Information Technology Reference
In-Depth Information
The level of implementation includes features
that allow the implementation of activities target-
ing the Direct subsystem. Amendment to this will
be the approach of Personnel Management and
Information systems and Support.
The IT professional profile that acts on Direct
should highlight skills that stimulate the planning
and high-level control of IT. Some expected skills
are: domain management accounting, project
management and governance, in addition to skills
in handling information systems and support more
common in this area. Behavioral skills include
leadership, conflict management and negotiation,
taking into account the organizational culture.
According to Betz (2007), the information
systems and typical support that can support
Direct automation are Demand Management and
portfolio, monitoring of services' performance,
capacity planning, organizational architecture,
business continuity management, risk manage-
ment, IT financial management, purchase contract
management, asset management, infrastructure
management and configuration management.
is behaving to obtain the desired results. To define
IT indicators, many companies rely on the use of
performance indicators for certain best practices.
Taking into account that the IT trend is to
implement ITIL and COBIT, it should manage
more than five hundred performance indicators
to meet these best practices. This fact generates
increased qualified labor, technological resource
development and the IT unit expenses consecu-
tively increased/always increasing.
However, studies conducted by the Informa-
tion Technology Process Institute (ITPI) and
the Software Engineering Institute (SEI) with
high-performance enterprises in IT show that
performance indicators work according to the
Pareto rule. This means that from all of the best
practices collection indicators utilized by IT, only
twenty percent are useful (Antao et al, 2005).
Thus, not all controls are equally responsible for
IT effectiveness, efficiency and security.
This study was conducted to analyze how high
performance enterprises in IT usually control their
business objectives. Processes and activities within
these enterprises were analyzed to this end (Antao,
2005). It was noted that these high performance
enterprises become engaged in a process of con-
tinuous improvement as a natural consequence
of demands in the quest for excellence. In this
research, all organizations have incorporated
security increases in the IT environment. But
the key data that led ITPI and SEI to conclude
on the Pareto rule was the fact that surveyed en-
terprises have similar procedures for controlling
their operating environment in order to achieve
the desired outcome (Antao, 2005). ITPI and SEI
high-performance indicators are presented in this
chapter, distributed in the Develop and Delivery
subsystems.
For the Develop performance measurement
system, performance indicators and control ob-
jectives that mitigate risks are directed to project
management. The strategy used to reach the goal
of making Develop high-performance was to adopt
develop component
The enterprise-level plans and executes the De-
velop governance. To look at how the enterprise
level complies with its role in the Develop sub-
system, it is necessary to consider the aspects of
IT Governance and Context.
The Develop subsystem has four processes:
project management; design and construction
solutions; quality assurance; and configuration
management (Betz, 2007).
However, greater emphasis will be given to the
project management process for it is considered
critical to the success of the Develop subsystem.
Project management supports the application of
knowledge, skills and techniques to elaborate and
implement activities that seek to achieve a set of
predefined objectives. Performance indicators
measure how the IT organization or IT department
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