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Information Capital Optimization

“Delivering the Value with Strategy”

Strategic IT Planning for a Discrete


Manufacturing Company

The author can be reached at


-Anurag Johari ( Practice Manager, Wien Tech Systems) j16a@hotmail.com
This page is intentionally left blank

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Table of Contents
1 Introduction .................................................................................................................................... 4

2 Executive Summary ...................................................................................................................... 4

3 Overview of Methodology............................................................................................................. 5

4 Evaluation ...................................................................................................................................... 6

4.1 Business Objective ................................................................................................................ 9

4.2 Success Criteria .................................................................................................................. 11

5 Diagnosis ..................................................................................................................................... 11

5.1 Collaboration Matrix ............................................................................................................ 11

5.2 Business Value of the Decisions........................................................................................ 13

5.3 Business Needs................................................................................................................... 14

5.4 Key Challenges.................................................................................................................... 16

5.5 Goals for strategic planning ................................................................................................ 17

5.6 Critical Success Factors ..................................................................................................... 17

6 Strategic Planning ....................................................................................................................... 18

6.1 Objective – Issue – Strategy Matrix ................................................................................... 18

6.2 ECRR Matrix ........................................................................................................................ 19

6.3 Knowledge Management Strategy ..................................................................................... 20

6.4 New Project Identification Strategy .................................................................................... 22

6.5 Project Success Monitoring Strategy................................................................................. 24

7 Conclusion ................................................................................................................................... 25

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1 Introduction
In modern economy where globalization has provided the easy access
to physical resources and capital, the competitive business landscape has changed to
efficiency, operational cost and opportunity management. The IT has been able to provide
the due support to the said competitive factors. As a result of that the success of the
organization now depends on availability of information, it’s accuracy and quality and the
organization’s ability to process the same to take the informed decisions. In real life we
have seen sizable or large organizations with number of software applications up and
running, but there are issues like information missing (gap) or inconsistent information
coming from two different sources. That scenario absorb considerable efforts of workforce
as well as top management in retrieving the information and reconcile the same and in
effect making the top management confined to controlling mode. Whereas in efficient
enterprise, the top management must have the bird’s eye view over enterprise wide
information, retrievable correct in first attempt. This way the top management can remain in
just monitoring mode and better focus on future planning. In analysis we can say that the
organizations have three type of capital namely Finance capital, Human capital and
Information Capital. This document is based on a real scenario and presents the strategic
approach to optimize the information capital.

2 Executive Summary
This is the study of Information System of the customer, a
mid size manufacturer of multiple types of machines and equipments. The products are
made by assembling the various types of components. The co. operates in domestic as
well as in international market. In both market segments, the co. also has a few channel
partners, augmenting the co’s sales force. The company has decent IT infrastructure and
all managers have a desktop or lap top. The co. has a few applications running, including
one standard package for financial accounting. The applications running at the organization
are also either purchased off the shelf packages or developed as per requisition from one
or more HODs.

The departments of the company work more or less independently and exchange the
information on need basis. The decision making is hybrid in nature and most of the
decisions are made by the department heads and a few functional and the other corporate
level decisions are made by the top management. However for decision making, the top
management considerably leverage on the advice tendered by the departments heads. The
top management had the full confidence in the individual HOD’s knowledge and
capabilities. Considering the co.’s dependency on individuals, the co. adequately take care
of critical people. Despite that the top management feels that the growth of the co. has not
been as per their expectation.

A business consultant has indicated that the co.’s Information Management System needs
to be overhauled. Earlier the co. had a plan to go for any reputed ERP package, sometime
in mid of 2010. But in the wake of global meltdown and the feedback of the business
consultant, the co. has deferred the decision for at another two years. Now the co. wants its
whole information architecture to be redefined. The co. also needs the strategic IT planning

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for next 3 year; so that the potential business benefits of ERP implementation and other IS
applications can be optimized.

3 Overview of Methodology
The methodology is designed to ensure a proper,
comprehensive, systematic and consistent approach to Information Capital Optimization.
It embraces the holistic approach to the business objective, strategy, culture, people,
process and technology issues. The methodology is meant to provide the solution to above
converging issues.

The approach has above shown steps, which are well defined, aligned, integrated and yet
flexible to be tailored as per specific need. These steps are explained below in detail.

Steps 1- To begin with the business objectives are identified. These attributes are derived
from Vision and Mission of the company. All subsequent stages need to be aligned with the
business objectives. This phase also identify the internal stake holders of the business
objectives. For external stakeholders, the internal interfaces to the external stakeholders
will play the later role.

