IT project serves a business strategy requires Cisco Systems Senior Vice President and Chief Information Officer (CIO) BRAD BOSTON believes that the IT project can be successful, the key is whether technological innovation and sales, financial and human resources, etc. The demand is consistent. Boeing CEO (CIO) Scott Griffin is more radical, and he proposed that IT should serve customers. "Since the business operation of the company is based on the customer, the IT strategy should be based on the customer's problem." Today, more and more technical projects are completed through the collaboration between many departments in the company. Senior executives can use the following strategies to better coordinate IT and business units: Let the business unit participate in the beginning. Let the business unit competent and employees participate in the project recommendation and let them participate in the identification phase of the project objectives and success standards. Looking for support in the business unit. Only those who have won excellent and passionate supporters in the business unit, and a team that implements the project as its own responsibility, the project is likely to succeed. If these two conditions have different times, excellent companies often stop the project. Establish a joint responsibility system. Let IT departments and business units have the same responsibility to project. Effective communication business advantages. Standard marketing strategies are also suitable for IT industry, talking about excellence rather than talking. "In the IT industry, we don't need too many new ideas. What we need is to make new ideas," Boston said. Use IT management as a priority management model to help corporate design, development, implementation, and control technology ideas, which is basically the same as helping companies have successfully ensured investment, marketing, and manufacturing programs. IT management can help companies find ways to increase cross-sectoral exchange, control and efficiency, usually build a better defense: preventing various business units from developing in terms of security, interoperability, and quality support and corporate business demand inconsistency. Independent project. Companies with high IT costs, we are very little from the traces of management. Therefore, companies can use models to establish their own management framework.
The federated model, that is, establishing central control, clear duties within the enterprise, establishing prestige, while still allowing business units to develop fundamental decisions with other departments. The centralized model, relying on a command and control method, that is, the leader determines the company's mission, values and goals. In this model, a mandatory service is provided by the enterprise headquarters, and resource allocation is performed, and various departments are centralized. The Group model allows companies to have multiple autonomous business systems in the enterprise. Each system has its own culture, values and goals; each system is responsible for its resource allocation, the company does not require cooperation between different departments. There are also a variety of management models, and each management structure has a successful possibility, as long as it is consistent with the organization's organizational structure, it is possible to reasonably allocate IT resources between different business units. The establishment of the IT management model can refer to the following policies: 1. Establish a coordinated organizational model and fund model to clarify everyone's roles and responsibilities. 2. Establish an IT professional team corresponding to the business unit, such as selling IT teams to ensure that it is not only familiar with departmental technical details, but also familiar with its language, problem, and shortcomings. 3. Ensuring risk analysis has become an organic component of all planning processes, focusing on IT infrastructure weak links, intangible assets security and operational risks, IT project failure. 4. Grant CIO to make a key management decision, including the power to cancel the project. It is usually rarely opposed by a metric, but not to make it left and right, and it is often possible to oppose the investment return of the technical project, and the project is measured by other judging and can be quantified. But creativity is not easy to measure, or it is impossible to measure. Evaluating IT investment, thinking is strict is on the one hand, and it is also critical. As a universal applicable rule, efforts to reduce costs are more likely to analyze more efforts than those with income. For example, the metrics are easier to implement "soft" benefits than metric customer satisfaction or increased brand value by implementing a supply chain solution. Leaders who only put their attention on investment returns will often miss the opportunity to conduct substantial changes. To measure the impact of a creativity, you need to establish a metrics before the project begins, and regularly evaluate the progress of the project in accordance with pre-set milestones and progress. This requires the following aspects: clarify the goals of organizations or sectors. Determining a metrics or indicators that can be quantified over time. The management layer is quantified in the future. Provide a reasonable indicator for judging whether a project is implementing its goals. Provide a basis for the management supervision and decision-making process to implement external responsibility system. Improve, add, delete or change the plan, add, delete or change the plan, add, delete, or changing the plan according to the metrics. At least when quantifying standard metrics, intangible benefits or non-economic benefits, minimum needs to ensure that ideas are consistent with the goals of the company and make them subject to universally applicable IT management systems.
Establishing a Unified Information Architecture In the 1990s, the main task of IT departments is to establish a system for managing the development of various departments within the enterprise. Today, the main task returns to the most fundamental aspects, which provides a basis for the entire enterprise system to increase productivity. Strategic, a global networking business can help a company reach new efficiency and productivity levels in business relationships, whether they are with suppliers, partners or dealing with customers. Simplify network infrastructure, establish an end-to-end network service, can help companies automate the basic way they collaborate. From tactical, a unified infrastructure can not only help companies reduce costs, but also faster and more fully delivered applications. It is worth mentioning that when business practices require break, leaders must be willing to break. "If you have too many exceptions, you haven't mastered the right way. But if you don't have exceptions, you will say that you are too strict when you implement regulations, you may kill innovation," said Harris of Gartner. Let CEOs and CIOs agree "CEO should be a colleague to the company's IT departments and other departments. That is to say, very stringent operational metrics should be used, and CIOs will comply with the system," Bostrom said. "But CEO must also position and support this level for IT departments, and convey this importance to other sectors of the company." This positioning can be treated narrow to the IT department as an internal service company. The department needs to respond to the needs of various business departments, and responsible for the operation of IT assets; can also be treated as a strategic partner, IT department helps companies find opportunities, to optimize investment, speed up the company's growth business - IT environment creation architecture. CEOs should play the role of the mediation person in the main dispute between different sectors, and should also be supporters that increase productivity. If, CEO can maximize its role by establishing a management architecture that ensures close cooperation between the IT department and other business units in the enterprise. To succeed, the CEO needs to provide information and power required to take action for CIO. For CIOs, it is necessary to "trust the trusted step" after the "trust ladder" after the "trust ladder" will be able to talk about his own ideas.
