Global IT Management - a Practical Approach by Robert Barton

By Robert Barton

International IT administration could be very important studying for CIOs and IT Heads in multinational or worldwide organisations, their making plans departments, and firms delivering consultancy prone to them. it is going to even be a invaluable source for college kids learning IT administration on MBA and govt MBA classes.

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The depth of information should be such that the picture of current IT architecture can reasonably be kept current through simple annual updates without repetition of the whole initial information collection cycle. Define Scope (Step 1): The compromise recommended here is to map IT architecture using four figures, each constrained to a single page and depicting respectively the supported business processes, IT applications, IT infrastructure and IT organization. A distinct set of figures is drawn up for each affiliate or major function unless differences across organizations are negligible, in which case one set can be valid for all.

For example, the geographic dispersion of an organization can make it hard for head office alone to be well enough informed about diverse requirements to be able to reach balanced decisions without involving others. Physically bringing together key members of IT and business management on a regular basis also helps seal contacts and build useful allegiances. Lastly, the power of a CIO to decide single-handedly on global matters is often weaker than would appear in the organizational chart: committees reassure the community of adequate discussion and consensus on issues, while reinforcing the status of resulting decisions with an official stamp of approval.

One central competence centre where the kernel application template is maintained and the integration of regional adaptations into updates is controlled. • One central operational centre running any global systems and providing operational support to head office and the central competence centre above. Novartis The IT architecture at Novartis is primarily divisional, and while the choice of core applications has been harmonized within each division there is a certain fragmentation which matches the nature of business information requirements.

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