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Should IT management be part of the plan?

By Mark W. Kaelin Editor ·
Competitive "agility" is an extremely important part of successful business management. However, it is often difficult for IT professionals to know exactly how IT management fits in with the rest of the "agility" plan. In the white paper, HP lays out its plan for a partnership between business and IT using what it calls Darwin Reference Architecture.
This is a comprehensive plan that encompasses IT management and the business application development environment.
Does your organization have a plan for addressing the competitive environment? Does that plan account for IT assets and business application development? Do you wish it did?

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Perenial problem

by stress junkie In reply to Should IT management be p ...

The one problem with using computers in business that has never been effectively addressed is the separation of areas of expertise. The various department personnel know what work needs to be done. The computer support personnel know what computer systems are available. However the reverse is almost never true. The accountants don't usually know all of the technical options available to help them do their job. The computer support people don't know how to do accounting.

The same is true of all departments trying to use computers to do their work better. Purchasing, sales, materials handling, and other business functions are not areas of expertise for computer support personnel. Even is the computer techs knew everything that there was to know about all of the various functions in their employer's business the chances are that the accounting manager would want to choose the accounting software and so on with the other department managers.

Trying to tie all of these functions together to be handled by a cohesive computer system business plan would seem to be nearly impossible for the people involved to do well. So it isn't done well. The chances are that if one focal point in the organisation could see all of the requirements from all points of view then businesses would be able to make better decisions about investing in computer resources. If this could happen then the computer support job would be easier and would be done better while the end users of the computer systems would enjoy the benefits of using the best available computer tools to do their job.

This focal point is, theoretically, the company's Chief Informaition Officer, if the business is large enough to have one person devoted to that function. Small businesses cannot afford to hire someone to perform that function. In my experience the large corporations hire people for CIO that typically can't tell a key cap from a pixel.

Teh end result is that businesses purchase systems that leave a lot of room for improvement while the computer support people's job is unnecessarily complex.

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