Recently I was doing a consultancy that had as its aim the identification of gaps between the processes and technologies. Generally, there are gaps in IT related to the traditional use of technologies vs. the incorporation of services oriented architectures and processes. This difference represents in itself a breakthrough, given that the organization must change, adapt and promote actions to improve their performance by applying new approaches. To boot a process of organizational change, it is advisable to develop initiatives suguientes:
- The first step is to establish the direction of IT requires the organization to improve its performance strategic, tactical and operational. It is advisable to develop a "Framework for Organizational Architecture" and "Integral Technology Map." The first defines the disciplines and architectural styles that the organization should adopt, the second layer describes the technological and governance practices will be required to promote changes in the organization in order to diminish the gaps present .
- The second step is the development of a governance framework established by the organization, roles, responsibilities, policies, processes, including requiring the organization to reduce risk in adopting new IT practices and approaches.
- The third step is to develop from a tactical point of view of resources and actions that will be needed to fulfill the vision, mission and strategic goals of the organization.
In the next post I will be sharing the most common gaps in IT organizations and processes. Returning to the issue of gaps, I want to share an analogy that shows the most common gaps in an organization by reference to a geometric figure: The Triangle (Figure attached).
- The triangle bases have the data. To the extent that we move towards the highest point of the triangle that becomes information. It is common for organizations to not reaching this level, thus making the exercise decision is costly and inefficient.
- The triangle is divided into two areas: management and operations. It is common for organizations to emphasize their efforts in their operations, but little in the management to measure performance.
- Each area contains 3 perspectives, strategic, tactical and operational. It is common for organizations to develop strategic and tactical area. In many cases, organza not have a comprehensive technology plan that meets their strategic needs.
- In each of the layers must existing indicators and performance management. These indicators should trigger events. Most organizations identify their products, services and indicators. Without these indicators can not measure, improve and optimize.
- is common on the island encourage different perspectives. It is necessary to establish a governance framework that links these areas.
- In each of the layers must be no gaps. Generally, organizations do not have mechanisms for recording gaps and improvement actions, therefore the organization has the ability to learn.
With this simple analogy, we can see some gaps in IT practices. Greetings.
