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効果的なIT管理

Effective IT Management

発行 Ovum, Ltd. 商品コード 143065
出版日 ページ情報 英文 149 Pages
納期: 即日から翌営業日
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こちらの商品の販売は終了いたしました。
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効果的なIT管理 Effective IT Management
出版日: 2010年12月13日 ページ情報: 英文 149 Pages

当商品の販売は、2016年07月01日を持ちまして終了しました。

概要

IT管理は、サービス管理活動や、ポートフォリオの管理ツールやテクニック、より広範な環境の効果的な管理といった、柔軟性や事業サービス可用性の拡大を活用する活動やソリューションに焦点を当てなければなりません。不景気の続く中、IT管理は短期的な生き残り戦略だけに目的を絞るべきではありません。

当レポートは、IT管理が戦略的能力に焦点を当てる理由やIT戦略はどのように孤立した活動以上のものになれるかなどについて、概略以下の構成で取り上げています。

エグゼクティブサマリー

  • エグゼクティブサマリー
    • 発展媒体
    • 主な調査結果
    • Ovumの見解
    • ITの役割は新たな課題と新興技術を考慮して変わっていく必要がある
    • 効果的かつ定量化できるIT戦略の開発が不可欠
    • IT管理はビジネスの言語で話し始めなければならない
    • ステークホルダーの関係は積極的に維持すべき
    • 組織の需要に見合うITサービスの最適化がIT管理への焦点にとっては重要
    • サービスとしてのIT管理能力の可用性はオンプレミス・ソリューションに対して重大な代替となる
  • レポートの目的と構成

動向と問題

  • サマリー
    • 発展媒体
    • Ovumの見解
    • 主なメッセージ
  • コスト効率の良さを支えることが依然重要
    • ITは予算編成の中心にあるべき
    • 組織経営支出が依然として多くのIT予算の7割以上を占める
    • 長期的なコスト節約の実施を検討する必要性
    • 終端間の監視と測定はIT管理の可視性を向上するために導入すべき
  • ステークホルダーの期待に応えるために
    • ユーザーの選択はIT戦略の要素になり始めるべき
    • IT管理はインターネット接続の拡大する世界を考慮に入れる必要がある
    • 運用効率性と柔軟性の改善
  • ビジネスの目的にみあうIT成果物の優先化
    • 強いポートフォリオ、プログラム、プロジェクト管理が不可欠
    • IT意思決定に対する明確な枠組みを持つ効果的なITガバナンスが重要
  • ITへの含意を持つことになる拡大および仮想企業
    • 活気のある組織を支援することが必要になっている
    • セキュリティ問題が企業の遠隔勤務への投資をやめさせる
    • 拡張環境においては管理が重大な能力となる
  • IT管理は戦略的能力に力を注ぐべき
    • 戦略とプランニング
    • IT能力
    • ITサービス
  • 重大な目的として残る顧客満足度
    • ベンダーのマーケティング・メッセージは顧客満足度の見方を含むべき
    • ベンダーは革新的な財務オプションをもち仮想化問題に対応すべき
    • 共有サービスのプロバイダに市場機会は存在

成功するIT戦略の開発

  • サマリー
    • 発展媒体
    • Ovumの見解
    • 主なメッセージ
  • IT戦略の役割の定義が第一歩
    • 企業のゴールと事業が求めるITの役割の明確な理解の必要性
    • 多くの企業に成功するIT戦略に対する可視性はない
    • ITの柔軟性は効果的で活気のある組織を支援する基本的な戦略的ゴール
  • IT戦略の作成と実行は独立した活動ではない
    • IT戦略や企業構造、事業戦略とのつながりが必要なIT戦略
    • プランニングを実行に移す時には人々とプロセスを無視してはならない
    • 戦略の実行は戦略の開発と異なる
  • IT戦略の実行は良好なコミュニケーションに依存する
    • IT要員は戦略の実施における自身の役割やそれが重要な理由を理解しなければならない
    • 戦略のコミュニケーションは進行中のプロセス
    • チェックリストがIT戦略のプランニングと実行の際に求められる適切なタスクを明確にする
    • 企業の構造はIT戦略の重要な実行要素
  • 企業はIT戦略の効果を測定する必要がある
    • 成功するIT戦略は組織が価値を創生する力になる能力を生み出さなければならない
    • IT支出にのみ関係する測定やIT投資への非現実的な回収の価値は限られる
    • ITバランスのスコアカードは成功を測定する具体的なアプローチ

IT財務管理の改良

  • サマリー
    • 発展媒体
    • Ovumの見解
    • 主なメッセージ
  • IT組織はしばしば基本的なIT財務管理に苦労する
    • IT組織はIT財務管理へのニーズを無視し続けることはでいない
    • IT組織はIT財務管理の基本をきちんと理解する必要がある
    • サービスのコストは効果的なIT提供にとって必須
    • 多くの組織がIT支払い拒否の導入でメリットを得ている
  • 成熟が求められるIT財務管理能力
    • IT基金モデルはIT提供モデルのシフトに応じて変わらなければならない
    • 財務ツールやテクニックは資本軽視・サービス中心の予算モデルへの動きを活用できる
    • IT財務管理への依存の大きいクラウド・コンピューティング
    • OvumのIT財務管理成熟モデル
  • コストより価値に狙いを定める財務的に鋭いIT機能
    • 反応コスト管理はもはやIT組織にとって十分ではない
    • IT組織は事業のために作り出した価値を試す力を持たなけれ阿波ならない

IT投資の活用

  • サマリー
    • 発展媒体
    • Ovumの見解
    • 主なメッセージ
  • IT投資の効果はつねに精査されている
    • IT投資の効果の背景
    • 事業の問題であり続けているIT投資の効果
  • 事業の理解が効果を達成する発展媒体
    • 事業の言語がITの言語
  • 予算以上のIT財務
    • 財務構造へのイントロダクション
  • さまざまなリターンやリスク、オプションをもつIT投資
    • 多様なIT投資
    • IT投資の種類
  • 効果的なIT投資はコミュニケーションがすべて
    • ITの価値とのコミュニケーション

新たな課題に対応するIT機能の構造化

  • サマリー
    • 発展媒体
    • Ovumの見解
    • 主なメッセージ
  • ピラミッド型IT組織はすでに適切ではない
    • IT構造は変わりゆく市場展望に応じる必要がある
    • IT提供における効果と柔軟性の改善が優先事項
    • 地域的な効果と中央集中の効率のミックス
  • 柔軟なIT機能を作り出す必要のある組織
    • あらゆる企業にとって人が真の差別化要因
    • IT構造の効果の重要な尺度となるメトリクス
    • 連合構造がITの事業との統合を助ける
    • ITの事業サービスへの組み込み能力への高まる要求
    • 柔軟なIT機能のための地域的な効果と中央集中の効率のミックス
  • リーダーシップを提供すべきCIO機能
    • 連合IT組織はCIOにとって変わりゆく環境
    • CIOはIT組織の中央化と分散化の両方のメリットを利用する方法を検討すべき
    • CIOの成熟モデルは現況の評価や、権限・範囲・リーチの改良方法に関する対話への参加に有効なツール

ベンダーとの関係の最適化

  • サマリー
    • 発展媒体
    • Ovumの見解
    • 主なメッセージ
  • アウトソーシング関係はライフサイクルに応じて管理されなければならない
    • 組織はアウトソーシングに対し戦略的アプローチをとるべき
    • 成功はアウトソースすべき正しい業務の選択、求められる価値の実現を可能にする効果的なアプローチによってのみ成り立つ
    • サービス品質の管理は効果的なアウトソーシング関係の基盤
    • サプライヤと顧客はアウトソーシング関係のメリットを最適化するためにどのように価値を測定するかについて同意しなければならない
  • のびのびになっているITサプライヤ関係の数の合理化
    • 多すぎるベンダーとの関係の維持は莫大な諸経費を招く
    • どのベンダーとの関係を終わりにするかを決めることは複雑なプロセス
    • サプライヤの数を過剰に減らすことはリスクを招く
  • ソフトウェア・ライセンスを管理する組織が重大なリスクを招く
    • 過剰提供やライセンス下が問題やリスクのもととなる
    • ライセンシングの複雑性が最適化を重大な課題にする
    • ライセンシングのコンプライアンスと最適化への自動化アプローチは相当なメリットを呼び込む

IT management-as-a-service(サービスとしてのIT管理)の開発

  • サマリー
    • 発展媒体
    • Ovumの見解
    • 主なメッセージ
  • 勢いを増すSaaSの提供モデル
    • OvumによるIT management-as-a-serviceの定義
    • SaaS提供型IT管理能力の事例
    • CIOによるSaaS提供型能力の概要
  • 技術の変更以上のSaaSの導入
    • 関係性を変えるSaaS
    • 複数のITサプライヤの管理にサービスの統合が必要となる
    • SaaSにかかわる人々の問題への対応の必要性
  • 増加する利用可能なSaaS提供するサービス
    • IT管理Software-as-a-Service
    • ITサービス管理Software-as-a-Service
    • 従来型オンプレミス・ベンダー−大手4社
    • 従来型オンプレミス・ベンダー−ITサービス管理専門家
    • SaaSのみのプレーヤー
    • 新たなデュアル・プレーヤー
    • プロジェクトおよびポートフォリオ管理Software-as-a-Service
    • 複雑なPPMニーズを持つ大手企業にターゲットを絞るベンダー
    • 複雑さの少ない企業にターゲットを絞るベンダー

用語集

付属資料

図表

目次
Product Code: OI00029-001

Abstract

Introduction

IT management must focus on activities and solutions that facilitate flexibility and increased business service availability, such as service-management activity, portfolio-management tools and techniques, and the effective management of the wider environment. While the economic climate remains difficult, IT management should not focus purely on short-term survival strategies.

Features and benefits

  • Business understanding is the catalyst for achieving IT management effectiveness.
  • IT organizations cannot continue to ignore the need for better IT financial management.
  • Organizations need to create a flexible IT function that enables the delivery of services that meet the objectives of the enterprise.
  • The CIO should provide leadership despite the challenges presented by a federal IT organization.

Highlights

The role of IT needs to change to take into account new challenges and emerging technologies. One of the areas that needs to change to meet the current and future business needs is the siloed hierarchical IT organizational structure.

IT management must start to talk the language of business IT functions need to put in place or enhance processes that lead to enhanced IT financial management. IT management seems to have a real aversion to beginning to understand the true cost of IT service provision.

A typically complex, distributed, and heterogeneous IT environment is very difficult and expensive to manage, and a number of disadvantages to this model have become apparent. As a result, the proliferation of system silos is not sustainable in the long term.

Your key questions answered

  • Why IT management must focus on strategic competencies.
  • How IT strategy can become more than an isolated exercise.
  • Why organizations need to create a flexible IT function.
  • Why enterprises should quickly put solutions in place to improve visibility.
  • The importance of the CIO providing leadership.

Table of Contents

EXECUTIVE SUMMARY

  • 1.1 Executive summary
    • Catalyst
    • Key findings
    • Ovum view
    • The role of IT needs to change to take into account new challenges and emerging technologies
    • It is imperative that an effective and quantifiable IT strategy is developed
    • IT management must start to talk the language of business
    • Stakeholder relationships should be proactively maintained
    • Optimizing IT services to meet the demands of the organization is an important focus for IT management
    • The availability of IT management capabilities as a service offers a serious alternative to on-premise solutions
  • 1.2 Report objectives and structure
    • Chapter 2 - Trends and issues
    • Chapter 3 - Developing a successful IT strategy
    • Chapter 4 - Making the most of IT investment
    • Chapter 5 - Improving IT financial management
    • Chapter 6 - Structuring the IT function to meet new challenges
    • Chapter 7 - Optimizing vendor relationships
    • Chapter 8 - Exploiting IT management as a service

TRENDS AND ISSUES

  • 2.1 Summary
    • Catalyst
    • Ovum view
    • Key messages
  • 2.2 Supporting cost efficiencies remains important
    • IT needs to be central to the formulation of budgets
    • Run-the-organization spending still accounts for 70% or more of most IT budgets
    • Crucial to think about the long-term implications of cost savings
    • End-to-end monitoring and measuring should be deployed to improve IT management visibility
  • 2.3 Keeping pace with stakeholder expectations
    • User choice should start to be factored into IT strategy
    • IT management needs to start taking account of the increasingly connected world
    • Improving operational effectiveness and flexibility
  • 2.4 Prioritizing IT deliverables to meet business objectives
    • Strong portfolio, program, and project management will be essential
    • Effective IT governance with a clear framework for IT decision-making remains important
  • The extended and virtual enterprise will have implications for IT
    • Support for the agile organization is becoming a necessity
    • Security concerns can dissuade enterprises from making investment in remote working
    • Management is a critical capability in the extended environment
  • 2.5 IT management should focus on strategic competencies
    • Strategy and planning
    • IT capability
    • IT services
  • 2.6 Customer satisfaction remains an important objective
    • The vendor marketing message should include aspects of customer satisfaction
    • Vendors must be innovative with financing options and address virtualization issues
    • An opportunity exists to be a provider of shared services