Steps 2- To achieve the business objectives there must be a solution of the well defined
problem, within existing constraints and all the stake holders must have the consensus on
all those artifacts. To review and monitor the strategy, the success criteria are also defined.

Steps 3- The solution of the defined problem, will be redefining the information architecture.
The existing information architecture is reviewed and analyzed with respect to identified
problem areas. The gaps identified and planning for filling the gaps is done.

Steps 4- The road map is made to fill the gaps over period of time. The gaps need to be
filled in structured manner and through prioritization based on business value of the
information needed. To maximize the benefits, the technology advancements are also
considered in the planning,

Steps 5- Based on the roadmap based strategic IT planning, the key focus areas are
identified and the projects are prioritized and planned accordingly.

Steps 6- On successful execution of the project(s) progress is reviewed and monitored to


ensure that the delivered results are duly aligned with the objectives. For deviations, the
appropriate actions are taken.

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4 Evaluation
The co. has the work force of around 800 including 100 computer users. The co. has two
offices, one for sales, HR, finance, purchase and corporate activities and the second is
works office where the manufacturing is done. Both of these offices are located in the same
city, but at different locations. The modes of communication are phone, e-mail, and fax. The
company has following departments.

1. Corporate

2. Marketing

3. Finance

4. HR & Admin

5. Purchase

6. Design

7. Production

8. Quality

9. Logistics

10. Customer Service

11. IT

All of above department work more or less independently and collaborate with each other on
need basis. The co. has following applications / packages along with the respective users
and stake holders. All of these packages are working independent and the information
exchange between users and stake holders are using e-mail, telephonic or verbal.

No. Process Packages Users Stake Holders

1 Accounting Tally 9 Account All HODs

2. Payroll Pay Pack 4.6 HR  Finance

 Corporate

3. Performance ASP.Net / SQL HR  Production


Management Server based
System (PMS) custom development  Quality

4. Design Auto CAD 2007 Design  Production

 Quality

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5. Inventory MS Access Store  Production,

 Quality

6. Customer Complaint ASP / SQL Server Customer  Design


Tracker based custom Care
development

Table: 1

The IT department is responsible for maintenance of these applications, along with the
network and hardware. Regarding procurement of off the shelf packages or development
project, this department is just a facilitator as actual decision is taken be respective HOD.

Following is the distribution summary of the decisions often made at department level, in the
course of business.

Figure: 1

The higher number of expert judgements, in key ares like Sales, Purchase, Production,
Quality, Logistics and Customer Services are noticeable.It will not be difficult to assess the
business vale of such key areas.

Given below is the organization wide break up of informed decisions and expert judgements.

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Figure: 2

Following points are worth noting from the above graphs.

1. Instead of leveraging on data supported analytical decisions, the co. is heavily


relying on expert judgements

2. The co. is too dependent on individuals for such expert judgements

As per given below figure, it’s observed that a sizable amount of high business value
information have no retrievable business reference.

Figure: 3

Thus the decision making is more like expert judgment & person dependent rather than
being with data and analysis.

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For efficient and effective use of information system, it must be duly aligned with the basic
objectives of the information system. Below given is the figure depicting the state of
information system at organization level.

Figure: 4

Hence it can be safely concluded that the co. has been partially managing the information.
However from the business value perspective, the information system needs to be
restructured to optimize the benefits.

4.1 Business Objective


The co. wants to restructure the information system with the
vision and aligned with its business objectives. The co. has following business objectives.

1. Improve the operational efficiency

2. To expand the customer base

3. To reduce the risk of meeting loss in any big order

4. To reduce the order execution cycle

For above objectives, the Key performance indicators are defined separately.

In the figure 5, as given below are the business objectives are defined and aligned with
corresponding operational aspects. In turn the operational aspects are aligned to information
aspects. The first objective, to improve the operational efficiency, requires the functional
shift from independent to collaborative model.

