The ICT department exists for one reason: to support an organization, its business processes, and its internal users. It’s a service department where the (internal) customer always comes first. Your best approach is to set a clear ICT department mission and to create a solid framework to make the identity of the ICT department clear and tangible for the organization and the employees in the ICT department.
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I think most people have heard about the General Data Protection Regulation (GDPR). Still, the subject is not the sexiest topic to discuss during informal conversations. Many people see the GDPR as a liability (too many rules) instead of a guideline to defend people’s privacy in a world where data rules and private data are available and traded without the knowledge of the final owner of this data: you.
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(Big) Data management can be a great asset for a company if you carefully plan and execute a data strategy based on a clear Data Roadmap. With all the available data extraction, storage, modeling, and analysis opportunities, data can give you an edge over your competition. Doing nothing with data will do the opposite: lagging behind the competition, missing opportunities, and losing grip on an organization that demands agility in this era of information technology and a 24/7 global economy.
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In my last post, I started to put the theory of Application Rationalization into practice, first by Phase 1: setting up an application inventory by doing an application survey. After you have completed Phase 1, you start with Phase 2: the rationalization of the applications you have inventoried. Once you have completed these two phases, you can consolidate (Phase 3), after which you can do a periodical evaluation of all your applications: portfolio management (Phase 4).
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In my previous posts, the Application Playbook Part 1 and Part 2, I discussed the theory behind Application Rationalization. However, the theory is not the same as the practice. Most organizations already have a lot of applications (some not even known by the ICT department), and to start inside a situation of vast application landscape instead of a lean one might be overwhelming for any ICT manager that begins with this task from scratch.
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Application landscapes often contain a multitude of information systems. All these systems are connected with different technologies and support various business processes. Because of the quick technological advancements, they are subject to continuous change.
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Applications exist to make life easier for employees. A good application improves the maturity and efficiency of business processes. Applications simplify processes for people working inside and for business process owners, supporting the people in doing their job in a very straightforward way without any unclarity.
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