Posts Tagged ‘Information Technology’

Measuring How System Design Adds Value to a Business

Sunday, November 8th, 2009

With information technology, it is sometimes difficult to determine how much a system’s design contributes to the success of a business. From my experience a system’s design contributes as much as 50% or more to the success of an IT project. If you can get the system design right, system implementation is usually easier, it is less likely to have cost overruns, and it assures that the needs of the business are met. Key to good system design is having firm requirements, and then identifying the right design that meets the requirements.



Businessweek has a good article, Ten Ways to Measure Design’s Success, on how to measure the effectiveness of design in terms of business success. These measures are also good guidelines in terms of measuring the effectiveness of the design of an information system. See below on methods that can be used to measure how good a system is designed.


10 Measures of Good Information System Design

1. Purchase Influence. Measure a system’s design in terms of Return on Investment (ROI). If you role out a new system or re-design the system, measure the increase revenue less the cost of the system. This would be appropriate for a new software product in a software company or a customer-facing system in a service company.

2. New Markets. Measure a system’s design on how well it enabled a business to enter a new market or gain market share. This could be a new prepackage product or a system that contributes to providing a new service for a company.

3. Brand Image and Corporate Reputation. Measure a system’s design in terms of how it increases brand image and reputation. The design of corporate web sites are good candidates to measure by brand performance. Good examples of web sites are Yahoo!, Google, and Bing. Which web site design is increasing brand image and corporate reputation?

4. Time to Market. Measure a system’s design in terms of how fast new or enhanced product and services can be brought to market. Does it take you a year to do a major software upgrade in order to roll out a new product or service? Or is your system agile where it can adapt and change in order for the business to take advantage of business opportunities faster than the competition?

5. Cost Savings. How is your business doing in regard to such traditional financial ratios such as return on assets and net cash flow to sales? With so many business processes automated, a business’ financial performance is more and more directly affected by how well their systems are designed.

6. Enable Product and Service Innovation. How is your system’s design enabling product and service innovation? As more and more business processes are automated, the design of your systems either enable or inhibit innovation. Are your systems’ designs solving last year’s business problems or are they focused on the future?

7. Develop Communities of Customers. For customer-facing systems, measure how effective a system’s design strengthens and increases the number of customers using the system’s services. Good examples of type systems that can be measured in terms of developing communities of customers is Facebook and Twitter.

8. Create Intellectual Property. Measure a system’s design effectiveness by considering how much a business would lose if the system’s design was stolen or reversed engineered by a competitor.

9. Improve usability. Measure a system’s design by its usability. For web sites, most companies use some type of analytics to measure how users navigate a web site. A key design measurement would be how effective is the web site at leading the web site visitor from the landing page to the desired response (fill out a lead form, buy a product, and so on).

10. Improve Sustainability. Measure how well a system’s design uses and conserves resources. This can be from a “green” perspective as well as how efficient the system is at doing its job. Does it need a lot of downtime for maintenance? Does it use a lot of resources (labor, money, etc) to operate?

As we continue to automate more and more business processes, system design becomes more and more critical to businesses. With this criticality, it becomes increasingly important that we measure the effectiveness of a system’s design to meet current and future needs of the business.


Back to IT Innovation.

IT High Priests and the Lost Art of IT Innovation

Wednesday, July 22nd, 2009

The High Priests of IT.

IT management can so easily get into a rut when it comes to IT innovation. I am sure that most people that get into the information technology field have a great desire to innovate. As the years go by innovation seems to become their lost love. This especially happens in IT management.

The High Priest of IT - a religion that shuns IT innovation

The High Priest of IT

A religion that shuns IT innovation.


IT High Priests – a Religion of Governance and Cost Management. There is something about being in IT management that it becomes so easy to forget about innovation and just start managing your costs and infrastructure. Instead of being innovators, IT management become High Priests. Their religion becomes governance, standards, infrastructure, information security, and Return On Investment (ROI).

The Heretics – Super Users and Supper Geeks. Innovation seems to go against all of the tenets of managing IT. The people that even show a glimmer of innovation, the “super users” and the “super geeks”, are the heretics to the High Priests of IT. See Cory Doctorow posting on The High Priests of IT — And the Heretics for more on the High Priests of IT and the Heretics.

IT As Engineers That Innovate, Build, and Maintain Systems.

IT as Engineers. I am a big believer that IT is not a cost center, and that they should be thought of as engineers that innovate, build, and maintain systems. It is so easy to get into a rut where business and IT both buy into the notion that IT managers are just IT High Priests that maintain the systems and manage the costs. Yes, IT needs to maintain systems and have policies in place that maintain standards and security. At the same time, a significant objective of IT must be to innovate, re-event itself, and build new and better solutions that meet future business requirements.

The Need for an Innovation Dialog Between Business and IT. Business and IT both must challenge the notion of IT management just being the High Priests of IT. Without innovation coming within the IT organization, business users will go outside the IT organization to find IT solutions that meet their current business problems. This becomes a disjointed way to introduce new information technology into the organization, but may be the only way to innovate when the organization has a High Priest of IT. A worst scenario is when neither IT nor the business users will shepherd in new IT innovations into the business. If this IT innovation stalemate continues, the competition will eventually increase market share through their IT innovations. Business users and IT need to maintain a dialog and take action to continue to innovate in IT. See Adrian Gonzalez’s posting, Can Logistics and IT Eat Lunch Together? on the need for IT and business users to do a better job of communicating with each other.

Do the IT Titles Architect and Principal Mean Anything?

Saturday, July 4th, 2009

How does someone become qualified to be a senior information technologist (architect, senior project manager, principal, and so on)? Or are these titles given out fairly liberally with no real standard of what the title signifies or what that person can do? From what I can see these titles are fairly arbitrary where the only common denominator is the number of years (usually 7 – 15 years) of experience the person has in the information technology field. This is not the case in other technical fields such as civil engineering or medical field. If someone is a doctor, it can be assumed that person can do their job in their particular medical specialty.

Layers of the Enterprise Architecture

Who is really qualified to architect your systems?


Qualifying senior information technologists is a critical issue. Over the years, I have seen many IT projects fail or go on-and-on that have caused large companies to fail. On the other hand, I have seen many companies succeed because they had talented, experienced people creating great IT systems that added extreme value to the business.

People hold many important titles with the word architect, senior IT project manager, and principal, but can they do the job? They may be qualified or not. It is hard to tell. Even if they deserve the title, can they perform in that given specialty? With IT getting so broad and specialized, an architect can be asked to architect something they do not know how to architect. This is like asking a dentist to do heart surgery.

Has IT relied too much on tools, training certifications, and methodologies to create great technologists? For architects, senior project managers, principals, and other types of senior information technologists, there is a dire need for an apprenticeship program. Seems like there is a need for an internship program for information technologists much like doctors have to go through after they complete medical school.

Another question is where is academia on this? I may be out of the loop, but I do not know of any universities that are addressing this issue of training senior information technologists to solve real-world business problems. Seems like most universities that excel in IT are focused on basic research and applied research, and not on IT architecture and real-world solutions.

See The Tech Evangelist’s posting, Architecture Frameworks Don’t Make Architects on the downfalls of tools and methodologies in making great IT architects.