Quest For It Excellence
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An overview of managing information technology assets for the strategic benefit of the organisation
![Problem Statement ,[object Object]](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
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Quest For It Excellence
- 1. The Quest for IT Excellence Strategic Technology Enterprise Asset Management
- 3. The modern organisation is becoming increasingly dependent on IT systems to achieve these goals
- 4. There are incessant pressures, internally and externally, on the organisation that drive change
- 5. IT needs to ensure that it is agile enough to cope with the demands of managing these changes
- 6. This agility is supported by an awareness of the IT infrastructure and its capabilities to support these changes
- 8. The Dimensions of STEAM STEAM Disciplines STEAM Outcomes Enterprise Facing Change Management Framework Ensures conservation of information Conserves Business Knowledge Informs Enterprise Architecture Embeds Strategic Alignment, Flexibility and Capability
- 9. How we Work Building Frameworks INFRASTRUCTURE DISCOVERY INFRASTRUCTURE DOCUMENTATION INFRASTRUCTURE DEPENDENCY SERVICE CONTINUITY BSM Services SERVICE CONTINUITY IMPROVED OPERATIONS IMRPOVED GOVERNANCE Results Approach STRATEGY IT MGMT FRAMEWORK MENTORING ON GOING TRAINING DISCOVERY & DOCUMENTATION Practices IntoInfrastructure Professional Resume
- 10. THANK YOU CONTACT INTOINFRASTRUCTURE
Hinweis der Redaktion
- I have sent you a document which I hope explains this
- The modern organisation is under pressure to deliver continuous service and maintain a competitive edge – 2 things impact here. The first is that technology is continually growing and improving and expanding. It delivers functional innovations almost on a daily basis. This needs to be measured against an established, documented architecture and the organisation needs to decide what to adopt and what to ignore. Attached to this is the external threat of breaking into networks or disrupting them with viruses etc; whilst internally if there is no corporate discipline in terms of the use of IT resources the IT infrastructure is disrupted by ‘stealth’ as users adopt software and technology as they wish. The second is that most organisations, public or private, are almost completely on IT to perform. Those who are in a position to leverage the functionality of IT to the maximum will lead the information race and raise the competitive bar.The modern organisation is becoming increasingly dependent on IT systems to achieve these goals – read in conjunction with the point made above. IT needs to ensure that it understands the complex make up of what it is managing. If it does not fully understand how the IT infrastructure is constructed then it becomes a problem in the quest to ensure service continuityThere are incessant pressures, internally and externally, on the organisation that drive change – these pressures are in 2 categories, internal and externalExternal pressuresTechnology advances – some people confuse this and classify it as internal. This cannot be unless you suddenly own the whole of Silicon Valley!Regulatory pressures – we often just read about Acts of Parliament without perceiving that if it effects how a business is to operate, it will affect the business knowledge and the information required to develop that knowledge. Guess where the information comes from? Economic cycles – anything that happens in the economy can either affect the information required or even the budget available for IT. We need to remember that often budgets are cut in the middle of an IT project. The impact is severe and now IT has to manage going backwards. How awkward is that if some IT organisation cant even manage going forwards properly!Social Trends – IT is a fashion statement! This is actually what drives the unmanaged adoption of IT functionalityUser Expectation – the more users grow in IT literacy the more they get to perceive what IT can do for them, and how they can leverage IT, for good or bad. This needs to be managed constantlyInternal PressuresEnterprise Objectives – as the enterprise changes organisational goals IT must be ready to change course; whether it is a strategic move, merging with another entity, unbundling from an existing entityOrganisational Culture – this is a serious consideration. Culture is about behaviour and behaviour is about a pattern. New managers etc change the pattern and the behaviour will change accordingly and this will impact on how IT is supposed to deliverOrganisational politics – same as above but they influence each other. The most common issue to affect IT is the CIO dilemma. At times the CIO is part of the Board, at others the CFO wins and the CIO is beaten down. So the IT delivery ethos is changedIT infrastructure inadequacy – there are so many things that are included here. But in all of them IT will try to improve management procedures which will mean changes, or new software will be developed etcIT needs to ensure that it is agile enough to cope with the demands of managing these changes – agility is a direct outcome of the ability to change direction. This agility is supported by an awareness of the IT infrastructure and its capabilities to support these changes – IT can only be agile and react to the drivers of change if it understand the IT infrastructure and how it delivers to the organisationThe awareness can only be supported by managing IT assets in terms of knowing what is out there, how the various dependencies are constructed, and supported by current and relevant documentation - awareness is about discovery, understanding dependencies and documenting all of this. It is important to remember that if the discovery process is not continuous your knowledge is out of date almost immediately
- TARGET ATTRIBUTESEvery item in the IT infrastructure is either one of these attributes in its own right or it has a relationship with one or more of them. They all need to be brought into the discovery netSTEAM DISCIPLINES and OUTPUTSSTEAM has 3 disciplinesDiscovery Management – there are four tiers to discovery managementDependency Management – Internal is about the configuration of individual items e.g. RAM, drive capacity, number of ports etc – External is about services such as connectivity to switches and routers or browser based service delivery – Top Down is the business view of how a business service is delivered. This is also known as executive line of sight – Bottom Up is the IT operational view of how end to end service delivery is effected
- The STEAM disciplines drive an ongoing process. Discovery is done at frequent intervals, updating dependencies and documentation.OUTCOMESEnterprise Facing Change Management FrameworkCurrent IT infrastructure information drives a change management framework which is informed by current configurations, immediate notifications of unauthorised changes and their impact on service delivery, the ability to manage architecturally sound changes that are constructed because of external or internal change drivers, properly managed releases in to productionEnsures conservation of informationBecause change is strategically managed the business data is properly acquired, safely stored, effectively generated into business related information and efficiently distributed to the business functionariesConserves Business Knowledge – it is information that constitutes knowledge and the organisation uses that knowledge to manage the business. If the information is not available or is suspect there will either be no knowledge or the knowledge will not be relevant and the result will be chaotic business decision making processesInforms Enterprise Architecture – the IT architecture forms an integral of the enterprise architecture. The enterprise architecture is what should be used to inform the executive of the state of the business information systems and what should be done to change or maintain the business direction. Because of the almost absolute reliance that organisations have on IT it follows that if the IT architecture is not properly managed the enterprise architecture will not be properly informed. The result is obvious!Embeds Strategic Alignment, Flexibility and Capability – a business can only survive and thrive if its internal components are properly aligned and if the organisation itself is well aligned to its market etc. If this is in place then the organisation demonstrates the flexibility to adapt and the enterprise architecture reflects the capabilities to do that!