The Entire IT Spend -- Reducing Cost and Improving Bottom-Line Impact
The Strategy-to-Bottom-Line Value Chain
Completing the Picture: The New Information Economics Practices
Chapter Two: Ask the Right Questions
The Right Questions Focus On Affordability and Impact
Affordability Questions: The Starting Point for the Right Actions
Impact Questions: The Roadmap for the Right Actions
Examples: The Impact of Answering the Questions
The Contexts for Management Questions are Planning and Budgeting Processes
Why Ask Affordability and Impact Questions?
Chapter Three: Connect to the Bottom Line
Bottom-Line Impact based on Cause-and-Effect
Cause-and-Effect is based on Management’s Intentions
Principles of IT’s Bottom Line Impact
Bottom Line Principle 1: IT’s bottom-line impact is based on direct contribution to profitability.
Bottom-Line Principle 2: IT’s direct contribution to improved profitability is based on improving the company’s Operational and Strategic Effectiveness.
Bottom-Line Principle 3: IT improves Strategic and Operational Effectiveness by carrying out Management’s Strategic Intentions
Summary and Additional Implications
Implications for Project Business Cases
Connections to Financial Performance
Business Process and Operations: A Big Opportunity
The Connection to Performance Measurement
Chapter Four: Understand Costs and Resources
Origins of Portfolio Management
IT Portfolio Management in Prioritization
Portfolios in New Information Economics (NIE) Practices
Applying Portfolio Information in NIE Practices
Portfolios and Asset Pools in the complete IT Spend
Concept 1: Portfolio Management applies to the entire set of IT resources
Concept 2: IT resources are divided into new investment and lights-on expenditures
Concept 3: Lights-on expenditures are classified from an IT perspective, in portfolios related to technology management;
Concept 4: The New Investment portfolios are classified from a business perspective, similar to financial investments.
Portfolio Management Integrates the NIE Practices
Practical Issues in applying Portfolio Management
Practical Problem in Lights-On: Choosing the portfolios and line-items.
Practical Problem: Working with portfolio information to make the Right Decisions
Practical Problem – Maintenance of the Portfolio Information
Summing Up Portfolios and Portfolio Management in Information Technology
The use of Portfolios is more than Prioritization
Using IT Portfolio Management to Control IT Costs
Chapter Five: Focus on the Right Things
The Goals and Principles for Right Decisions, Right Results
Goal 1: Actionable, Commonly Understood Strategic Intentions
Principle 1-1: Actionable Strategic Intentions
Goal 2: The Right Bottom-Line Results from IT
Goal 3: The Right Management Culture and Management Roles
Goal 4: Portfolios and Portfolio Management
Summary of Right Decisions, Right Results Goals and Principles
Goals and Principles Applied to the Strategy-to-Bottom-Line Value Chain and NIE Practices
Chapter Six: Adopt Effective Process to Produce Action
The Strategy-to-Bottom-Line Value Chain
The Deliverables in the Strategy-to-Bottom-Line Value Chain
Establishing the Connections with Management Processes.
New Information Economics Practices
New Information Economics Practices in the Value Chain
NIE Practice 1: Strategic Demand/Supply Planning
Summing Up New Information Economics Practices
Summing up Chapter Six: Adopt Effective Process to Produce Action
Adopt Effective Process to Produce Action: Management Agenda
Chapter Seven: Tackle the Practical Problems
The Practical Problems are fundamentally People
Practical Problems Getting from Strategy-to-Bottom-Line Impact
Practical Problem 1: Process Disconnects
Practical Problem 2: Legacy and Entitlement
Practical Problem 3: Management Roles
Practical Problem 4: Company Processes
Practical Problem 5: Management Expectations
Chapter Eight: Make the Right Decisions
The Management Context for “Making the Right Decisions”
The Use of Strategic Intentions
The Use of Prioritization and Alignment Assessments
Right Decisions: Development and Enhancement
Right Decisions: Lights-On Budgets
Make the Right Decisions: The Two New Information Economics Practices
Right Decisions: Who does the assessments?
Using Factors other than Strategic Intentions
Implications for Business Case and Project documentation
Critical Success Factors: Right Decisions, Right Results Principles in Prioritization
Establishing the Portfolios and Costs for Alignment
Strategic and Internal Alignment Process Overview
Make the Right Decisions with Prioritization and Alignment
Chapter Nine: Plan for the Right Results
The business / IT planning disconnect
Connecting IT and Business Planning
Connecting Planning to Mission and Right Decisions
The Strategic Demand/Supply Planning Practice
What does a Strategic Demand/Supply Plan Look Like ?
Creating the Strategic Demand/Supply Plan
The Demand/Supply planning processes
Critical Success Factors: Right Decisions, Right Results Principles in Strategic Demand/Supply Planning
Critical Success Factors: Right Decisions, Right Results Principles in Innovation
Chapter Summary: Plan for the Right Results
Frameworks and process overview
Critical Success Factors: Right Decisions, Right Results Principles in Performance Measurement
Chapter Eleven: Implement Right Decisions, Right Results
Part One: The Impact of Management Culture
New Management Processes alone are not sufficient
Effect of Culture on Management Roles: Involvement and Commitment
Part Two: The Need for Culture Change
Part Three: Classification of Business/IT Culture
Category One: IT’s Business Role: Culture that defines IT’s business role and impact
Category Two: Business & IT Relationship: Culture that defines the organizational relationships between business and IT
Category Three: Business & IT Process: Culture that defines the way IT and business managers work together
Part Four: Applying Culture Management Concepts
One: Assessing the as-is and to-be management culture
Two: Assessing the maturity level of the company’s management processes
Chapter 11 Additional Readings
Implement Right Decisions, Right Results -- Management Agenda
Chapter Twelve: Chart the Path to Implementation
Introduction to the Business Value Maturity ModelÔ
What does the Business Value Maturity ModelÔ cover?
Requirement for Management Action
Embedding NIE Practices into Management Processes
Improving Management Process Connections
Maturity Model Goals – Summary
Using the Business Value Maturity Model
Using the Business Value Maturity ModelÔ for Assessment
Using the Business Value Maturity ModelÔ for Process Improvement
Chapter Twelve Appendix I: Details of the Business Value Maturity Model
1. Business Value Maturity Model – Process Area Descriptions
Chapter Thirteen: Define What’s Next
Roadmap based on IT Performance
Roadmap based on Business Value Maturity ModelTM
A Roadmap based on Practical Problems
A Corporate Governance and Process Perspective to What’s Next
Chapter Fourteen: Answer the So What Question
First, Hit the IT Improvement Zone
The "So What" for Line of Business Management
Appendix A: Implementation Issues
One: The Role of Enterprise Architecture in Right Decisions, Right Results
Two: Management Team Roles in Right Decisions, Right Results
The challenge of multiple lines of business and global businesses
Three: The Development of Strategic Intentions, with Examples
Appendix B: The CFO Role in Right Decisions, Right Results
Appendix C: The Details of the Business Value Maturity Model