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Objectives Operational Aspects Information Aspects

All Department: All Departments:


Improve Operational
1. Build Collaborative Information 1. Collaborative Intranet to manage
efficiency
System and control the information, so that
knowledge is not person dependent

Sales: Sales:
1. Improve Market Research 1. Record Market Surveys
2. Expand Geographically 2. Analyze & Record Customer
3. Strategic Sales Planning Feedbacks
3. Record Emerging Trends
Customer Service: 4. Identify and Record Hidden
1. Improve Customer Service Customer needs
Expand Customer Base 2. Inputs for Product Improvements 5. Update the Product Brochure
3. Follow up and relationship
Customer Service:
1. Record the technical issues
Design: 2. Record and analyze the Product
1. Improve Product Design Feedback and Customer’s
expectation

Customer Service:
1. Analyze the reported technical
Sales: issues and innovate the solutions
1. Accurate Pricing & costing
2. Competition Analysis
Sales:
Purchase: 1. Analyze the price and costing data
1. Regular monitoring of Raw periodically
Material prices 2. Record the bids lost to the
customer, price difference and
competition’s comfort in execution at
Reduce the risk of loss in that price
Design:
big orders 1. Innovative Cost effective product

Production:
1. Plan and track the production
Production: 2. Leverage on best practices
1. Optimum Production Plan 3. Document and Analyze in Process
Quality Checks

Quality:
1. Ensure Greater Quality
Compliance Purchase:
1. Maintain the list of suppliers with
items and respective supply time
along with the track record of the
vendor

Purchase:
1. Optimize the Lead Time Design:
1. Document the best design
Reduce Order execution
Design: practices
cycle
1. Innovative Design with
Reusability Production:
1. Leverage on past data for
backward planning
Production: 2.Document the SLA for
1. Backward Planning Outsourcing and track the vendor
2. Better Outsourcing Management performance

Note: Being Sample Report, the complete picture is not included.

Figure: 5

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4.2 Success Criteria
The project will be considered as successful, based on following.

1. The detailed collaborative Information map, exhaustively covering all Critical & High
business value information, is delivered. Based on that information map, an intranet
application is developed and No Critical or High category issue is reported in first quarter
after deployments.

2. Key projects are identified (in the order of priority) to fill the information gaps and a road
map to execute them in next 3 years are planned.

3. If the co. is able to expand the customer base by 20% in first quarter after executing the
plan. Alternatively the co. increases its RMS by 20% in first quarter after executing the
project.

5 Diagnosis
Based on the dependencies of all departments on one and another, following
is the collaboration matrix. The matrix covers the owner and other stake holders for each
specific piece of information. This matrix will become the basis of any kind of new process
definition or proposed Business Process Reengineering (BPR), within the co.

Similarly there are couple of other matrices for information archival and retrieval and
business value of decisions, which will form the basis of identifying the needs of information
archival and access control, along with the prioritize the automation projects and defining the
scope. These matrices will facilitate with the bird’s eye view on processes, degree of
automation, owners, stake holders and integration needs.

5.1 Collaboration Matrix

Department Information Key Findings

Owner (O) / Participant(P) / Decision (D) / Access (A)

Marketing Budget The requirement is - Finance (O) / Marketing (D) /


Corporate (A)

Whereas current state is – Non Existing Process

Customer Database The requirement is - Marketing (O), Finance (A),


Corporate (A), Customer Care (A,P)
Marketing Whereas current state is – Marketing (Full Control)

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Channel Partner Database The requirement is - Marketing (O), Finance (A),
Corporate (A), Customer Care (A,P)

Whereas current state is – Marketing (Full Control)

Competition Details The requirement is - Marketing (O), Corporate (A),


Design (A)

Whereas current state is – Non Existing Process

Contracts / PO The requirement is - Finance (O), Marketing (A,P),


Corporate (A)

Whereas the current state is – Marketing (O),


Finance(A)

Proposals Submitted The requirement is - Marketing (O), Corporate( A)

Whereas the current state is - Marketing (O),


Corporate( P)

Employee Database The requirement is - HR(O)/ Finance (A,P), All


Employees(A)

Whereas the current state is – HR (O), Finance (A)


HR No access to anybody else.

Salary Record The Requirement is - HR(O)/ Finance (A,P),


Corporate (A), Employees (A-Restricted to
individual data)

Whereas the current state is- HR(O)/ Finance (A)

Training Calendar The requirement is HR(O) / All (A)

Whereas the current state is “in practice manually”.

Approved Requisition The current requirement is Purchase (O), Finance


(A,P), Corporate (A,P)
Purchase
Whereas the current state is – Purchase (O)

PO / Contracts The requirement is - Purchase (A,P), Corporate


(A,P), Finance (O)

Whereas the current state is – Finance (O)

Invoices Payables The requirement is - Purchase (A,P), Corporate


(A,P), Finance (O), Store (P)

Whereas the current state is – Finance (O), Store

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(P)

Inventory Details The requirement is - Store (O)

Whereas current state is – Non Existing Process

Note: Being sample report, the data is not exhaustive

Table: 2

5.2 Business Value of the Decisions


Decision making is the heart of any
organization. More effective are the decisions, better is health of the organization. The quality
of the decision depends on the availability of data, its analytical results and the associated
risk. Again the risk, its probability and associated impact can be derived from the past data.

