It Governance And Management Ch15 Essay

Any business or company that uses Information Technology (IT) for its operation and is leveraging it for gaining competitive advantage also needs to think about other aspects of the technology. Technical advancement and innovations alone are not sufficient to make any business attractive. IT definitely plays a huge role in the highly competitive business world now than before because of the advancement in the area and various ways it can influence the rise or fall of the business.

According to me (Srinivas), the audience of this paper would be organizations who are and want to implement IS/IT investments and the management and IS/IT students.

The roles are loosely defined and everyone has the autonomy and independence to work. Rules are often meant to be ignored.

In order to ensure successful compliance, it is essential that every department shares information and works together to communicate about maintaining compliance with requirements. Be sure to involve the IT and HR department in all compliance processes and system. Avoid delegating compliance to a single manager or department. Current business practices involve a variety of departments that may not realize their impact on regulation compliance. For instance, maintenance personnel may not realize that improperly disposing of chemicals and products, such as paint, may result in hefty environmental fines. Entry-level customer service reps may not realize that openly discussing confidential client information in public is wrong.

Identify suitable business data, data elements, data types, and resources, based on the following interview between a database analyst and a lecturer from Sutherland University:

“A garbage can model of IT value portrays the factors most organizations confront when making investment in technology” [Henry C. Lucas Jr]. According to Henry C. Lucas’ Garbage Can model the value of a project depends on the level with which the variable affecting a project such as management buy-in, technology, cost, and IT staff converge to produce a useful output. The level of this convergence determines the value derived from the project. If an application is ideal for an organization and is configured and implemented correctly but is not embraced by the users it will not produce the anticipated value. In cases where technology becomes intertwined with the strategy of the organization, as was the case in the R.L Polk case study, it becomes even harder to determine the true value of the solution. In these scenarios the direct benefits might be easier to calculate, but assigning the value of the indirect benefits to the technology becomes difficult. For this reason, I agree with the approach adopted by Vasconi in this article. Creating a separate company for developing the new solution not only increases the probability of success, but it also makes it easier to measure the direct and indirect benefits created by the solution. Vasconi effectively used the garbage can

Moreover, Carr asserts that IT has lost its strategic value. He argues that IT is no longer strategic because it has stopped to be scarce goods. In addition, he mentions that profit margins on IT related innovations will disappear. This argument is based on capital intensive goods such as railroads and steam engines. I disagree with this statement. IT should not be compared to such goods. The marginal cost of IT products does not increase with greater scale. Thus, any business that can decrease marginal cost by installing IT can make IT investments profits large and gain improved strategic value.

As most business they knew that proper investment in the Information systems and Information Technology is the best way to go but they dropped the ball when it came to proper investing, they either didn’t realize or ignored the problems

The realities of shrinking IT budgets and increasing dependence on IT in organizations in recent years has resulted in a situation in which there is an intense competition for resources needed to execute and complete IT projects. According to Ross (2007), the shrinking IT budget in the face of increasing demand has brought new pressures to the IT function. To gain approval and funding for projects, IT departments must demonstrate that such new project will either result in cost saving, increased sales, or result in greater enterprise-wide efficiency (Ross, 2007). The intense competition for resources makes it imperative that IT managers need to

Information Technology (IT) is a foundation for conducting business today. It plays a critical role in increasing productivity of firms and entire nation. It is proven that firms who invested in IT have experienced continued growth in productivity and efficiency. Many companies' survival and even existence without use of IT is unimaginable. IT has become the largest component of capital investment for companies in the United States and many other countries.

The role of firm resources, capabilities, and core competencies to provide a foundation for creating strategic interventions to empower and diversify the lives of individual, groups, and organization. The relationship amongst these concepts in developing sustainable competitive advantage are recognized and execute in accordance to relevance. The Core competencies of the organization include Problem Solving, Management and Ethical Practice and Interpersonal skills and

Information Technology (IT): The hardware and software technologies a firm needs to achieve its business objectives (Kenneth C Laudon and Jane P Laudon., 2010).

This paper will discuss the processes and pitfalls faced by Information Technology managers in today’s world of business. Today’s IT managers need not only be savvy about existing equipment and upcoming technology; but must also understand the budget issues they face and how to properly address them. The IT manager is asked to look into a crystal ball and predict what products will be beneficial and which requirements can be cut from the budget. They must be able to differentiate between the new shiny fad and products that will be a true asset to the company’s visions and goals. An IT budget can no longer be a static number on the company’s finance sheet; it must be a clear vision of the department’s future spending while falling in line with the goals and expectations of the company.

Although different organizations will arrive at different distributions of these responsibilities, and an organization 's distribution may change over time, there is a fairly normative distribution.

Oliveira and Martins (2011:110) stated that IT is universally regarded as an essential tool in enhancing the competitiveness of the economy of a country. It is commonly accepted today that IT has significant effects on the productivity of firms. Oliveira and Martins (2011:10) further explained that it is crucial to understand the determinants of IT adoption and the theoretical models that are raised when addressing IT adoption. In their study, Oliveira and Martins (2011:110) revealed that they reviewed two prominent models: