Tag Archive | business case

Posting for July 15, 2013

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Start with this posting on Software Product Lines.

More On Software Product Lines

Consider the pairings below and how their members relate.

  • information : binary counter
  • binary counter : (switch, register, flag, data)
  • (switch, register, flag, data) : code
  • code : function : routine : application

When we talk about software product lines, we are talking about information and ultimately its application.

Small yes/no decisions.  Larger logical sequences.  Historical data.  Hardware and software components plus that data.  Information systems in support of business.  Business products and services.

Technology can enable these products and services.  Manual systems also, can enable business process and information systems.

Organizations get to a state of maturity around information and the portfolio of application, and begin to ask questions about their efficiency to deliver on these.

Let’s continue to consider pairings.

  • application : service : components & data
  • components & data: core assets
  • core assets : business products & services : technology products & services : enterprise architecture
  • governance of (core assets : business products & services : technology products & services : enterprise architecture)

The business case for software product lines explores these questions:

  • In general, is it worthwhile to mature – to improve – and if so, what is the value and the risk of doing so?
  • Is there specific value in evaluating how we manage components & data?  What is that value?
  • What industry models might aid us to think through these questions?  How do we leverage them?

Is there business benefit in thinking of components & data as Core Assets?  What do we mean by that and what are the implications?

© Michael C. Simonelli, onthegocio.com, 2013

1-Minute Assessment: Value Management

Take today’s 1-minute assessment:

  1. Organizations typically have a framework for Risk Management.  Do you have one for Value Management, to enable business and IT decisions to maximize the value from IT-enabled business investments?
  2. Is your Value Management integrated with your financial planning?
  3. Do you have a targeted investment mix for your IT Portfolio?
  4. Are you happy with the Value/Return side of your business cases?
  5. Do you plan for people and talent in line with the managed Portfolio?
  6. Do you watch and report on Portfolio performance?
  7. Do you retire programs that crowd out potentially more lucrative investments?

Did you answer NO to any of these questions?  If so, you aren’t realizing ideal value from your IT-enabled business investments, and potentially flying blind with respect to practices to aid the Board and executive management in understanding and carrying out their roles related to such investments.

A framework for Value Management will enable you to:

  • Manage costs, risks, and benefits, in an integrated way
  • Increase the chances for a Portfolio mix having the potential to generate the highest return
  • Reduce the number of losing propositions in the mix, and so cut cost and free-up talent
  • Increase business value and goodwill

ISACA’s ValIT, one such framework for Value Management, provides a foundation for you to manage strategy, architecture, delivery, and value, from a common set of principles and practice.  Are you doing the right things?  Are you doing them the right way?  Are you getting them done well?  Are you seeing the benefits?

© Michael C. Simonelli, onthegocio.com, 2013