IT management is a terribly broad subject area when you consider it in its totality. But in keeping with the focus of this site, the IT Management area will look at the CIO view of IT management and IT management from the perspective of the non-CIO exective or manager that has some degree of IT management responsibilities like what is common for some departmental IT functions.
As much as I love thinking about and helping people with CIO success and IT strategy related needs and issues, I love IT management areas even more. I am certain that is because of my orientation and experience in performance management and service excellence.
In organizing this IT Management content I realized there were several areas I had overlooked which are key areas of interest for you. So it seemed the most sensible way to organize myself to fix that was to use the following categories: IT Organization, IT Managed Services, Performance Management, and Financial Management.
How you set up an IT organization can have a major impact on CIO success and how you construct your IT strategy. There are advantages and disadvantages for different models and styles of IT organization. The IT organization though is one areas I have not given a lot of focused attention to in the past but will fix that very shortly.
What your IT organization should look like can follow some general guidelines based on the industry you are in and the size of your organization. But like anything, there are very few ways of setting up an IT organization that are best practice. I say that because I am a firm believer in what is best practice for you is really only what you can get done.
So your IT organization will reflect your own personal leadership and the culture of your organization in as much as it reflects the size of your organization.
IT Managed Services
IT Managed Services is a much broader view of IT outsourcing because it forces the issues of IT management into the IT outsourcing equation. The result is a change in orientation to how everyone views what is being procured by thinking of it as IT managed services.
IT managed services will include an emphasis on vendor risk management from procurement through the ongoing contract administration. But I really want to focus most on how to choose the right kind of IT managed services for a given situation and how to manage the manged services provider during the relationship so you get all of the value you expected and hopefully more.
- Creating a Vendor Management Policy
- Help Desk Outsourcing Companies Playing with Fire
- SSAE 16 Audit: Which Vendors Should Provide SSAE 16 Audit Reports
- 6 Models for Outsourcing
- 10 Drivers of Outsourcing
- Why Outsourcing Fails (Part 1): Capability and Maturity
- Why Outsourcing Fails (Part 2): Pricing, Staff Augmentation, ECFs and More
CIO’s and non-CIO’s alike are incredibly focused on IT performance management. Performance management includes the actual results produced by the IT department and the information systems as well as the manner in which those results are achieved.
That’s why performance management often falls under the umbrella of IT governance where it serves as the accountability mechanism. But performance management also plays a major role internally to the IT organization by supporting continuance improvement and strengthening the CIO’s ability to communicate the IT value proposition.
I anticipate being able to provide some very useful resources in performance management. Status reporting, key performance indicators, and annual reports will be just some of the resources provided.
The financial management of often trumps all other issues facing CIO’s. Financial management is integral to the IT value proposition because the IT value proposition is the result of the considering the costs for a given set results.
In that way financial management has to be more than just IT budgets and the IT budgeting process. Financial management of CIO’s includes incorporating appropriate financial analysis into the IT project approval process so that IT investment decisions can be made objectively using appropriate financial analysis for ROI based on NPV, IRR, and payback period.
Financial management has to also be reflected in the IT strategy beyond simply a cost cutting goal. The IT strategy must reflect the IT investment strategy and the strategy for financing the cost of IT asset acquisitions.
- IT Budgeting Process to Improve the IT Value Proposition
- FY13 Budget Planning Calendar
- Project Selection Criteria Using ROI, NPV, IRR and Risk
- ROI Calculator for IT Projects Using NPV, IRR and Payback Period
- Evaluating IT Investments Using Objective IT Project Rankings
- Lease vs Buy – Financing IT Asset Acquisitions
- Lease vs Buy – Net Advantage to Leasing Calculation