Effective
Management of Interrelated IT Projects Wolfram
Pietsch
10
Seiten
416
KB
Effective Management of Interrelated IT
Projects
Employing Policy Deployment for IT
Governance
Abstract
QFD has been employed for
the design of
products, services, and also for the alignment of product development
to strategy which is called Policy Deployment. Information Systems are
crucial for business operations. They do open up strategic options, but
are usually not treated as products. They are commonly carried out
within projects, and its focus lies on technical aspects in most cases.
Its link to business strategy is more indirect than for a product that
appears on a market, there is often no direct link to business strategy
at all. Hence, many companies are working towards effective IT
Governance and are searching for adequate methodologies. Portfolio
Management is the most popular technique for Strategic Business
Planning. It may be adapted for the Strategic Planning of IT Projects
techniques, but there is no proper methodology for the assessments of
projects within the portfolio comparable to Strategic Business
Planning. A methodology is presented that fills this gap by integrating
QFD into Project Portfolio Management (PPM). In order to assess the
value of a project for a company, the objectives must be identified and
prioritised and correlated with the proposed and ongoing projects. A
modified Voice of the Customer Analysis (VoC) is proposed with an
augmented set of questions leading to a deconstruction of projects to a
set of ideas or solution proposals. These proposals must be structured
according to common QFD-methodology into a hierarchy of IT-related
goals and objectives that are independent of specific solutions. Then,
objectives may be correlated with the solution proposals in order to
calculate its strategic importance in terms of contribution to the
fulfilment of Objectives. A case study is presented for a large German
telecommunication services provider. Already the first step, the
analysis and structuring of projects lead to a de-selection of several
ideas and did strengthen the Project Portfolio focus. Furthermore, the
correlation of ideas against goals did show inconsistencies of
objectives and the need to improve consensus in management:
‘policy deployment’ has to deal with
‘project
politics’.