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Information technology (IT)governance is a subset discipline of corporate governance, focused on information technology (IT) and its performance and risk management. The interest in IT governance is due to the ongoing need within organizations to focus value creation efforts on an organization's strategic objectives and to better manage the performance of those responsible for creating this value in the best interest of all stakeholders. It has evolved from The Principles of Scientific Management, Total Quality Management and ISO 9001 Quality management system.
Information technology service management (ITSM) are the activities performed by an organization to design, build, deliver, operate and control information technology (IT) services offered to customers.
Enterprise Project Management, in broad terms, is the field of organizational development that supports organizations in managing integrally and adapting themselves to the changes of a transformation. Enterprise Project Management is a way of thinking, communicating and working, supported by an information system, that organizes enterprise's resources in a direct relationship to the leadership's vision and the mission, strategy, goals and objectives that move the organization forward. Simply put, EPM provides a 360 degree view of the organization's collective efforts.
Enterprise architecture (EA) is a business function concerned with the structures and behaviours of a business, especially business roles and processes that create and use business data. The international definition according to the Federation of Enterprise Architecture Professional Organizations is "a well-defined practice for conducting enterprise analysis, design, planning, and implementation, using a comprehensive approach at all times, for the successful development and execution of strategy. Enterprise architecture applies architecture principles and practices to guide organizations through the business, information, process, and technology changes necessary to execute their strategies. These practices utilize the various aspects of an enterprise to identify, motivate, and achieve these changes."
A federal enterprise architecture framework (FEAF) is the U.S. reference enterprise architecture of a federal government. It provides a common approach for the integration of strategic, business and technology management as part of organization design and performance improvement.
Project portfolio management (PPM) is the centralized management of the processes, methods, and technologies used by project managers and project management offices (PMOs) to analyze and collectively manage current or proposed projects based on numerous key characteristics. The objectives of PPM are to determine the optimal resource mix for delivery and to schedule activities to best achieve an organization’s operational and financial goals, while honouring constraints imposed by customers, strategic objectives, or external real-world factors. Standards for Portfolio Management include Project Management Institute's framework for project portfolio management, Management of Portfolios by Office of Government Commerce and the PfM² Portfolio Management Methodology by the PM² Foundation.
Technology strategy is the overall plan which consists of objectives, principles and tactics relating to use of technologies within a particular organization. Such strategies primarily focus on the technologies themselves and in some cases the people who directly manage those technologies. The strategy can be implied from the organization's behaviors towards technology decisions, and may be written down in a document. The strategy includes the formal vision that guide the acquisition, allocation, and management of IT resources so it can help fulfill the organizational objectives.
Intellectual property assets such as patents are the core of many organizations and transactions related to technology. Licenses and assignments of intellectual property rights are common operations in the technology markets, as well as the use of these types of assets as loan security. These uses give rise to the growing importance of financial valuation of intellectual property, since knowing the economic value of patents is a critical factor in order to define their trading conditions.
The following outline is provided as an overview of and topical guide to business management:
Asset management is a systematic approach to the governance and realization of all value for which a group or entity is responsible. It may apply both to tangible assets and to intangible assets. Asset management is a systematic process of developing, operating, maintaining, upgrading, and disposing of assets in the most cost-effective manner.
IT Application Portfolio Management (APM) is a practice that has emerged in mid to large-size information technology (IT) organizations since the mid-1990s. Application Portfolio Management attempts to use the lessons of financial portfolio management to justify and measure the financial benefits of each application in comparison to the costs of the application's maintenance and operations.
Total cost management (TCM) is the name given by AACE International to a process for applying the skills and knowledge of cost engineering. It is also the first integrated process or methodology for portfolio, program and project management. It was initially conceived by Thomas D. Fromm and John Nunnemaker of Perkins & Will, architects, in 1990 to apply to the design of the University of Illinois Life and Science Building and was presented as a concept to the Society of University and College Planners (SCUP) the following year. AACE first introduced the concept in the 1990s and published the full presentation of the process in the "Total Cost Management Framework" in 2006.
Business–IT alignment is a process in which a business organization uses information technology (IT) to achieve business objectives, such as improved financial performance or marketplace competitiveness. Some definitions focus more on outcomes that means ; for example,
Alignment is the capacity to demonstrate a positive relationship between information technologies and the accepted financial measures of performance.
Enterprise life cycle (ELC) in enterprise architecture is the dynamic, iterative process of changing the enterprise over time by incorporating new business processes, new technology, and new capabilities, as well as maintenance, disposition and disposal of existing elements of the enterprise.
