Term
| Page 204, consideration for global management |
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Definition
| political stability, transparency, business continuity planing, cultural differences, sourcing |
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Term
| chief information officer (CIO) |
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Definition
| is the senior most executive in the enterprise responsible for technology vision and leadership for designing, and managing IT initiatives. |
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| business technology strategist |
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Definition
| the strategic business leader who uses technology as the core tool in creating competitive advantage and aligning business and IT strategies. |
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Definition
| is the person in the position of helping build, grow, and manage a community |
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Definition
| is a structured document that lays out all the relevant information needed to make a go/no go decision. The business case for an IT project is also a good way to establish priorities for investing in different project |
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Definition
| financial, quantifiable, measurable, and observable |
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Term
| what is a financial benefits |
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Definition
| these are the metrics that are the most easy used to judge the go/no-go decision |
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| what is a quantifiable benefits |
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Definition
| measuring the size or magnitude |
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| what is measurable benefit |
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Definition
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Definition
| these are measured by opinion or judgment |
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| refers to evaluating new and existing applications collectively on an ongoing basis to determine which one provides value to the business. The goal of IT portfolio management is to fund and invest in initiatives |
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Term
| 4 classes of IT portfolio |
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Definition
| transactional, infrastructure, informational, and strategic systems |
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Term
| what are transactional systems |
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Definition
| systems that streamline or cut costs on the business is done. |
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Definition
| the base foundations of shared IT services used for multiple applications such as servers, networks, databases, or laptops |
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Definition
| systems that provide information to used to control, manage, communicate, analyze or collaborate |
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Definition
| systems used to gain competitive advantage in the market place |
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Definition
| the ability to make future decisions, are often part of the business case for IT investments, making it difficult to measure the payback of investments |
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Term
| what is return on investment? |
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Definition
| can be used when detail analysis is not required, such as when a project is short lived and cost and benefits is clear. |
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Term
| net present value or economic value |
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Definition
| are good when the project last long enough that the time value of money becomes a factor |
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Definition
| are good for capital intensive projects |
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Term
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Definition
| focus its attention on the organization's value drives (which include but are not limited to, financial performance.) Companies use it to asses the full impact of their corporate strategies on their customers and workforce, as well as their financial performance. |
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Term
| balanced scorecard looks at 4 perspectives |
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Definition
| customer perspective, internal business perspective, innovation and learning, and finical perspective |
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Term
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Definition
| provides a snapshot of metrics at any given point in time, the data ten to focus on project status or operational systems |
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Definition
| show senior IT leaders the status, problems, milestones, progress, expenses, and other metrics related to specific projects |
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Definition
| show relevant business metric and link them to the IT systems that support them. Similar to a balanced scorecard |
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Definition
| is geared towards the internal IS department, showing important metrics such as up-time, through-put, services ticket, progress on bug fixes, help desk satisfaction |
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Term
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Definition
| monitors the three to five key important goals for the IT group. Geared towards monitoring progress toward important goals of the IT organization itself. |
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Term
| 3 type of funding resources charge back, allocation, and corporate budget what are the differences |
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Definition
| charge back and allocation methods distribute the costs back to the businesses, departments or individuals with in the company. Corporate budgeting, is completely different funding method in which IT costs are not linked directly with any specific user or business unit cost are recovered using corporate coffers |
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Term
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Definition
| coast are recovered by charging individuals, departments or business units based on actual usage and cost. More you use the more you get charged for. |
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Term
| allocatoin funding method |
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Definition
| recover cost based on something other than usage, such as revenues, login accounts, or numbers of employees. Easi to implement and apply each month compared to the charge back mechanism. Allocation funding works well when a corporate directive require use of this method and when the units agree on the basis for dividing up the cost |
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Term
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Definition
| the costs fall to the corporate bottom line, rather than levying charges on specific users or business units. It require no calculation of prices of the IT systems. IT managers control the whole budget |
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Term
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Definition
| calculates cost by counting the actual activities that go into making a specific product or delivering a specific service. Activities are processes, functions, or task that occur over tie and produce recognized results. Rather than allocate that total indirect cost of a system across a range of services according to an allocation formula, ABC calculates the amount of time that systems was spent supporting a particular activity and allocates only that cost to that activity. ABC is the process of charging all costs to "profit centers" instead of to "cost centers" |
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| total cost of ownership (TCO) |
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Definition
| it looks beyond capital investment to include costs associated with technical support, administration, training system retirement |
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Definition
| comprises the sometimes highly complex networks that develop among co-workers through which many problems are fixed and much training takes place |
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