Information technology is an exciting and interesting field in the world of business. It is one issue that can cause a lot of confusion, evaluation and frustration within an organization. People tend to struggle with getting a hold of the value that information technology is adding to the business that it serves. Information technology is built around the central notion of creating value for the business itself, and it accounts for a continuing share of total investment, if not growth altogether.
It is critical to assess, define, measure and maximize the value within information technology, and this is a task that remains elusive for some. Jeffrey Pell is an information technology professional that has witnessed this situation time and time again. The first step in properly evaluating these situations is to consider core asset values along with performance. From one point of view, it is a very tangible element that includes pricing for hardware, software and services. The next level includes an evaluation of the delivery of the services as a whole towards the core business priorities.
This applies to various fields including security, operational planning, innovation, operational excellence and much more. How you focus on these things, as Pell knows, matters when it comes to reaching the goals of a particular company. For example, some companies prioritize operational excellence above all else, and this is understood as both quality and productivity of processes. Key performance indicators (KPI) become the metric of choice in attaining and evaluating operational excellence.
At the end of the day, a long-running information technology department can deliver extraordinary value within their information technology governments and broader governance practices while delivering on the strategic vision and goals of the company.
It is critical to assess, define, measure and maximize the value within information technology, and this is a task that remains elusive for some. Jeffrey Pell is an information technology professional that has witnessed this situation time and time again. The first step in properly evaluating these situations is to consider core asset values along with performance. From one point of view, it is a very tangible element that includes pricing for hardware, software and services. The next level includes an evaluation of the delivery of the services as a whole towards the core business priorities.
This applies to various fields including security, operational planning, innovation, operational excellence and much more. How you focus on these things, as Pell knows, matters when it comes to reaching the goals of a particular company. For example, some companies prioritize operational excellence above all else, and this is understood as both quality and productivity of processes. Key performance indicators (KPI) become the metric of choice in attaining and evaluating operational excellence.
At the end of the day, a long-running information technology department can deliver extraordinary value within their information technology governments and broader governance practices while delivering on the strategic vision and goals of the company.