DEVELOPING A SUCCESSFUL IT STRATEGY

  • 3.1 Summary
    • Catalyst
    • Ovum view
    • Key messages
  • 3.2 Defining the role of an IT strategy is the first step
    • There needs to be a clear understanding of the enterprise goals and the role that the business expects IT to play
    • Many organizations have very little visibility into how successful an IT strategy has been
    • IT flexibility is a fundamental strategic goal to support an effective and agile organization
  • 3.3 IT strategy creation and execution is not an isolated exercise
    • IT strategy requires the linking of IT policy, enterprise architecture, and business strategy
    • When translating planning into execution do not neglect people and process
    • Execution of a strategy is different from development of a strategy
  • 3.4 IT strategy execution relies on good communication
    • IT staff must understand their role in delivering the strategy and why it is important
    • Communicating the strategy is an ongoing process
    • A checklist can highlight all the pertinent tasks needed when planning and executing an IT strategy
    • Enterprise architecture is an important enabler of IT strategy
  • 3.5 Organizations need to measure the effectiveness of IT strategy
    • A successful IT strategy must produce capabilities that enable the organization to create value.
    • Measurements related solely to IT expenditure, or to a notional return on IT investment, are of limited value.
    • An IT balanced scorecard is a more objective approach to measuring success

IMPROVING IT FINANCIAL MANAGEMENT

  • 4.1 Summary
    • Catalyst
    • Ovum view
    • Key messages
  • 4.2 IT organizations often struggle with basic IT financial management
    • IT organizations cannot continue to ignore the need for getter IT financial management
    • IT organizations need to get the IT financial management basics right
    • Service costing is mandatory for effective IT delivery
    • Most organizations would benefit from the introduction of IT chargeback
  • 4.3 IT financial management capabilities need to mature
    • IT funding models need to change in line with the shift in IT delivery models
    • Financial instruments and techniques can facilitate the move to a capital-light and service-centric budget model
    • Cloud computing places a heavy reliance on IT financial management
    • The Ovum IT financial management maturity model
  • 4.4 Financially astute IT functions target delivered value over cost
    • Reactive cost management is no longer enough for IT organizations
    • An IT organization needs to be able to demonstrate the value it creates for the business

MAKING THE MOST OF IT INVESTMENT

  • 5.1 Summary
    • Catalyst
    • Ovum view
    • Key messages
  • 5.2 The effectiveness of IT investments is constantly under scrutiny
    • A background to IT investment effectiveness
    • IT investment effectiveness continues to be a problem for business
  • 5.3 Business understanding is the catalyst to achieving effectiveness
    • Business questions with their origins in finance and equivalent IT questions
    • The language of business is the language of IT
  • 5.4 IT finance is more than a budget
    • Introduction to the financial architecture
  • 5.5 IT investments have vastly different returns, risks, and options
    • IT investments are different
    • Types of IT investment
  • 5.6 Effective IT investment is more about communication
    • Communicating IT value

STRUCTURING THE IT FUNCTION TO MEET NEW CHALLENGES

  • 6.1 Summary
    • Catalyst
    • Ovum view
    • Key messages
  • 6.2 A hierarchical IT organization is no longer appropriate
    • The IT structure needs to cater for the changing market landscape
    • Improving the effectiveness and flexibility of IT provision is a priority
    • Blending localized effectiveness with centralized efficiencies
  • 6.3 Organizations need to create a flexible IT function
    • People remain the true differentiator of any organization
    • Metrics are an important gauge of IT structure effectiveness
    • A federated structure can help integration of IT with the business
    • The ability to embed IT within business services is a growing requirement
    • Blend localized effectiveness with centralized efficiencies for a flexible IT function
  • 6.4 The CIO function must provide leadership
    • The federal IT organization is a challenging environment for CIOs
    • The CIO should look to harness the benefits of both centralization and decentralization of the IT organization
    • The CIO maturity model provides a useful tool to assess the current situation and engage in a dialogue regarding how to improve remit, range, and reach

OPTIMIZING VENDOR RELATIONSHIPS

  • 7.1 Summary
    • Catalyst
    • Ovum view
    • Key messages
  • 7.2 Outsourcing relationships must be managed over their lifecycle
    • Organizations need to take a strategic approach to outsourcing
    • Success can only be based on selecting the right work to outsource, and an effective approach to enable the required value to be realized
    • Managing the quality of service delivery is a key foundation for effective outsourcing relationships
    • Suppliers and customers must agree how value is to be measured in order to optimize the benefit of the outsourcing relationship
  • 7.3 Rationalizing the number of IT supplier relationships is long overdue
    • Sustaining relationships with too many vendors can incur significant overheads
    • Selecting which vendors to terminate relationships with is a complex process
    • Reducing supplier numbers excessively could incur risk
  • 7.4 Organizations that manage software licensing poorly incur significant risk
    • Over-provisioning or under-licensing both cause problems and incur risk
    • Licensing complexity makes optimization a serious challenge
    • An automated approach to licensing compliance and optimization can deliver appreciable benefits

