Transforming The Is Organization

Once the IS organization is committed to developing a system of architectural components, IS managers face the task of transforming the way the IS function itself interacts with the legacy portfolio. Because IS managers have relatively stagnant budgets, improvements must be rapidly self-funding. Such improvements result from five sources:

1. Better alignment of business and IS goals and strategies

2. Better partnering between the business and IS communities

3. Better management and technical processes within the IS organization

4. Better skills, practices, tools, and techniques at the developer level

5. Continuous enhancement of IS capabilities

Transformation of the IS organization centers on managing user demand, legacy systems evolution, and IS resources. There is a tendency to accept the behavior of an IS organization as yet another legacy rather than to challenge old assumptions and reshape managerial approaches. The IS function must fundamentally rethink and reengineer itself in the same way that many organizations are reengineering business processes.

IS management has traditionally focused on significant technology changes that cause work processes, skills, and understanding to lag until they are reshaped. Recent examples of such change include client/server technology, object orientation, and multimedia. The fundamental issues of IS transformation, however, relate to commonly accepted practices and beliefs — in other words, to the culture within IS itself.

Project Management Made Easy

Project Management Made Easy

What you need to know about… Project Management Made Easy! Project management consists of more than just a large building project and can encompass small projects as well. No matter what the size of your project, you need to have some sort of project management. How you manage your project has everything to do with its outcome.

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