From Business Strategy to IT Action: Right Decisions for a by Robert J. Benson

By Robert J. Benson

From company technique to IT motion indicates how CEOs, CFOs, and CIOs can enhance their IT investments, keep watch over IT budgets, and get the most important bang for his or her IT greenback. From a coordinated business/IT strategic making plans approach to business/IT functionality size, the authors current a collection of instruments for knowing, dealing with, and controlling the full IT price range, aimed toward generating the ideal IT activities for the association.

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From Business Strategy to IT Action: Right Decisions for a Better Bottom Line

From enterprise technique to IT motion exhibits how CEOs, CFOs, and CIOs can enhance their IT investments, keep watch over IT budgets, and get the largest bang for his or her IT dollar. From a coordinated business/IT strategic making plans technique to business/IT functionality dimension, the authors current a collection of instruments for knowing, dealing with, and controlling the complete IT finances, geared toward generating the fitting IT activities for the association.

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Affordability Ⅲ We spend what we can afford. Ⅲ We reduce unnecessary IT costs. Ⅲ We redeploy unnecessary expenses to support needed projects. The Strategy-to-Bottom-Line Value Chain and the NIE practices enable management to produce these answers to the right questions. 30 ASK THE RIGHT QUESTIONS ASK THE RIGHT QUESTIONS: MANAGEMENT AGENDA Right Decisions Questions Yes or No? If No, What Is Our Plan for Correcting This? Are we investing new IT resources in the right places? Do we know what we can afford?

Ask the Right Questions: Management Agenda 31 8. See, for example, Paul Strassmann, The Business Value of Computers (New Canaan, CT: Information Economics Press, 1990), and, by the same author, Information Productivity (New Canaan, CT: Information Economics Press, 1999). 9. Jack Keen and Bonnie Digrius, Making Technology Investments Profitable: ROI Road Map to Better Business Cases (Hoboken, NJ: John Wiley and Sons, 2003). CHAPTER 3 Connect to the Bottom Line M anagers improve IT’s impact on the company’s bottom line by controlling IT spending and evaluating all parts of the IT spend according to bottomline impact.

The rubber meets the road when budgets are available and actions are taken. For development projects, this means effective prioritization and project selection. For ongoing IT activities, it means appropriate support levels, infrastructure maintenance, and maintenance and support of the existing applications. WHY ASK AFFORDABILITY AND IMPACT QUESTIONS? The questions we posed above look at the company’s strategies, ask about whether the strategies are being supported, and result, generally, in redressing gaps in spending.

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