EXPLOITING IT MANAGEMENT AS A SERVICE

  • 8.1 Summary
    • Catalyst
    • Ovum view
    • Key messages
  • 8.2 The SaaS-delivery model is gaining traction
    • Ovuma' s definition of IT management-as-a-service
    • The case for SaaS-delivered IT management capabilities
    • The CIOa' s view of SaaS-delivered capabilities
  • 8.3 SaaS adoption is more than changing the technology
    • SaaS will change relationships
    • Service integration might be needed to manage multiple IT service suppliers
    • SaaS-related people issues need to be addressed
  • 8.4 There are a growing number of SaaS offerings available
    • IT management software-as-a-service
    • IT service management software-as-a-service
    • Traditional on-premise vendors - the big foura
    • Traditional on-premise vendors - the IT service management specialists
    • SaaS-only players
    • New dual playar
    • Project and portfolio management software-as-a-service
    • Vendors targeting major enterprises with complex PPM needs
    • Vendors targeting organizations with less complex

GLOSSARY

  • Glossary
    • Agile development
    • ALM (application lifecycle management)
    • APPM (application project and portfolio management)
    • Asset lifecycle management
    • B2B (business-to-business)
    • B2C (business-to-consumer)
    • BAM
    • BI (business intelligence)
    • BPM (business process management)
    • BSM (business service management)
    • Business as a service
    • Business Services
    • Business service catalog
    • Change
    • Change impact analysis
    • Change management
    • Cloud computing
    • CMDB (configuration management database)
    • CMM (Capability Maturity Model)
    • COBIT
    • Compliance
    • Configuration management
    • Demand management
    • Enterprise architecture
    • Governance
    • IaaS (infrastructure-as-a-service)
    • ISV (independent software vendor)
    • ITAM (IT asset management)
    • ITFM (IT financial management)
    • ITG (IT governance)
    • ITIL (formerly IT infrastructure library)
    • IT infrastructure
    • IT service
    • ITSM (IT service management)
    • LOB (line of business)
    • Metric
    • Open source
    • PaaS (platform-as-a-service)
    • PPM (project portfolio management)
    • QA (quality assurance)
    • Risk
    • ROI (return on investment)
    • SaaS (software-as-a-service)
    • SAM (software asset management)
    • Service catalog
    • Service consumer
    • Service contract
    • Service desk
    • Service level
    • Service-level management
    • Service policy
    • Service registry
    • Service request
    • SOA (service-oriented architecture)
    • Software appliance
    • SPM (service portfolio management)
    • TCO (total cost of ownership)
    • Web

APPENDIX

  • Methodology
  • Author(s)
  • Ovum consulting
  • Disclaimer

TABLES

  • Table: Checklist for development and execution of an IT strategy
  • Table: Financial and IT questions
  • Table: Real example of licensing over-provision
  • Table: Overview of IT service management vendor SaaS status

FIGURES

  • Figure: Major strategic goals
  • Figure: IT competency model
  • Figure: Important objectives for IT investment strategy
  • Figure: The language of strategy
  • Figure: Strategy execution review cycles
  • Figure: The four quadrants of an IT balanced scorecard
  • Figure: IT budget changes 2009-10 and 2010-11
  • Figure: Important objectives for IT investment strategy in 2010
  • Figure: Service costing overview
  • Figure: Degree of influence in making IT purchasing decisions
  • Figure: The new financial model
  • Figure: ITIL v3 service strategy process adoption levels
  • Figure: IT financial management maturity model
  • Figure: Three roles map
  • Figure: Three roles map with momentum line
  • Figure: IT financial management maturity model
  • Figure: Budget example - company 1
  • Figure: Budget example - company 2
  • Figure: Federated IT organization
  • Figure: IT integrated with shared services
  • Figure: The CIO maturity model template
  • Figure: CIO maturity model template - usage key
  • Figure: A mature CIO function example
  • Figure: An immature CIO function example
  • Figure: Sourcing strategy: overall approach
  • Figure: Quantifying the expected benefits of outsourcing
  • Figure: Detailed plans and deliverables for key activity streams
  • Figure: Sourcing management framework
  • Figure: Outsourcing performance index
  • Figure: Relationship management model
  • Figure: Example output of an outsourcing value assessment
  • Figure: Full-scope licensing optimization
  • Figure: Numaraa' s flexible approach to SaaS delivery
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