We've seen varying and elaborate ways to accomplish uncommon artifacts and rock solid business systems but still we had to create our own. For a simple reason, methodologies are not always full-clad, and practitioners concur on and adjust them, subsequently, overcoming problems and be able to pull through on agreements and goals.
Many businesses and high value activities definitely requires IT. The senior management people must be able to articulate it and technology practitioners must have the facility, not just mere ability, to make that need happen. IT have evolved, transcended across industries and specific application areas have all become important for an overall and sound enterprise system. Not one area can be sacrificed to make the other seem better or valuable anymore, technologies must be in accompaniment with each other and so the people running them.
That makes even IT remote for small and underfunded companies. But IT need not be that expensive as inexperience ones and first adapters so indicates. The budget and size alone are deceiving. IT is not always going to cut into an effective and efficient initiatives even for allocation of big budget backed by their own companies (senior management). Check and compare small and big companies’ effort and discover what’s taking the small company with a better IT than the big company, or the competitor doing good and the other is not. IT alone cannot be blamed here no matter how proficient the company’s technology people are. It’s not that IT must be administered the same the way other efforts or initiatives are done. There is good reason why generals are so effective at running the affairs of their organizations with their officers and men assigned both in the office and in the field or warfare and with their IT-related efforts, if any, can help them execute their plan of actions faster and at point-blank. IT is not a panacea but many organizations may discover it can be used to assist in their objectives and even accelerate things further. Organizations like the military and other commercial entities realized that with IT they become nimble in their decisions and executions of objectives. However, the current experience is gloomy and makes people cynic on the prospects of IT. Only big ones seem to benefit from it because they have deep pocketed budgets and it doesn’t bother them if technology keeps bleeding cash. We can forward further with a progressive one.
IT can facilitate enterprise goals, as can be seen or appreciated, at the outset. Business and IT lead roles must do more for IT to be useful and functional for the enterprise as well as the workplace. IT must provide convenience to people, too.
Imagine just one of the few mechanisms we've been using to deal with a task for initiating, developing and making better programs and services happen. That's why we had to reflect, realize and establish our own basic prerequisite for whatever job we should be in --
Purpose (Initiative, beginning of master plan) - deals with an initiative that creates opportunity, solves issues for, or augment business capability.
People (Business, society, strategy, specifications with correct requirements, starts and ends everything including this 8Ps in its entirety) - who can deal with such assignment? Humans make everything, start the job, work them out and end it themselves, create their leaders, run businesses, delegate responsibilities with their own and to machines especially nowadays, take their history very seriously and still miss a lot! Some conscionable progress has made our lives a little better, though not that good enough yet for everyone.
Product (Technology and architecture) - do we need it and how do we use it? However, and whatsoever they are, such thing must not influence the major portion of the decision.
Policy (Practices, Standard, Rules, Regulations and Laws) - we need comprehensive and panoptic guidelines. Expertise here makes law-making and rule-making a separate responsibility and so are the top management and business unit leaders’ roles, they tackle the acme, not just the complementary, of principles and practices or required actions, respectively.
Process (Action guided by the organization’s purpose and business goal) - make sure we are consistent to everything we do and make them conclusive and final once in a while.
Procurement (Acquisition, reinforced by our AIM business lifecycle) - it must be competitive not corrupted. Where do you put major software development efforts? Pick one of the following facets: acquisition, implementation or management?
Period (Time) - know it and save energy and resources. Would you be able to calculate when may the complete delivery happen from the beginning? See purpose.
Produce (Finished or set Goal achieved) - is it successful? If it really resolves the issue and augments the business. It satisfies the wants and everyone.
We need assurance that we will be able to commit and deliver on our accords. We find these 8Ps to be a good start in technical facilities and information infrastructure related efforts. It can be used to complement, if not set the primer for the adaptation and application of, industry best practices, standards and regulatory compliance. They make matters explicit and kindred with each other. Failure to determine important components from the beginning will prolong engagement (that is considered wasteful for proponent companies themselves). Benefits and value must be realized from all phases of a particularly huge effort and concurrently acknowledged by parties involved.
Many businesses and high value activities definitely requires IT. The senior management people must be able to articulate it and technology practitioners must have the facility, not just mere ability, to make that need happen. IT have evolved, transcended across industries and specific application areas have all become important for an overall and sound enterprise system. Not one area can be sacrificed to make the other seem better or valuable anymore, technologies must be in accompaniment with each other and so the people running them.
That makes even IT remote for small and underfunded companies. But IT need not be that expensive as inexperience ones and first adapters so indicates. The budget and size alone are deceiving. IT is not always going to cut into an effective and efficient initiatives even for allocation of big budget backed by their own companies (senior management). Check and compare small and big companies’ effort and discover what’s taking the small company with a better IT than the big company, or the competitor doing good and the other is not. IT alone cannot be blamed here no matter how proficient the company’s technology people are. It’s not that IT must be administered the same the way other efforts or initiatives are done. There is good reason why generals are so effective at running the affairs of their organizations with their officers and men assigned both in the office and in the field or warfare and with their IT-related efforts, if any, can help them execute their plan of actions faster and at point-blank. IT is not a panacea but many organizations may discover it can be used to assist in their objectives and even accelerate things further. Organizations like the military and other commercial entities realized that with IT they become nimble in their decisions and executions of objectives. However, the current experience is gloomy and makes people cynic on the prospects of IT. Only big ones seem to benefit from it because they have deep pocketed budgets and it doesn’t bother them if technology keeps bleeding cash. We can forward further with a progressive one.
Imagine just one of the few mechanisms we've been using to deal with a task for initiating, developing and making better programs and services happen. That's why we had to reflect, realize and establish our own basic prerequisite for whatever job we should be in --
Purpose (Initiative, beginning of master plan) - deals with an initiative that creates opportunity, solves issues for, or augment business capability.
People (Business, society, strategy, specifications with correct requirements, starts and ends everything including this 8Ps in its entirety) - who can deal with such assignment? Humans make everything, start the job, work them out and end it themselves, create their leaders, run businesses, delegate responsibilities with their own and to machines especially nowadays, take their history very seriously and still miss a lot! Some conscionable progress has made our lives a little better, though not that good enough yet for everyone.
Product (Technology and architecture) - do we need it and how do we use it? However, and whatsoever they are, such thing must not influence the major portion of the decision.
Policy (Practices, Standard, Rules, Regulations and Laws) - we need comprehensive and panoptic guidelines. Expertise here makes law-making and rule-making a separate responsibility and so are the top management and business unit leaders’ roles, they tackle the acme, not just the complementary, of principles and practices or required actions, respectively.
Process (Action guided by the organization’s purpose and business goal) - make sure we are consistent to everything we do and make them conclusive and final once in a while.
Procurement (Acquisition, reinforced by our AIM business lifecycle) - it must be competitive not corrupted. Where do you put major software development efforts? Pick one of the following facets: acquisition, implementation or management?
Period (Time) - know it and save energy and resources. Would you be able to calculate when may the complete delivery happen from the beginning? See purpose.
Produce (Finished or set Goal achieved) - is it successful? If it really resolves the issue and augments the business. It satisfies the wants and everyone.
We need assurance that we will be able to commit and deliver on our accords. We find these 8Ps to be a good start in technical facilities and information infrastructure related efforts. It can be used to complement, if not set the primer for the adaptation and application of, industry best practices, standards and regulatory compliance. They make matters explicit and kindred with each other. Failure to determine important components from the beginning will prolong engagement (that is considered wasteful for proponent companies themselves). Benefits and value must be realized from all phases of a particularly huge effort and concurrently acknowledged by parties involved.