Business systems planning (BSP) is a method of analyzing, defining and designing the information architecture of organizations. It was introduced by IBM for internal use only in 1981, although initial work on BSP began during the early 1970s. BSP was later sold to organizations. It is a complex method dealing with interconnected data, processes, strategies, aims and organizational departments.
IT cost transparency is a category of information technology management software and systems that enables enterprise IT organizations to model and track the total cost to deliver and maintain the IT Services they provide to the business. It is increasingly a task of management accounting. IT cost transparency solutions can integrate financial information such as labor costs, software licensing costs, hardware acquisition and depreciation, data center facilities charges from general ledger systems and combine this with operational data from ticketing, monitoring, asset management and project portfolio management systems to provide a single, integrated view of IT costs by service, department, GL line item and project. In addition to tracking cost elements, IT cost transparency may track utilization, usage and operational performance metrics in order to provide a measure of value or return on investment (ROI). Costs, budgets, performance metrics and changes to data points are tracked over time to identify trends and the impact of changes to underlying cost drivers in order to help managers address the key drivers in escalating IT costs and improve planning.
Lean IT is the extension of lean manufacturing and lean services principles to the development and management of information technology (IT) products and services. Its central concern, applied in the context of IT, is the elimination of waste, where waste is work that adds no value to a product or service.
Business process management (BPM) is the discipline in which people use various methods to discover, model, analyze, measure, improve, optimize, and automate business processes. Any combination of methods used to manage a company's business processes is BPM. Processes can be structured and repeatable or unstructured and variable. Though not required, enabling technologies are often used with BPM.
Enterprise data planning is the starting point for enterprise wide change. It states the destination and describes how you will get there. It defines benefits, costs and potential risks. It provides measures to be used along the way to judge progress and adjust the journey according to changing circumstances.
Infrastructure asset management is the integrated, multidisciplinary set of strategies in sustaining public infrastructure assets such as water treatment facilities, sewer lines, roads, utility grids, bridges, and railways. Generally, the process focuses on the later stages of a facility's life cycle, specifically maintenance, rehabilitation, and replacement. Asset management specifically uses software tools to organize and implement these strategies with the fundamental goal to preserve and extend the service life of long-term infrastructure assets which are vital underlying components in maintaining the quality of life in society and efficiency in the economy. In the 21st century, climate change adaptation has become an important part of infrastructure asset management competence.
References
- ↑ Jeffery, M., & Leliveld, I. (2004). Best Practices in IT Portfolio Management. MIT Sloan Management Review. 45 (3), 41. http://sloanreview.mit.edu/the-magazine/articles/2004/spring/45309/best-practices-in-it-portfolio-management
- ↑ Kaplan, J. D. (2005). Strategic IT portfolio support, which consume the bulk of IT spending. The challenge for including application maintenance and suppofolio management : governing enterprise transformation. United States, Pittiglio Rabin Todd & McGrath Inc.
- ↑ Nolan, Richard (1973). "Plight of the EDP Manager." Harvard Business Review, May–June 1973.
- ↑ Managing the Four Stages of EDP Growth Publication date: Jan 01, 1974. Prod. #: 74104-PDF-ENG
- ↑ McFarlan, F. W. (1981). "Portfolio approach to information systems." Harvard Business Review (September–October 1981): 142-150
- ↑ Weill, P. and Broadbent, M. (1998). Leveraging the New Infrastructure: How Market Leaders Capitalize on Information Technology. Cambridge, Massachusetts, Harvard Business School Press.
- ↑ Aitken, I. (2003). Value-driven IT management. D. Remenyi, Computer Weekly Professional Series. Oxford, Butterworth Heinemann.
- ↑ Kaplan, J. D. (2005). Strategic IT portfolio management : governing enterprise transformation. United States, Pittiglio Rabin Todd & McGrath Inc.
- ↑ Benson, R. J., T. L. Bugnitz, et al. (2004). From business strategy to IT action : right decisions for a better bottom line. Hoboken, N.J., Wiley
- ↑ Office of Government Commerce (2004). Business Perspective: The IS View on Delivering Services to the Business. OGC, ITIL© Managing IT Services (IT Infrastructure Library). London, The Stationery Office.
- ↑ Office of Government Commerce (2002). Application management. OGC, ITIL© Managing IT Services (IT Infrastructure Library). London, The Stationery Office.
- ↑ Verhoef, Christopher, "Quantitative IT portfolio management," Science of Computer Programming , Volume 45, Issue 1, pages 1–96 (October 2002).
- ↑ Gallacher, Liz and Morris, Helen (2012). "ITIL Foundation Exam, Study Guide." John Wiley & Sons, Ltd.