By Leslie Willcocks
'Delivering enterprise worth from IT' is concentrated at the overview factor in IT and the way IT review can continue around the life-cycle of any IT funding and be associated certainly to bettering enterprise functionality. Chapters 1,2 and three aspect an method of IT review when chapters four and five construct on those through exhibiting certain methods to linking IT to company functionality. the remainder 3 chapters take care of a number overview concerns rising as very important - in particular web assessment, Y2K and past, EMU, caliber outsourcing, infrastructure, function of benchmarking, and value of possession matters that practitioners on a regular basis come across. A 'Computer Weekly' specialist sequence bookContains excessive visibility case reviews together with Safeway, Unipart, Hewlett Packard, Morgan Stanley, CNN, BP Exploration, British Aerospace, and Royal and solar Alliance.
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Additional resources for Delivering IT and eBusiness Value (Computer Weekly Professional Series)
According to Lacity and Willcocks, by 2001 73% of organizations outsourced some aspect of their IT services2. Of all those who outsourced, the average percentage of IT budget outsourced was over 28% and is set to average between 30–35% by 2004. 1 Towards lifecycle evaluation 27 other benefits from incremental, selective, low-risk, as opposed to high-risk, ‘total’ approaches to outsourcing. 1 shows how IT-sourcing decisions need to link not only with evaluation of existing operations but also with issues of strategic alignment.
Apply the lifecycle evaluation concept and the six types of measures. – Ensure that every technology investment undertaken is driven by a defined business need. – Utilize the cost/contribution model to categorize IT/ e-business investments and build suitable metrics regimes. – Spend time on measuring customer satisfaction with IT service provision. It builds credibility and business confidence in the relevance and importance of IT evaluation. 1 Introduction Risk in computer-based projects are surprisingly undermanaged.
He suggests four explanations for the seeming IT productivity paradox, and these have relevance today. (1) Measurement errors. In practice, the measurement problems appear particularly acute in the service sector and with white collar worker productivity – the main areas investigated by those pointing to a minimal productivity impact from IT use in the 1980s and early 1990s. (2) Time lags due to learning and adjustment. Benefits from IT can take several years to show through in significant financial terms, a point made by others when arguing for newer ways of evaluating IT performance at the organizational level.