This book features
- Real-life case studies from Fortune 500 companies
- Interactive excercises
- Easy to read figures, tables, and other illustrations
- Portfolio
- » Chapter by Chapter Synopsis
Understanding and Planning Information Technology: A Strategic Approach
What Every Manager Should Know about Strategic Business Alignment and Technology Implementation
- Rupert A. Hayles, Jr.
PART ONE: HOW DOES INFORMATION TECHNOLOGY ACTUALLY WORKS?
Chapter 1: Understanding Information Technology
This chapter opens with a high-level view of the information technology process. It gives a “God-Like” view of the planet of technology; planning and execution from the perspective of an outsider. The process is broken into fourteen (14) smaller parts. Using graphics, the author walks the reader through a candid explanation of the process. The author then expands the perspective to include not only the planet of technology, but the entire universe. This universe includes not only one planet, but multiple planets. This is termed “the planning environment”. Here the author focuses on the planning environment that takes into consideration the technology environment, but also the business environment.
Finally, the author focuses on the management and governance of information technology by defining various terminologies common in the technology arena. There is detail discussion of the various forms of the management structure including hierarchical, flat, matrix and network management. A key intent of the author is to explain the primary communication linkages between the Chief Executive Officer and the Chief Information Officer.
Chapter 2: Understanding the Business before Information Technology
This chapter opens with taking a high-level view of the planning environment in the business. The author stresses the importance of understanding the business environment, its roles, its activities, and its manner of execution before focusing on any detail of the technology arena. It is extremely important to understand how business decisions are made, what are the processes that drive business decisions, what are businessmen and women looking to the technology gurus to solve before they actually solve them. The author cautions the reader not to focus on technology enablers before understanding the business planning processes.
PART TWO: WHAT DRIVES BUSINESS PROCESSES AFFECTING INFORMATION TECHNOLOGY
Chapter 3: The Phases of the Business Process
Instead of focusing on the big picture the author then walks the reader through a detailed step-by-step explanation of the process involved in business strategy development and deployment. The chapter focuses on the four phases of business development and deployment:
- Strategy Development,
- Initiative Development and Prioritization,
- Budget and Authorization, and
- Implementation and monitoring.
Chapter 4: Methodology of Business Planning Phases
This chapter opens in similar fashion with that of the Phases of the Business Process. Instead of focusing on the high level of the phases of the business process, the author’s intent is to guide the reader to a lower level. This is what is termed descending from the space to a more comfortable place in the universe. Here the author walks the reader through the various parts of what makes up each of the phases of the business process. A simple communication vehicle is used wherein for each of the sub parts of the phase, the author defines the purpose, the owner, the input, the process, the deliverable and the tool that is used to ensure that that part of the phase is successful. Like any practical person in the technology or business realm, it is important to understand the sum of the parts. The author accomplishes that by defining each without confusing the reader.
PART THREE: HOW DO I DEVELOP A TECHNOLOGY PLAN?
Chapter 5: Information Technology Plan – Structure & Content
This chapter is the most in-depth part of the book. Up to this point, the author has been focusing on the processes related to business and to information technology. This part addresses the “Understanding Information Technology.” The focus of this chapter is on planning, “Understanding the Planning of Information Technology.” The author brings the reader to ground zero by addressing the question, “How do I develop a plan?” This question is answered by taking the reader through various sections of the plan ensuring that the strategist understands the business environment. It includes:
- The objectives and strategies of the business client,
- The overall system overview which includes a one-to-three year plan,
- The impact of the planned strategies on the technology architecture, the details of the planned initiatives and the key strategic components and elements and finally,
- The technology landscape that will be used to drive the development of technology driven business solutions.
PART FOUR: WHAT ARE THE TECHNOLOGY PROCESSES THAT AFFECTS THE BUSINESS FUNCTION
Chapter 6: The Business Systems Planning Process
This chapter is the most important of all the chapters for the technology as well as business strategist. While the previous chapter was the most in-depth, this chapter demystifies the overall technology development process. The key component is that the author takes the reader from ground zero off the planet and into the atmosphere and looks down at the process, which now includes the technology process. The interesting thing that the reader will discover is that the business process phases are the same as the technology process phases. The primary component is that the author will show that the key to the linkage between the technology planning process and the business deployment process is communication between the strategists on both sides of the aisle. The author will go through each component of the technology planning process and show exactly where the linkages are to successful business deployment utilizing proper technology planning techniques. The final section of this chapter focuses on scenario planning. That planning should not be a formal process, but an ever-greening process that is driven by constant re-evaluation of the planning decisions that were made earlier.
PART FIVE: CAN I GET A CLUE…IS THERE ANY REAL WORLD CASE STUDY?
Chapter 7: Cases in Business Systems Planning
This chapter opens with an introduction into the lives of three individuals who are faced with ensuring the technology strategy success either as a newly-minted technology employee, a veteran business professional, or technology infrastructure personnel.
Case 1: Richard Darman – Royal Corporation This is the story of Richard Darman, a newly-minted executive who comes from a financial services corporation and is a high level strategist. Now he is working for a chemical company that does not like to spend money on technology. He had corporate function responsibilities in his prior job. Now he has the task of working in a spin-off company, taking over the helm of three corporate functional areas and delivering the best technology solutions for his no-so-intelligent and technology-savvy customers. The reader will see Richard’s ups and downs, the thought processes of him and those around him as he endeavors to deliver the best technology solutions for his clientele.
Case 2: Nicole Robertson – Clarks Food Corporation Nicole Robertson worked in the Customer Service Unit of a bio-tech company. She worked mainly on infrastructure solutions. Now she is working for the Financial Services Unit of a major packaged food company. Her responsibility includes both the tax and treasury functions. There is a level of indifference from her clientele as to her competence and also her capability. She is responsible for global deployment of technology solutions in a silo-ed function company. How will she accomplish this? Will she be successful?
Case 3: Jack Weidemier – Kingsfield Financial Capital Jack is a veteran of technology development—at least he assumes that. He has many years in banking, but he had focuses on Human Resources technology solutions. He is tasked with implementing technology solutions for the Human Resources function. But, Jack does not report to the global Vice President of Human Resources, instead he reports to a group of individuals.
Is it possible to have successful development of systems when one reports to multiple managers? Does matrix management work while trying to deploy technology solution?
Appendix: Business Systems Planning Template
This author prepares a complete Business Systems Planning template that can be used by any strategist in the development of technology solutions for any business. The template is all encompassing and can be used in any industry. It follows the form that was discussed in chapter five.