Managing IT Investments

Abstract

Many companies are struggling to improve the measurable business value from investments in IT. CIOs and technology managers are expected to continuously find new opportunities for reducing or avoiding costs. Yet, the real business opportunity that is often overlooked is to focus on improving the value of the corporation’s use of information. Corporate knowledge and data are assets that can provide significant competitive differentiation and advantage when used to support new business opportunities. However, when the IT executive is missing in the business discussions, the opportunity for IT to serve as an enabler of improved business performance can be overlooked.

This seminar introduces the concept of the IT manager serving as the “general manager of an IT business.” It describes a methodology where IT executives are responsible for delivering measurable business value for the information services provided. And, it teaches how to achieve that objective as a collaborative partner with the other corporate business and functional executives. The seminar also introduces the concept of Repetitive Innovation^tm, whereby the workforce is empowered to update the business rules to reflect changing business conditions.

The seminar includes guidelines and tools for strategic project selection, approval and implementation. The “project investment plan” is described along with guidelines for proposal preparation, presentation and review. The importance of managing stakeholder expectations is covered with suggestions for the IT executive on how to insure the strategic business plan continuously represents the evolving changes in the business.

This presentation should be of interest for technology managers wanting to learn how to manage IT as an internal business, and improve the value of their contribution to their corporation’s business performance. It is also beneficial to other C-level executives seeking a better understanding of the business challenges of IT.

About The Speaker

David N. Rasmussen has served in executive business and technology management positions with large and small companies in the computer systems, telecommunications, software, financial services and management consulting industries. He has led the profitable growth of technology business units with annual revenues in excess of $100M. He has held CIO positions in the banking and telecommunications industries and has led the development of global business infrastructure practices for a major voice products company. He is the founder of Stratner Company LLC, a consulting firm that develops formal business practices using the concept of Repetitive Innovation, a process for creating tomorrow’s business rules today by learning from yesterday’s experience.

Seminar Benefits

How many of your investments in information technology have failed to deliver satisfactory business value for your enterprise? Is your company concerned about:

- How to prioritize major IT project investments?

- How to improve your IT Investment Portfolio?

- What metrics should be used to measure IT performance?

- How to choose the right vendors for your IT projects?

- How to manage IT Investment Risk?

- Who should justify and approve new IT investments?

- How to translate IT Investment needs into compelling business cases?

- How to align your IT Projects with strategic business goals,

- How to clearly articulate this alignment to executive management?

- How to position the corporate IT Executive as a C-level Business Partner

This seminar provides answers to these and other business concerns regarding IT investments. It will benefit executives looking to improve the measurable business value from information technology. It will provide guidance, tools and business procedures for CIOs to help improve their contribution to the business success of the enterprise. Improved communication, fewer business "fires" and IT priorities better aligned with strategic business direction are some of the benefits of improved IT performance. It also helps other C-level executives work more closely with the CIO in planning, justifying and delivering on their shared IT service commitments. The seminar helps the CIO become a business partner for IT service delivery rather than a manager of technology.

For the CEO, this seminar can help “bridge the gap” between the business and IT perspectives, and contribute towards building a stronger, unified executive team – a team that shares metrics, plans the use of technology together and whose energy is focused on using information as a competitive differentiator.