TABLE OF CONTENTS So, assuming that value-added is a key goal (which, recalling the SAM model set out in the previous chapter, will be very much the case where the IT function operates as an investment centre, less the case where it operates as a profit centre or service centre, and least the case where it operates as a cost centre) generally what are the things we most critically need to do most effectively in our IT function in order to optimize business value-added, i.e. what are the CSFs for optimizing business value-added?
These CSFs affect various IT practices. I am contending that improving value-add to the business can typically best be achieved by focusing practice effectiveness improvements on:
Optimizing IT function alignment: optimizing the strategic alignment of the IT function with the business it serves (so they share common commercial goals).
Optimizing competitive advantage: optimizing the identification of IT opportunities that will yield the highest business competitive advantage.
Optimizing portfolio alignment: optimizing the alignment between the products of the IT function and the priority needs of the business units that they support (so they facilitate the business unit achieving its commercial goals).
Optimizing portfolio value: optimizing the value (alignment/cost/benefit/risk) of the planned project portfolio.
Optimizing value delivery: sustaining the value-adding imperative throughout the process of developing projects in the portfolio.
Optimizing benefits realization: optimizing the realization of promised project benefits.
Is there...
