Table: 7
Step 5: Allocate a weighting number to each criterion on a scale of 1 to 5, with 1 being leastimportant and 5 being most important to the operation of the business.
Step 6: On a similar scale of 1 to 5, rate each project on its impact on each criterion identified inStep 5, with 1 being the least positive impact and 5 being the most positive impact on thatparticular criterion.
8/8/2019 Strategic Approach for Information Capital Optimization
24/25
24
Step 7: Multiply each rating from Step 6 by the weighting number allocated to each criterion inStep 5 to get the score for each project for each criterion.
Step 8: The matrix is complete when all the weighted scores from Step 7 are added up for eachproject. The matrix clearly shows which projects have the highest scores, and thus which onesshould be the top priority projects.
The total score will help in identifying and selecting the projects to be executed on priority basis.
6.5 Project Success Monitoring Strategy
Just like information & skill, the project also has its business value. Hence it is essential that
the project success is appropriately measured and monitored by the top management. Any
kind of subjective feedback from individual stake holder or the group will give only restricted
view of project success.
We suggest following strategic approach to monitor the projects success. This will also help
the project owner in the co. to keep the hawks eye on the projects to ensure that all theindicated parameters are appropriately taken care of at the execution stage.
Project Success Measurement Matrix
Parameter Wt. Rating Score
Aligned with Business Objectives
Meets the Users Needs
Able to provide Decision Support Data
Cost Performance Indicator
( With respect to budgeted cost)
Schedule Performance Indicator
(With respect to original schedule)
ROI Performance Indicator
( With respect to originally indicated
ROI)
Quality Performance Indicator
(With respect to original schedule)
Total Score
Table: 8
8/8/2019 Strategic Approach for Information Capital Optimization
25/25
The top management of the co. is advised to seek quarterly report based on above
parameters on all executed new IT projects or major enhancements done within a year. This
will help them to evaluate the performance of IT projects and redefining the IT budget.
7 Conclusion
Thus we can conclude that for the success of the enterprise, it must treat
the information as capital and manage that accordingly. It must be considered as asset,
hence all information management related technology projects must be evaluated by the top
management very carefully ensuring that they are aligned with the business objectives and
prioritized as per the business value of the information to be managed. If that is done
successfully, the top management of the enterprise can be more focused on future planning
by getting into monitoring mode rather then being stuck in just controlling mode at the
expense of efficiency and opportunity slippages.
About the author:
Anurag Johari
He has been leading the Enterprise Applications and Consulting practice. He has 15 year
experience in IT implementation, Strategic Planning, Project Management, Account
Management, Business Analysis and Consulting.
He has managed the ERP implementation and Custom Development projects for variousbusiness verticals like Media, BFSI, Real estate, Bio science, Manufacturing, Commodity
Trading, Supply Chain and Energy.
Prior to joining WiEn Tech, he has worked with RMSI, Fujitsu Consulting and Sify etc.