Aaron Kitchen

Your point of referring to data as the main actor is very well put. When using data in that context, and describing the database as the assistant, it really puts in perspective the natural flow of process between the two. Like you, it seems only natural to me that data is primary and the build of database is secondary.

Excellent points Derrick. Poor performance and low efficiency are two points that are very interesting to consider. I think both are reminders of the fundamental importance of making proper analyses a first step rather than a step to be conducted after a project is being moved through the building stage.

Several interesting points here. I agree, as stated, that data analyses is most important up front. I also agree that there are things that can be added and also be of value – that may be incorporated after the build has begun or even as an update to a first draft of the project.

All great points here. There really are very few case examples I can think of where a build of project would be the appropriate go-to first step. And yes, its an excellent point that proper analyses provides a ‘coherent framework’ for design, rather than guessing at what the appropriate design might be. Great discussion.

Iyana,

Increased cost and data anomolies are both excellent examples of possible causes to build out a project prior to proper data analyses. Just another two excellent reasons why for most organizations, it really makes no sense to opt for a build of project as a first step. If data is inconsistent in any way as compared to expectations in…[Read more]

In my mind, data must always be analyzed first, prior to building a physical database. In much of our discussion in this course we focus on processes and the flow of those processes, etc. I feel that there is a strong chance of error in the database if data is not properly analyzed on the front end. Hypothetically, if you could build a database…[Read more]

Thank you for pointing out saving money and time training employees. Much of my contribution to the discussion happened to center around communication. While I certainly stand by that point, I hadn’t considered your point of training employees in a systematic fashion and the savings that could entail. No doubt, many organizations who have not…[Read more]

I notice that you have listed communication and work efficiency as numbers 2 and 3, respectively, on your list. I think it is worth noting that by enhancing communication with team members and stakeholders, work efficiency is improved almost by default. When communication improves, so do understanding, analytics, speed of work, speed of…[Read more]

One of your points refers to enhancing communication. I think that is a primary benefit that many are recognizing here on the board. I, myself, have recognized it as well. Simply put – if there is a standardized “language” for communicating data flows and processes, those things are going to be communicated in a more thorough and easily…[Read more]

I appreciate your point “…easy to understand the flow, no matter insiders or outsiders.”

As I’ve commented, I believe there is great value in having a universal data flow language to document processes and flows, compared to each IT staff member / individual having their own.

To your point of performing in an IT audit role, I agree that…[Read more]

The formal techniques of data modeling are important for a variety of reasons. The primary reason of importance that I see when referring to organizational processes is streamlined communication. Imagine an organization with an IT staff of 5. Now imagine if each of those staff members had their own individual system of communicating to others…[Read more]

Thanks for your point on reciprocal integration. As I’ve mentioned in other posts, in my professional experience, I’ve seen this approach – which includes, in my opinion, enhanced communication between parties – work very well. If planning is taking place to include IT and business objectives, I feel that alignment can truly begin to take place…[Read more]

Thanks for sharing your points, especially your point on understanding objectives and strategy. In my opinion, this basic understanding helps to ensure that IT can begin to be aligned with the company. Until that understanding is in place, its hard to imagine what IS projects can be rolled out to truly add value to the company.

Iyana,

I see your point that many organizations still view IT as a necessary suite of tools, rather than a division of the business equipped with great minds and resources that can help in meeting business objectives. I also happen to feel that your view on regular follow ups between IT and management to ensure alignment is especially wise.…[Read more]

Karabo,

I agree with the points you make. In particular, performance management jumps out at me as being critically important in the alignment process. When IT understands what the company is striving for, in terms of business objectives or goals – both qualitative and quantitative – at that point IT can truly begin to deliver value. Like…[Read more]

To align the IT strategy with the company’s strategy, I feel that a fundamental understanding of the company from overall culture through overall goals, by IT, is necessary to then go further in seeing what alignment looks like. I’ll break this approach down over three specific areas for IT to review in seeking more complete alignment:

-…[Read more]

In my current role as an Internal Auditor in Community Banking, I was involved with a project approximately 18 months ago, to analyze the potential benefit of launching an in-house Wealth Management Dept. This was a case where I was able to experience first-hand the importance of stakeholder buy-in with respect to a project. My role, due to my…[Read more]

As an Internal Auditor in Community Banking, I was involved with a project approximately 18 months ago, to analyze the potential benefit of launching an in-house Wealth Management Dept. This was a case where I was able to experience first-hand the importance of stakeholder buy-in with respect to a project. My role, due to my background as a…[Read more]

As an internal auditor in Community Banking, I was involved with a project approximately 18 months ago, to analyze the potential benefit of launching an in-house Wealth Management Dept. This was a case whereI was able to experience first-hand the importance of stakeholder buy-in with respect to a project. My role, due to my background as a…[Read more]

Jason,

I totally agree with what you’re saying in regards to stakeholder involvement and relationships. I made the point in another thread that some degree of sales skills could be necessary to communicate vision, purpose, etc. to stakeholders. Along with that, I believe the interpersonal skills for relationship management may very well go…[Read more]