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IT Lingo Bingo!

April 22, 2008
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So the other day I got bored.. and I thought why not collate all the IT LIngo I have heard over the years, I also included a column defining what it means… happy reading.. I know you have uttered some of these Jewels.

The Term The Problem It Addresses How It Does So
“Run IT like a The perception exists that IT is not run in Promoting a value chain-based, customer-oriented management
business” a “businesslike” manner. philosophy.
“Business—IT The perception exists that IT is not Promoting the meeting of business needs as the highest goal of IT
alignment” “aligned with the business.” and the traceability of IT activities to those needs.
IT governance Overall control of the IT capability is Defining decision rights and high-level mechanisms for enabling
needed. them.
IT portfolio Ill-defined IT “stuff” must be managed. Defining major portfolio subjects. Normalizing and where possible
management There is an inability to make “apples-to- quantifying them and their metrics. Enabling a framework for
apples” comparisons between things. rational evaluation and comparison for invest, maintain, and retire decisions.
Enterprise archi- Business capabilities are redundant and Governing and/or influencing platform selection, product acquisi-
tecture poorly optimized. IT infrastructures are tion, and high-level system design; mapping system dependencies
redundant, unmanageable, heterogeneous, and brittle. and other significant features.
Outsourcing Management attention has become dis- Using the most economically efficient staffing source for the problem
tracted from the core value chain. There at hand, given various criteria and concerns such as whether the func-
is overreliance on expensive domestic staff tion considered for outsourcing is core to the business value chain or
for repeatable, noncore business processes. only supporting.
Demand man- Scarce IT assets are misused. IT is treated Controlling and objectively evaluating or prioritizing requests for IT
agement as an unlimited resource. services through strong customer relationship management and single point of entry. Closely related (if not identical) to project portfolio management.
Program and IT activities are unclear. IT initiatives are Promoting well-established methods (not IT specific) for planning,
project manage- not managed to clear objectives or success managing, and controlling projects.
ment criteria. Time, cost, and scope expand without control.
Software engi- Software engineering is a particularly dif- Promoting key practices shown to be essential to successful software
neering capabil- ficult problem domain in which to apply development, such as requirements management; defined analysis,
ity maturity standard project management principles. design, and construction methods; project change management; issue management; and configuration management.
IT service man- Unfavorable business experiences with Emphasizing business as “customer” and defining what customers are
agement IT delivery occur. Operational expenses “purchasing” in business terms. Creating a systematic and standard
accelerate. IT management is fragmented. management framework for operations. Focusing on cross-functional
There is a lack of a unified, customer-oriented view of IT. IT business processes: change, incident, configuration, and so on.
Application Large-scale production applications are the Focusing on application viability, architectures, road maps, and
management single greatest IT expense in information-centric organizations. manageability.
Business process Functional and technology-centric views Focusing on the end-to-end business process as the most important
management of business suboptimize the value chain and promote negative customer experiences, finger-pointing, and ball-dropping. No overall ownership of value creation. management concept in business today.
Information, Terabytes and petabytes of disk space are Treating data as a managed corporate asset, designed, defined, and
data, and meta- consumed with little attention to optimal classified appropriately. Identifying stewards. Managing redundancy
data manage- use. Regulated data cannot be identified. and providing incentives for reduction of storage consumption.
ment Origin of information represented in Making lineage available for all information consumed by business
reports is poorly understood. Reports on the same data generate different results. Systems cannot be easily enhanced because data structures and meaning are opaque. customers.
Service-oriented Tightly coupled, proprietary architectures Modularizing system functionality into discrete “services” that can
architecture are inflexible and cannot adapt to changing be recombincd as needed to quickly enable new functionality. Using
business requirements. standard middleware architecture enables superior interoperability, leading to improved manageability and platform cost reductions. Important business process management enabler.
Utility comput- Purpose-built infrastructure is slow to Commoditizing base computing services (CPU cycles, main memory,
ing come online and expensive to maintain. and storage) and (subject to certain limitations) providing them in a utility mode.
The Term The Problem It Addresses How It Does So
Software as a Purpose-built applications arc slow to come Commoditizing functional application services (presentation, business
Service online and expensive to maintain. logic, and data management) and (subject to certain limitations) providing them in a utility mode.
Enterprise applica- System interactions are bewildering in their Managing integration as a cote function (e.g., through a dedicated
tion integration complexity. Data redundancy abounds. center of excellence). Emphasizing and where possible enforcing reuse
Data feeds are replicated multiple times. of data through denning systems of record and publish/subscribe archi-
Iniersystcm dependencies are poorly or not tectures. Focusing on specialized configuration management
understood and disproportionate causes of incidents and problems. challenges.
Model-driven A gap exists between business requirements Defining a standard semantic stack for modeling languages and nota-
architecture and and operational systems. Modeling represen- tions. Defining transformation techniques from high-level models to
development tations are fragmented. executable code.
Agile methods Large-scale projects fail because of misman- Emphasizing the iterative nature of the customer-solution relationship
aged functional requirements. and primacy of customer involvement in solution conception.
Enterprise resource IT itself as a major functional atea and value Building a conceptual architecture for an integrated, process-oriented
planning for IT chain has no integrated system of record. IT system. Driving vendor product suites toward this vision.
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