In our last post, we covered a quick/easy way to establish budgetary costs and identify the “low hanging fruit” IT projects – those projects that have HIGH value but relatively low cost and/or easy implementation. Now we’re going to tackle that one HIGH value project that was more complex – Enhance Customer Ordering.
In our last post, we identified our top priority projects, based on likelihood and business impact. Remember, these projects started from our own assessment, combined with firsthand feedback from department heads, IT staff, vendors – anyone possible.
Now we’ll attach estimated costs to each possible solution, keeping in mind that costs may go through several iterations. Think of this initial step as a BUDGETING step – not necessarily the fixed cost for the absolutely-best solution to each problem.
In our last post, we covered the Overall Assessment, which is largely a data gathering step. By now we should have a spreadsheet of potential projects, along with a WHOLE LOT more knowledge about the overall IT environment. We should understand the general flow of data, primary systems and integration points, overall network layout, and any existing policies. We should also have a good general understanding of vendor and staff skillsets. Next, we’ll build out the risk/impact prioritization – starting with the spreadsheet we created in our first step.
This article on ITSM is taken from a research paper completed as a requirement in a Master’s class taken Fall 2012. It outlines the use of ITSM to improve the traditional process where the development group builds systems that are thrown “over the wall” to another group who struggles to support them.
Over the past few years, I’ve been hired into IT positions that were vacant for a period of time (no CIO/ VP-IT/Director of IT). This means I was not aware of existing project plans or future goals. In this situation I’m starting from scratch, which means assessing the current environment to determine future plans.The temptation in this type of role is to immediately identify high-visibility IT projects and push them forward. As the new IT expert, your chance of approval may be higher if you push projects early. However, assuming new tech is needed without fully assessing the existing environment often leads to IT-run-amok.