IT Strategy: Issue S and Practice S

IT Strategy: Issue S and Practice S

This page intentionally left blank

IT STraTegy: ISSueS and PracTIceS

T h i r d E d i t i o n

James D. McKeen Queen’s University

Heather A. Smith Queen’s University

Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montréal Toronto

Delhi Mexico City São Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo

Editor in Chief: Stephanie Wall Acquisitions Editor: Nicole Sam Program Manager Team Lead: Ashley Santora Program Manager: Denise Vaughn Editorial Assistant: Kaylee Rotella Executive Marketing Manager: Anne K. Fahlgren Project Manager Team Lead: Judy Leale Project Manager: Thomas Benfatti Procurement Specialist: Diane Peirano Cover Designer: Lumina Datamantics Full Service Project Management: Abinaya Rajendran at Integra Software Services, Pvt. Ltd. Cover Printer: Courier/Westford Composition: Integra Software Services, Pvt. Ltd. Printer/Binder: Courier/Westford Text Font: 10/12 Palatino LT Std

Credits and acknowledgments borrowed from other sources and reproduced, with permission, in this textbook appear on appropriate page within text.

Copyright © 2015, 2012 and 2009 by Pearson Education, Inc., Upper Saddle River, New Jersey, 07458. Pearson Prentice Hall. All rights reserved. Printed in the United States of America. This publication is protected by Copyright and permission should be obtained from the publisher prior to any prohibited reproduction, storage in a retrieval system, or transmission in any form or by any means, electronic, mechanical, photocopying, recording, or likewise. For information regarding permission(s), write to: Rights and Permissions Department.

Library of Congress Cataloging-in-Publication Data

McKeen, James D. IT strategy: issues and practices/James D. McKeen, Queen’s University, Heather A. Smith, Queen’s University.—Third edition. pages cm ISBN 978-0-13-354424-4 (alk. paper) ISBN 0-13-354424-9 (alk. paper) 1. Information technology—Management. I. Smith, Heather A. II. Title. HD30.2.M3987 2015 004.068—dc23 2014017950

ISBN–10: 0-13-354424-9 ISBN–13: 978-0-13-354424-4

10 9 8 7 6 5 4 3 2 1


Preface xiii

About the Authors xxi

Acknowledgments xxii

Section I Delivering Value with IT 1

Chapter 1 DeVelopIng anD DelIVerIng on The IT Value propoSITIon 2 Peeling the Onion: Understanding IT Value 3

What Is IT Value? 3

Where Is IT Value? 4

Who Delivers IT Value? 5

When Is IT Value Realized? 5

The Three Components of the IT Value Proposition 6 Identification of Potential Value 7 Effective Conversion 8 Realizing Value 9

Five Principles for Delivering Value 10 Principle 1. Have a Clearly Defined Portfolio Value Management

Process 11

Principle 2. Aim for Chunks of Value 11

Principle 3. Adopt a Holistic Orientation to Technology Value 11

Principle 4. Aim for Joint Ownership of Technology Initiatives 12

Principle 5. Experiment More Often 12 Conclusion 12  •  References 13

Chapter 2 DeVelopIng IT STraTegy for BuSIneSS Value 15 Business and IT Strategies: Past, Present, and Future 16

Four Critical Success Factors 18

The Many Dimensions of IT Strategy 20

Toward an IT Strategy-Development Process 22

Challenges for CIOs 23 Conclusion 25  •  References 25

Chapter 3 lInkIng IT To BuSIneSS MeTrICS 27 Business Measurement: An Overview 28

Key Business Metrics for IT 30


vi Contents

Designing Business Metrics for IT 31

Advice to Managers 35 Conclusion 36  •  References 36

Chapter 4 BuIlDIng a STrong relaTIonShIp wITh The BuSIneSS 38 The Nature of the Business–IT Relationship 39

The Foundation of a Strong Business–IT Relationship 41

Building Block #1: Competence 42

Building Block #2: Credibility 43

Building Block #3: Interpersonal Interaction 44

Building Block #4: Trust 46 Conclusion 48  •  References 48

Appendix A The Five IT Value Profiles 50

Appendix B Guidelines for Building a Strong Business–IT Relationship 51

Chapter 5 CoMMunICaTIng wITh BuSIneSS ManagerS 52 Communication in the Business–IT Relationship 53

What Is “Good” Communication? 54

Obstacles to Effective Communication 56

“T-Level” Communication Skills for IT Staff 58

Improving Business–IT Communication 60 Conclusion 61  •  References 61

Appendix A IT Communication Competencies 63

Chapter 6 BuIlDIng BeTTer IT leaDerS froM The BoTToM up 64 The Changing Role of the IT Leader 65

What Makes a Good IT Leader? 67

How to Build Better IT Leaders 70

Investing in Leadership Development: Articulating the Value Proposition 73

Conclusion 74  •  References 75

MInI CaSeS Delivering Business Value with IT at Hefty Hardware 76

Investing in TUFS 80

IT Planning at ModMeters 82

Contents vii

Section II IT governance 87

Chapter 7 CreaTIng IT ShareD SerVICeS 88 IT Shared Services: An Overview 89

IT Shared Services: Pros and Cons 92

IT Shared Services: Key Organizational Success Factors 93

Identifying Candidate Services 94

An Integrated Model of IT Shared Services 95

Recommmendations for Creating Effective IT Shared Services 96

Conclusion 99  •  References 99

Chapter 8 a ManageMenT fraMework for IT SourCIng 100 A Maturity Model for IT Functions 101

