By Colin Ashurst

There's a large strength for IT to rework companies via growing possibilities to do new issues, to enhance current methods of operating and to lessen bills. in spite of the fact that, there's a large hole to pass among the chance to bring enterprise price from IT and the truth of the advantages truly accomplished. so much IT tasks fail to bring the advantages anticipated of them and in 60-80% of circumstances the venture supplies no gain in any respect. For senior company and IT managers liable for the supply of IT-based tasks, this briefing offers the innovations, insights and sensible advice you want to make sure they convey company price.

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2 clearly the senior management own the business plans and strategies, and IT managers own the IT supply strategy. Ownership of IS is problematic. Reflection will lead to the conclusion that it belongs to the business – assisted by their IT management colleagues. In practice it is more muddled. ). Second, any joint ownership of IS is always going to be harder to manage effectively. So, like many ‘partnerships’, often it just doesn’t get done. When an ‘IS vacuum’ occurs the typical response to filling it is for the IT function to second-guess the ‘what’ because they need it in order to get on and deliver systems and services.

Using the investment portfolio as a guide and understanding the context of the project is vital. The development approach needs to be tailored to the type of project. Particularly where there is substantial business change – as in a strategic or high potential project, the implication of ‘learning by using’ is that the iterative, rapid development approach is the only way to work. It is essential to get the solution out into the real world and learn from how the customer uses it. The Managing Information Systems Projects (MISP) work done by Cranfield arrives at much the same conclusion in a different way.

A case study in learning: sales-based ordering A large supermarket chain wanted to make major changes to the in-store process for ordering stock. There was a general drive to give much greater responsibility to stores, to free them from detailed control by ‘head office’. The new sales-based ordering system was to be part of this business change. Continued … 30 A learning perspective on value delivery The forecast business benefits were very high. There was a lot of pressure to get the system in place and rolled out across the chain as quickly as possible.

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