Each decision has different business value for the organization; hence also decision making
is also distributed across the hierarchy of the organization.

Department Decisions Basis of Business Priority for


Decision Value Automation

Prospecting Expert Judgment High High

Customer Segmentation Expert Judgment High High

Marketing Costing Informed Decision High Low

Parameters for Market Not Done Critical Critical


Research

Parameters for Not Done Critical Critical


Competition Tracking

Training Needs Not Done Low Low

HR Remuneration Expert Judgment Critical Low

Purchase EOQ Expert Judgment Average Average

Lead Time Informed Decision High Average

Purchase Buffer Stock Expert Judgment Average Average

ABC Analysis Informed Decision Average Average

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Quality Parameters Informed Decision High High

Design Product Specifications Expert Judgment High Low

Capability Development Expert Judgment Average Average

Schedule Expert Judgment High Critical

Production Shift Planning Expert Judgment Average Average

Manpower Expert Judgment High High

Request Priority Expert Judgment High Critical

Customer Expected Resolution Expert Judgment High Critical


Service Time

Task Allocation Expert Judgment Average High

Note: The data is not exhaustive

Table: 3

Above is the mapping of decisions with respective business value. A subjective evaluation of the
same has enabled us to prioritize the need for automation.

5.3 Business Needs


A holistic view of all of above, gives us the business needs of
Information System aligned with the business objectives. A further analysis of below given
Performance – Importance Matrix (modified for information System), emphasizes on following
business needs.

1. Marketing Department needs to capture more relevant data and analyze the same.

2. Customer service needs to improve the decision making, which must be based on actual
data.

3. Inventory and Scheduling related data need to be analyzed for optimization of Order
execution time.

4. There must be information sharing with controlled access among stake holders.

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Performance - Importance Matrix

1
Excess

3
Appropriate
4 Tech
Capability

Performance
Scale Best Alternatives Customer Forecasting
5 Practices of Service
procurement

Standardized Info Sharing Indentify


BOM Dependencies,
6 Customer
Feedback,
Booking Data
Improve
Info Competition Customer
7 Capturing Monitoring Needs

Info. Control Market


8 Analysis

Urgent Action
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9 8 7 6 5 4 3 2 1

Importance Scale

Note: Being sample report, the data is not exhaustive

Figure: 6

Hence there is the need of following applications, in the order of priority.

1. A dedicated application ‘Marketing Manager’ for Marketing to capture the data, related to
Prospects, Customers, Market and Competition. The application must be able to
generate the analytical reports aligned with the business objectives.

2. Enhancements in ‘Customer Complaint Tracker and add analytical reports to improve


the decision making.

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3. A customized corporate intranet (Intranet) with workflow is needed for better
collaboration among stake holders. The Intranet will enable the stakeholders and
decisionmakers to view the real time data. The Top management can get the birds eye
view of the organization.

4. The existing ‘Inventory‘ Package which has become obsolete now. Replace the same
with some other package, having the features like computing EOQ and doing ABC
Analysis etc.

Proposed
Applications →
Markeing Customer Inventory Intranet
Existing Manager Complaint Package (TBD)
Applications ↓ Tracker -II

Accounting Integration Integration

Payroll Integration

Performance
Management
System (PMS) Integration

Design Integration

Inventory Replace Integration

Customer
Complaint
Tracker Integration Enhancement Integration

Table: 4

Above matrix lay down the roadmap for the future projects and their respective integration
needs.

5.4 Key Challenges


In the execution of above projects, following challenges are
anticipated.

1. Applications based on different technology groups are likely to increase the


maintenance cost and also likely to have integration challenges.

2. ‘Intranet’ will be the heart of information system; hence its availability must be very
high.

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3. Existing Inventory application will be replaced by a new Inventory Package (TBD).
Data migration to new product / application will be a major challenge.

4. The integration with existing application, need extra involvement of the


stakeholders of both systems.

5. Application integration may corrupt the existing data.

5.5 Goals for strategic planning


1. After completing the proposed projects, IT maintenance cost is expected to be
reduced by more than 10 %

2. After completing the ‘Marketing Manager’ Project, the sale is expected to improve
by more than 20% for the first year, with same resources

3. After completing the ‘Marketing Manager’ and ‘Intranet’ projects, the relative
market share (RMS) will considerably improve after 1 year. This cannot be
quantified, as no current RMS data is available.

