These files are from the Watch-IT CD called:
	"Adaptive IT Operations:  IT Services and a Business Smile"
	checked out 7/20/2000 to return on 7/31/2000.

Contents:

AITOPLEX.PDF	- "Struggling with IT:  The Growing Complexity of Information 
		   Technology"

JITALL.PDF	- "IT and the 21st-Century Corporation".  James Martin and 
		   Robert Fragola.
		   WatchIT presentation in 3 parts, of which this paper is 
		   a complete text.  Copyright (C) 1998, Computer Channel, 
		   Inc.   60 pp.

CRM.PDF		- "Customer Relationship Management - An Opportunity for
		   Competitive Advantage?"  by Timothy McMahon:
			timothymcmahon@usa.net
			http://room.earthlink.net/~labyrinth/
			(603) 424-3387

Others:


AITO717.PDF     - "The IT Organization:  Five Points of Progress--Part I."
		  (Services & Systems Management -- Meta Group)
	Copyright © 1998 META Group, Inc. SERVICES & SYSTEMS MANAGEMENT is
	published by META Group Inc., 208 Harbor Drive, P.O. Box 120061,
	Stamford, CT 06912-0061. Telephone (203) 973-6700. Facsimile (203)
	359-8066. http://www.metagroup.com. 

AITO716.PDF	- "The IT Organization:  Five Points of Progress--Part II."
		  (Services & Systems Management -- Meta Group)

AITO777.PDF	- "The Business Value of I.T."  (above source, 3 pp.)

AITO782.PDF	- "Center-of-Excellence Critical Success Factors: Part 1."
		  (Meta Group, 4 pp.)

AITO786.PDF	- "Center-of-Excellence Critical Success Factors: Part 2--
		   Organizational Road Map."  (Meta Group, 4 pp.)

AITO800.PDF	- "The IT/Business Relationship — Role of the Account 
		   Manager."  (Service Management Strategies
		   (C) 1999, Meta Group).

AITOEX1.PDF	- Example Slide 1:  "Projects COE"

AITOEX2.PDF	- Example Slide 2:  "Services COE"

AITOEX3.PDF	- Example Slide 3:  "Service Delivery model"

AITOEX4.PDF	- Example Slide 4:  "ROI"

AITOEXPL.PDF    - All four slides.

AITOWP.PDF	- This presentation.

BIP1WP.PDF	- "Benchmarking IT Performance, Part 1"  (CCI Course 960504,
		   Copyright (C) 1998, CCI).

BIP2WP.PDF	- "Benchmarking IT Performance, Part Two" (CCI 960601)

SAPZWP.PDF	- "SAP: The Zen of R/3"  (CCI 980101)



Presentation Topics:

   I.  Creating IT Operations strategic plan

  II.  Targeting New Challenges, Responsibilities in adapting

 III.  Organizational Models (Efficiency and Optimization)

  IV.  Products and Deliverables of IT Operations (what can we market & 
       sell?)

   V.  Capturing Value and Communicating that Value Externally

  VI.  Building Effective Service Delivery Engine around these goals



Major External and Internal Operational Drivers

   *  Electronic Business and Internet - new demands w/new technology models

   *  Distributed Applications - Mission- and Business-critical

   *  ERP and CRM applications

   *  Business Drivers:
       - Mergers and Acquisitions (new cultures & architectures)
       - (See WP:  AITOPLEX)
       - Servicing multiple constituencies
       - Business reorgs and re-alignments
       - New kinds of users:  Internet e-commerce, e.g.
       - Staffing issues


Four Categories of Excellence
   *  Accepting new challenges & new responsibilities
        - coming up to speed quickly
        - quick hit assessments
   *  Operations optimization:
        - delivering more for less
        - efficiency
   *  Service Delivery & Credibility
        - One of major challenges facing IT orgs today is credibility gap
          between business' perception of what we do and what we actually
          deliver.  (Some of that perception is driven by reality.)
        - Not only need to build on this, but it must be communicated and
          marketed effectively.
   *  Productization and value-creation.  
        - Must be able to describe what we deliver and what it is we do for
          the business in discrete terms.


CORE VALUE PROPOSITION MODEL
   Steady-state:  Stability of Operations.

     - Monitoring
     - Measuring
     - Reporting
     - Cost recovery

BREAKAGES in CORE VALUE PROPOSITION model

     - E-commerce:  Important is application life-cycle support
                                 middleware integration

     - Business model changes
          Authors claim:  "One of the quick ways IT operations groups
                           can deal with this is through strategic 
                           sourcing of various capabilities."
	  I say:           "BUNK!  Not unless such strategic sourcing
                           is acommpanied with/by careful planning
                           and architecture of the sourcing relationship.
                           Without careful planning & architecture, 
                           such dealings are excercises in chaos."
          I say:           "BUNK!  Strategic sourcing cannot be quick
                           and good.  It can be quicker than internal
                           development if internal developers are pegged;
			   BUT ONLY if internal architectural knowledge
                           is well-documented and understood, and ONLY
                           if some of the pegged internal resources can be
                           allocated to the architectural considerations
                           of new data relationships.  Otherwise 'Strate-
                           gic sourcing of capabilities' steals operational
                           and developer resources."

      See WP:  JITALL


LAW OF INHERITANCE:  "Those that do, get."

       "Those who can actually execute, can actually accomplish and
       overcome the challenges and responsibilities handed to them,
       actually get more to do and show true value to the business."


NEW CHALLENGES

     - Three areas:
          * New applications
          * New technology domains
          * New infrastructures (ERP & CRM, eg.)  (See wp:  CRM)


CLAIM:  Today's trend is centralization of department resources.


DEVELOPING AN ATTACK PLAN
     - Enable quick assessments
     - Checklist(s) for rapid reponse
     - Assimilation plan to bring into focus challenges
  Also:
     - Form SWAT teams:  Map out things that have been done before
     - Discernment of tactical and strategic efforts
     - Build a *REAL* to-do list.

   Take a first cut at setting service levels and expectations.

OPTIMIZATION
     - Refine selves improving day-to-day tasks
     - Staffing portfolio:  Identify:
        * current processes
	*    "    technology tools
	*    "    automation capabilities
        *    "    skill sets
     - Hard-line assessment:
        * Strengths and weaknesses
        * Make itemized list of opportunities and threats to execution
          of duties.

METRICS?

        (end of my notes...  please see
		AITOWP.PDF
         for the rest of the notes).
