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Adopting the IT (RPM) Model to Enhance the Value of IT
Abstract
In a day and age that has been deemed the “Information Age”, it is ironic that one of the most common questions that organizations continue to grapple with is “what is the value of Information Technology?” Despite mercurial debate on the question, it remains unanswered with most IT organizations unaware of how they can demonstrate this value. Interestingly, the question posited this way drives you to one immediate, and potentially false, conclusion – that IT, in fact, is driving value, and therefore, it is just a matter of determining or solving for this value. Most of us probably know (but may be unwilling to admit) that the reality is not so. Just like not all people are above average, not all IT organizations demonstrate value. We would argue that the “what is the value of IT?” question is the wrong question. The more important question that IT organizations should ask themselves is “how can IT deliver more value?” A satisfactory resolution to this question will also handle the “what is the value of IT?” question. But by posing the question this way, you approach it in a more objective and dispassionate manner. The IT Reengineering & Portfolio Management Model (herein, IT (RPM)) offers a pragmatic, proven and plausible means for IT organizations to deliver and demonstrate value. In introducing you to the IT (RPM), we aim to: Discern between those investments which are valued by the business and those which are not, e.g. expenses versus investments. Develop a plan to reengineer low value IT expenses in an effort to create additional investment capacity within IT and/or for the larger organization for strategic, business-enhancing projects and investments. Utilize a portfolio management discipline to select the best investments, e.g. those that maximize strategic and financial value per unit of risk. Provide an understanding of the process and behavioral elements required to enable IT (RPM)
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