Management and Business

Information Technology (IT) refers only to the information processing software programs of a computer system: True or False

The world of technology cores has a different function in today’s era. The core roles of these technologies play an important part to keep this world as we know it to operating on a day to day basis. The basis of the technology that makes IT System useful is Computer Networks, Information Assurance, Wed Technologies, Database, Computer Programs and Programming.

Information systems (IS), technically are a set of interrelated components that collect and retrieve information, process and store it and support the organization in decision making. Information Technology (IT) is a shared technology and provides the platform for specific information. It consists of hardware and software for a business to achieve their objectives. Included is the computer systems, the computer, any hand-held devices, software the company needs to operate and storage. (20)

Making investment into IT requires precise valuation of the available resources and consideration of the potential risk associated with the success or failure of that specific project. IT involves both machines (which can be both hardware and software) and manpower in order to run those machines. In order to operate and implement the IT strategies the organization requires highly skilled

Copyright 2009 Harvard Business School Publishing Corporation All rights reserved Printed in the United States of America This chapter was originally published as chapter 1 of The Adventures of an IT Leader, copyright 2009 Harvard Business School Publishing Corporation. No part of this publication may be reproduced, stored in or introduced into a retrieval system, or transmitted, in any form, or by any means (electronic, mechanical, photocopying, recording, or otherwise), without the

The ability to manage information plays a critical role in developing a firm’s capabilities in customer relationship management, process management and performance management (Mithas, 2011).

In the market today, business is showing growing interest to partner with IT to make sure they get the value for investing huge in technology. But, still there is a gap between the two departments and the IT folks think that they do not have enough support from the business to ensure the value is realized for the organization. A good example of deep integration of IT and business is the recent firing of the Apple maps chief. The ill-fated Apple maps was the failure of both the IT folks who couldn’t develop an efficient app for maps and also the business who couldn’t gather all the requirements and couldn’t manage the project to achieve the desired output. As a result, the Apple exec Richard Williamson was blamed and fired for the disastrous project and humiliation for the organization.

When the CEO launches two new strategic initiatives requiring integration across all business units, the organization – whose IT decisions have been largely delegated to its business units in proportion to their revenue generating capacity – now faces the dilemma of how to prioritize its IT projects in order to support the new strategic “enterprise” vision.

How effective is the collaboration between business and IT at Hefty Hardware? Determine the deficiency of both business and IT.

IT Executive, with a success track of development and delivery of technology portfolios under complex matrix organizations, aimed at shaping and realizing disruptive business strategies. Success record as a business-technology strategy leader includes the use of business acumen, influencing and negotiation skills combined with enterprise architecture principles, application portfolio development/management, scaled agile portfolio management skills, and deep technical knowledge to increase firms’ competitiveness.

The partnership at Hefty Hardware between IT and the business is not effective. One of the core problems faced by Hefty Hardware was the lack of a productive, working relationship between the company’s IT and business divisions. The four building blocks needed for a foundation on which a solid relationship could be constructed; competence, credibility, interpersonal interactions, and trust, were not present between the two divisions (McKeen & Smith, 2012). The business division felt IT lacked competence when dealing with business needs, demonstrated by the IT department not having knowledge of Hefty Hardware’s basic business concerns, goals or processes.

In large organizations, all the three domains, projects, programs, and portfolios, have to meet the maturity standards. The IT portfolio plays high-level strategic roles by ensuring that project investments are being managed most appropriately. The main benefit of IT portfolio management is enabling measurement and objective evaluation of IT investments and alignment with the business strategy which will maximize the value of IT investments while minimizing risk. However, the ignoring of the IT portfolio management will impact negatively on the communication and alignment between IT and business leaders, which lead to the wrong distribution of the resources and budgets on projects

It definition of information technology, its use purpose, scope, and different levels have different interpretations. Information technology contains communications, computer language, electronic technology optical fiber technology. It also may affect computer and its interaction with people, machines, and people appropriate social, economic and culture unite things.

Organisations often implement similar technologies, especially when these are ‘industry standard’ such as planning and customer relationship management systems. The value, which is added through the investments, provides the opportunity to reduce the cost of the firm’s final product/service provided. Benefits rarely occur automatically and benefit management is, therefore an essential part of information technology management.

Therefore, IT managers need effective management systems and processes to help them deal with the issues and challenges inherent in their responsibilities. Feeny and Willcocks (1998) suggested that core IS competencies are needed to assist the development of IT, measurable in terms of IT activities supported, and resulting business performance. Figure 1 shows the 9 core IS competencies. The research carried out indicated that in order to have a successful IT function there are four major tasks which need to be accomplished. These include: co-ordination and leadership; ensuring technical capability; managing the external supply; and meeting the business’s requirements.