Medium Large XLarge Decrease Increase
 

Tony Murphy

Biography Dr. Tony Murphy (Ireland).
Dr. Tony Murphy
Dr. Tony Murphy

Dr. Murphy has almost 30 years experience in information technology across a wide spectrum of roles and technologies. These include ITstrategies, business process redesign, product evaluation, IT auditing, systems implementation, and the design and delivery of IT awareness programs to senior management. His book on this theme "Achieving Business Value from Technology: A Practical Guide for Today's Executive", published by Gartner Press, is already an international best-seller. His follow-up book - Succeeding In The Knowledge Economy, has just been published. Prior to taking up his present position he founded and was the Director of a government-sponsored IT research centre, the National Institute of Management Technology (NIMT) which he transformed into a successful commercial entity (subsequently purchased by Gartner). Much of his work has been with governments and VC companies assisting technology start-ups. 

 


 

Contact details

Dr. Tony Murphy
E-mail: tony.murphy@gartner.com
   

 

MODULE – Achieving Business Value from Technology


Objective

Achieving business value from Information Technology (IT) is amongst the most intractable problems facing both IT and business managers today. Most of the problems stem from adopting approaches more suited to the Industrial rather than the Knowledge Economy – a new approach is needed. All those directly or indirectly charged with IT expenditure (and that includes nearly all managers) need to understand the latest research and adopt proven techniques to maximise the business value from these investments. This course aims to provide participants with an understanding of the key drivers of IT value, and the processes, standards and roles required to achieve it.

Short description

As we enter the 21st century we find the challenge of investing wisely in IT, and delivering the benefits, becoming progressively harder. Rapidly changing technology, new and unexpected competitive pressures and opportunities, e-commerce, globalisation, supply chain integration and shortages of technology staff are but some of the issues business executives now have to grapple with. As the IT decision-making process shifts inexorably from the technology to the business arenas, senior management finds itself under increasing pressure to understand the cost and benefit dynamics of IT. Yet the results to date have been unsatisfactory – as one leading economist stated, ‘IT is everywhere except in the productivity statistics’. Why is this so?

The full answer is complex, but could be summarised as follows: with IT and business inextricably intertwined, and with fundamental changes incurring in both arenas, the old rules which governed IT investments no longer apply. IT and business executives, preoccupied with trying to ‘keep the ship afloat’, have largely been unable to come to grips with the new paradigm, and have kept doing things the old – and unsuccessful –way.

In this course participants will first be asked to accept that, universally, returns for such investments have been poor to date, and then to understand the causes. Once these causes have been understood, the requirements for achieving business value from IT (BVIT) will be outlined. Guidelines for selecting the high-reward proposals, quantifying benefits, undertaking post-implementation benefit audits, and IT sourcing, asset management and ongoing total cost of ownership will be presented in clear non-technical language. Clarity will be reinforced by extensive use of practical real-life examples.

At the end of the course participants will have gained a thorough understanding of the key determinants of BVIT, having addressed the following key questions:

  • Why have so many IT projects failed to deliver business benefits?
  • What are the factors which help deliver the benefits?
  • How can I identify those projects with the highest potential business returns?
  • How can I put harder numbers on intangible benefits?
  • Can I be sure that the anticipated benefits will be realised?
  • Are there additional hidden benefits not originally envisioned?
  • How do I reconcile and integrate individual IT projects with other projects (both business and IT?
  • What should I do if an IT project looks unlikely to meet the original objectives?
  • What happens to the original justification when a project gets overtaken by changes in the business or technology environments?

Course structure

Part 1 – Background and Introduction

  • Achieving Business Value from Information Technology (BVIT) a large and growing problem.
  • Review of six case studies.
  • What these case studies have in common.
  • Industrial Age thinking for Information Age problems.
  • The limitations of Financial Metrics.

Part 2 – The Five BVIT Pillars

  • Pillar 1: Strategic Alignment.
  • Pillar 2: Business Process Impact.
  • Pillar 3: Architecture.
  • Pillar 4: Direct Payback.
  • Pillar 5: Risk.

  • Part 3 – The BVIT Process

    • Step 1: Setting the ground rules.
    • Step 2: Defining IT value standards.
    • Step 3: IT value analysis.
    • Step 4: IT value project management.
    • Step 5: IT value achievement.
    • Step 6: IT value management.
    • Selecting specific products and vendors.
  •  

  • Part 4 – Governance (People)

    • Roles - A foundation stone of effective governance.
    • The IT Council.
    • The IT Investment Board.
    • The Office of Architecture and Standards.
    • The Project Office.
    • Pulling it all together into a cohesive framework.
  •  


    to the top

     


     


    © Intentac 2012
    Website provided by Litium using Litium Studio.