4. Within 1 year of completing the ‘Intranet’ project, the co. will be able to retain
around 80% of knowledge base.

5. To improve the average ‘Order Execution Time’ for each product, by more than
15% , within 6 months of execution of ‘Intranet’ Project.

5.6 Critical Success Factors


1. There is the assumption that there would not be any kind of organizational
restructuring. However if due to some imperative reasons that happens, this
document need to be revisited to realign as per changing needs.

2. The scope of all of the above projects must be carefully determined and verified,
prior to document the Request for Proposal (RFP).

3. For scope verification, requirement gathering and conducting the User Acceptance
Testing (UAT), it must be the same team throughout. The members of this team
should be from the category ‘Indispensable’, not the dispensable one. The HODs
must make available, such indispensable resources, for the purpose of the
respective projects. The reason is that these resources have the thorough
knowledge about the system.

4. For successful execution of the project, the decision making related to


requirements must be faster.

5. The strategy document needs to be periodically reviewed to make minor


adjustment, as per changing situations.

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6 Strategic Planning
To achieve the above stated goals, the co. needs a strategic
plan to execute in structured manner. In the diagnosis phase, all key aspects are identified
and analyzed. Based on analysis, issues are identified and the strategic plans are chalked
out accordingly. Given below are the various plans to deal with various aspects of Information
system.

6.1 Objective – Issue – Strategy Matrix


This matrix lists the interim objectives,
corresponding issues and respective strategies to overcome those issues and achieve the
objective. For the co. the Objective – Issue – Strategy Matrix is given below.

Objectives Issues Strategy

To improve the operational Currently all departments are Change management through
efficiency, the departments functioning independently and selling the benefit, should be a
need to be more collaborative the information sharing is better strategy. The
done only on need / request collaboration should become
basis. Hence at operational a norm, by the time ‘Intranet’
level, each department is not project is completed.
able to view the complete
picture. The staff can be disciplined to
have at least a weekly
But changing the style of meeting, sharing the
functioning require greater information. This will help
amount of efforts and them to see the bigger picture
commitments from respective and understand the
HODs. importance of information
sharing.

There must be single There are many instances, Information ownership and
ownership of Information where duplicate records of sharing must be strictly as per
information are being collaboration matrix. However
maintained by different in the larger interest of the co.,
department. Each of these the owner of the data, must
departments feels that the consult the other information
particular piece of information users, so that comprehensive
is highly relevant for its data format is prepared. That
operation; hence that will ensure that the
department should own the information related
information. requirements of each user
group are adequately taken
care of.

For Intranet to be effective, The technology and data Regarding technology, the co.

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there must be seamless format may become the should adhere to one
integration among the challenge seamless particular group of
applications integration technologies. That will also
reduce licensing and
maintenance cost. Data
format can be determined as
indicated above. However the
data exchange format should
be compatible to Existing
Infrastructure and can be
exchanged over internet as
well as with mobile based
applications, which the co.
may need in future.

Note: Being sample report, the data is not exhaustive

Table: 5

6.2 ECRR Matrix


A further analysis of Performance – Importance Matrix, along with that of
Objective-Issue and Strategy Matrix, following ECRR Matrix is deduced.

Eliminate Raise
 People dependent expert judgments  Data supported analysis based informed
decisions
 Myths, Perceptions, Arbitrariness and
independent functioning  Information access control & management

 Forecasting

 Customer Service

Reduce Create
 The Order Execution Time  People independent organization wide
knowledgebase
 Dependence on individual’s
 Effective Market and Competition
monitoring and tracking mechanism
Note: Being sample report, the data is not exhaustive

Table: 6

Above matrix depicts the operational aspects, which need to be eliminated, created,
reduced or raised.

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6.3 Knowledge Management Strategy
In modern information age, knowledge management is the key business imperative. Following
are the reason for having effective and efficient knowledge management.

 Sharing the knowledge in structured and controlled manner, to improve efficiency &
productivity

 Avoid to reinventing the wheel for the problems / issues, repeated in nature

 Enable the organization in more people independent manner

 Presenting the broader perspective to stakeholders

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6.4 New Project Identification Strategy
The business scenario is frequently changing and the new opportunities and threats keep on
looming at the horizon. That requires for effective planning and reasonable flexibility in
priorities. To achieve the business objectives with new IT strategic projects, effective planning
and optimum utilization of organizational resources is essential. The strategy for identifying
the new projects, need to have following orientation.