IT Sourcing Options: Theory Versus Practice 105

The “Real” Decision Criteria 109

Decision Criterion #1: Flexibility 109

Decision Criterion #2: Control 109

Decision Criterion #3: Knowledge Enhancement 110

Decision Criterion #4: Business Exigency 110

A Decision Framework for Sourcing IT Functions 111

Identify Your Core IT Functions 111

Create a “Function Sourcing” Profile 111

Evolve Full-Time IT Personnel 113

Encourage Exploration of the Whole Range of Sourcing Options 114

Combine Sourcing Options Strategically 114

A Management Framework for Successful Sourcing 115

Develop a Sourcing Strategy 115

Develop a Risk Mitigation Strategy 115

Develop a Governance Strategy 116

Understand the Cost Structures 116 Conclusion 117  •  References 117

Chapter 9 The IT BuDgeTIng proCeSS 118 Key Concepts in IT Budgeting 119

The Importance of Budgets 121

The IT Planning and Budget Process 123

viii Contents

Corporate Processes 123

IT Processes 125

Assess Actual IT Spending 126

IT Budgeting Practices That Deliver Value 127 Conclusion 128  •  References 129

Chapter 10 ManagIng IT- BaSeD rISk 130 A Holistic View of IT-Based Risk 131

Holistic Risk Management: A Portrait 134

Developing a Risk Management Framework 135

Improving Risk Management Capabilities 138

Conclusion 139  •  References 140

Appendix A A Selection of Risk Classification Schemes 141

Chapter 11 InforMaTIon ManageMenT: The nexuS of BuSIneSS anD IT 142 Information Management: How Does IT Fit? 143

A Framework For IM 145

Stage One: Develop an IM Policy 145

Stage Two: Articulate the Operational Components 145

Stage Three: Establish Information Stewardship 146

Stage Four: Build Information Standards 147

Issues In IM 148

Culture and Behavior 148

Information Risk Management 149

Information Value 150

Privacy 150

Knowledge Management 151

The Knowing–Doing Gap 151

Getting Started in IM 151 Conclusion 153  •  References 154

Appendix A Elements of IM Operations 155

MInI CaSeS Building Shared Services at RR Communications 156

Enterprise Architecture at Nationstate Insurance 160

IT Investment at North American Financial 165

Contents ix

Section III IT-enabled Innovation 169

Chapter 12 InnoVaTIon wITh IT 170 The Need for Innovation: An Historical

Perspective 171

The Need for Innovation Now 171

Understanding Innovation 172

The Value of Innovation 174

Innovation Essentials: Motivation, Support, and Direction 175

Challenges for IT leaders 177

Facilitating Innovation 179 Conclusion 180  •  References 181

Chapter 13 BIg DaTa anD SoCIal CoMpuTIng 182 The Social Media/Big Data Opportunity 183

Delivering Business Value with Big Data 185

Innovating with Big Data 189

Pulling in Two Different Directions: The Challenge for IT Managers 190

First Steps for IT Leaders 192 Conclusion 193  •  References 194

Chapter 14 IMproVIng The CuSToMer experIenCe: an IT perSpeCTIVe 195 Customer Experience and Business value 196

Many Dimensions of Customer Experience 197

The Role of Technology in Customer Experience 199

Customer Experience Essentials for IT 200

First Steps to Improving Customer Experience 203 Conclusion 204  •  References 204

Chapter 15 BuIlDIng BuSIneSS InTellIgenCe 206 Understanding Business Intelligence 207

The Need for Business Intelligence 208

The Challenge of Business Intelligence 209

The Role of IT in Business Intelligence 211

Improving Business Intelligence 213 Conclusion 216  •  References 216

x Contents

Chapter 16 enaBlIng CollaBoraTIon wITh IT 218 Why Collaborate? 219

Characteristics of Collaboration 222

Components of Successful Collaboration 225

The Role of IT in Collaboration 227

First Steps for Facilitating Effective Collaboration 229 Conclusion 231  •  References 232

MInI CaSeS Innovation at International Foods 234

Consumerization of Technology at IFG 239

CRM at Minitrex 243

Customer Service at Datatronics 246

Section IV IT portfolio Development and Management 251

Chapter 17 applICaTIon porTfolIo ManageMenT 252 The Applications Quagmire 253

The Benefits of a Portfolio Perspective 254

Making APM Happen 256

Capability 1: Strategy and Governance 258

Capability 2: Inventory Management 262

Capability 3: Reporting and Rationalization 263

Key Lessons Learned 264 Conclusion 265  •  References 265

Appendix A Application Information 266

Chapter 18 ManagIng IT DeManD 270 Understanding IT Demand 271

The Economics of Demand Management 273

Three Tools for Demand management 273

Key Organizational Enablers for Effective Demand Management 274

Strategic Initiative Management 275

Application Portfolio Management 276

Enterprise Architecture 276
IT Strategy: Issue S and Practice S


Image result for Order Now images

Leave a Reply

Your email address will not be published. Required fields are marked *