By Leslie Willcocks
'Delivering enterprise price from IT' is targeted at the review factor in IT and the way IT overview can continue around the life-cycle of any IT funding and be associated certainly to bettering enterprise functionality. Chapters 1,2 and three element an method of IT assessment while chapters four and five construct on those by way of exhibiting unique techniques to linking IT to enterprise functionality. the rest 3 chapters care for a number of overview matters rising as very important - in particular web evaluate, Y2K and past, EMU, caliber outsourcing, infrastructure, position of benchmarking, and value of possession matters that practitioners on a regular basis come across. A 'Computer Weekly' specialist sequence bookContains excessive visibility case experiences together with Safeway, Unipart, Hewlett Packard, Morgan Stanley, CNN, BP Exploration, British Aerospace, and Royal and sunlight Alliance.
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Additional info for Delivering IT and eBusiness Value (Computer Weekly Professional Series)
And what I’m trying to get people to do more and more is recognize that some projects are enablers and not every project you do is going to pay back. So just recognize that some of it is invested in the infrastructure of the business. Financial Controller, Major Retail Company Focus has been less on only cost and more and more emphasis on ‘what should we be doing to move our business ahead’ . . 1 Introduction speak about the IT investment now more in terms of return versus simple cost minimization.
There is a cost in having to manage that . . at CA, we may not save a lot of money by the deal . . we’ve got to live with the decision and minimize impact on the business and maximize any benefit . . this creates new tasks – monitoring the vendor performance and user satisfaction for example. Summary In terms of the system’s lifecycle approach detailed in this chapter, this case history highlights a number of strong evaluation practices and a number of weaknesses. These practices also relate to IT productivity issues in a number of interesting ways.
CA sold primarily housing, health, legal and emergency insurance, worth about £650 million. The majority of its business was with five large financial institutions, building societies and banks. These customers in turn sold CA’s products to endcustomers, most typically their own employees. CA worked in a highly competitive market where profits were difficult to achieve. In early 1996, CA was challenged by the decision of a major customer to provide its own insurance. To increase revenues, throughout 1995–1996, CA looked to expand into Europe, but ran the danger of intruding the customer base of Insuror’s Europe-based business division.