1. Optimizing the business benefits

2. More effective planning of organizational resources

3. More efficient utilization of organizational resources

4. Keeping the organization stakeholders focused on the most critical projects

5. Obtaining consensus as to which projects have the highest priority

Following are the matrix and the steps for identifying and prioritization of the projects, in
future. Here is meaning of the project, is very generic in nature and can be software
development, implementation, integration or purchase of any product / package.

An eight-step approach to building a criteria-based matrix provides a workable prioritizing


system.

Step 1: Identify all key IT project stakeholders, e.g., business managers, IT project managers,
business sponsors, etc.

Step 2: Organize a workshop to build the criteria-based matrix and use it to set priorities.
Participants will be all the stakeholders identified in Step 1.

Step 3: Outline the projects that need to be evaluated for prioritization, using the knowledge and
expertise of the workshop participants.

Step 4: With the involvement of all the participants, identify the criteria that can be used to judge
the projects. The approach to identifying criteria may include:

 Identifying practical constraints (e.g., How easy is it to do?).


 Considering the benefits, costs, schedule and risks.

Aim for criteria that can be measured objectively and easily, rather than subjectively or with
difficulty.

The following matrix can be effectively utilized, by giving appropriate weighting to respective
parameters. Is the situation demands, the parameters can be changed in name or numbers. But
the process remains the same.

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Project Prioritization Matrix

Criteria Scoring Project 1 Project 2 Project 3 Project 4


Rating

Competitive Advantage Weighting

Score

Rating

Weighting
Customer Satisfaction

Score

Rating

Weighting
Estimated Project Cost

Score

Rating

Weighting
Potential revenue

Score

Rating

Weighting
Ease of Implementation

Score

Total Score

Table: 7

Step 5: Allocate a weighting number to each criterion on a scale of 1 to 5, with 1 being least
important and 5 being most important to the operation of the business.

Step 6: On a similar scale of 1 to 5, rate each project on its impact on each criterion identified in
Step 5, with 1 being the least positive impact and 5 being the most positive impact on that
particular criterion.

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Step 7: Multiply each rating from Step 6 by the weighting number allocated to each criterion in
Step 5 to get the score for each project for each criterion.

Step 8: The matrix is complete when all the weighted scores from Step 7 are added up for each
project. The matrix clearly shows which projects have the highest scores, and thus which ones
should be the top priority projects.

The total score will help in identifying and selecting the projects to be executed on priority basis.

6.5 Project Success Monitoring Strategy


Just like information & skill, the project also has its business value. Hence it is essential that
the project success is appropriately measured and monitored by the top management. Any
kind of subjective feedback from individual stake holder or the group will give only restricted
view of project success.

We suggest following strategic approach to monitor the project’s success. This will also help
the project owner in the co. to keep the hawk’s eye on the projects to ensure that all the
indicated parameters are appropriately taken care of at the execution stage.

Project Success Measurement Matrix

Parameter Wt. Rating Score

Aligned with Business Objectives

Meets the User’s Needs

Able to provide Decision Support Data

Cost Performance Indicator


( With respect to budgeted cost)

Schedule Performance Indicator


(With respect to original schedule)

ROI Performance Indicator


( With respect to originally indicated
ROI)

Quality Performance Indicator


(With respect to original schedule)

Total Score

Table: 8

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The top management of the co. is advised to seek quarterly report based on above
parameters on all executed new IT projects or major enhancements done within a year. This
will help them to evaluate the performance of IT projects and redefining the IT budget.

7 Conclusion
Thus we can conclude that for the success of the enterprise, it must treat
the information as capital and manage that accordingly. It must be considered as asset,
hence all information management related technology projects must be evaluated by the top
management very carefully ensuring that they are aligned with the business objectives and
prioritized as per the business value of the information to be managed. If that is done
successfully, the top management of the enterprise can be more focused on future planning
by getting into monitoring mode rather then being stuck in just controlling mode at the
expense of efficiency and opportunity slippages.

About the author:

Anurag Johari

He has been leading the Enterprise Applications and Consulting practice. He has 15 year
experience in IT implementation, Strategic Planning, Project Management, Account
Management, Business Analysis and Consulting.

He has managed the ERP implementation and Custom Development projects for various
business verticals like Media, BFSI, Real estate, Bio science, Manufacturing, Commodity
Trading, Supply Chain and Energy.

Prior to joining WiEn Tech, he has worked with RMSI, Fujitsu Consulting and Sify etc.

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