1. Chapter 4 4-1 © 2009 Pearson Education, Inc. Publishing as Prentice Hall

2. In spite of significant achievements in its delivery of services, negative perceptions of IT persist. These negative perceptions tend to be undervalued by IT managers. 4-2

3. © 2009 Pearson Education, Inc. Publishing as Prentice Hall 1. Stakeholders’ expectations and perceptions influence the quality of the Business-IT relationship. 2. Internal IT perception is key to enhancing external IT perception. 3. Misperceptions can result in improper judgments or poor decisions. 4-3

4. © 2009 Pearson Education, Inc. Publishing as Prentice Hall The sub-function of IT that the user deals with – different parts of the business can have significantly different IT experiences depending upon which group or function they deal with. The needs and interests of business stakeholders – what different business leaders want from IT will affect their perception. 4-4

5. © 2009 Pearson Education, Inc. Publishing as Prentice Hall Level in the corporate hierarchy – the CEO-CIO relationship is key to how IT is viewed by the organization. The rising bar of expectations – expectations of IT are constantly changing. 4-5

6. © 2009 Pearson Education, Inc. Publishing as Prentice Hall IT costs too much. IT takes too long to deliver. IT fails to deliver competitive differentiation. IT is not aligned with business strategy. 4-6

7. © 2009 Pearson Education, Inc. Publishing as Prentice Hall IT doesn’t do the right things. IT doesn’t do things right. IT doesn’t add value. IT is a barrier to change. IT is inflexible. 4-7

8. © 2009 Pearson Education, Inc. Publishing as Prentice Hall Self- Actualization Esteem Love and Belonging Safety Physiological 4-8

9. © 2009 Pearson Education, Inc. Publishing as Prentice Hall 4-9 Figure 4.1

10. © 2009 Pearson Education, Inc. Publishing as Prentice Hall 1. Understanding Current Perceptions 2. Addressing Perceptual Problems 3. Monitoring Perceptions on an Ongoing Basis 4-10

11. © 2009 Pearson Education, Inc. Publishing as Prentice Hall IT needs mechanisms for understanding aggregate perceptions. Perceptions are important because they guide subconscious behavior. Perceptions often reflect reality. Focus on overall perceptions not individual responses. 4-11

12. © 2009 Pearson Education, Inc. Publishing as Prentice Hall Ensure that the IT function understands and practices a set of core IT values. Build from the Bottom up. Ensure that IT is considered competent and credible. Use focused metrics and communication to retrain perceptions. 4-12

13. © 2009 Pearson Education, Inc. Publishing as Prentice Hall Perception of the value IT adds to the organization will increase as IT addresses lower-level business needs. IT should monitor the perception of value of every initiative. Use formal and informal assessment to monitor perception. 4-13

14. © 2009 Pearson Education, Inc. Publishing as Prentice Hall Competence Credibility Relationship Trust Value 4-14

15. © 2009 Pearson Education, Inc. Publishing as Prentice Hall IT services are considered reliable and high quality by the business. Migration to new technology is managed effectively. Infrastructure supports current business needs. Service levels are consistently high. 4-15

16. © 2009 Pearson Education, Inc. Publishing as Prentice Hall IT provides technological leadership to the organization. Middle-level business managers are strong supporters of information systems. The IT department consistently meets its commitments to users. Project management is a core competency. 4-16

17. © 2009 Pearson Education, Inc. Publishing as Prentice Hall IT and line management share the responsibility for developing IT projects. The IT department is consulted about most business decisions. IT staff understand the business well. IT employees are actively recruited by other areas of the business. 4-17

18. © 2009 Pearson Education, Inc. Publishing as Prentice Hall IT plans are closely tied to the organization’s strategic plans. The IT leadership team has a unified vision of its mission and values. The organization considers IT leadership to be strong. The role of IT has been clearly articulated to the organization. 4-18

19. © 2009 Pearson Education, Inc. Publishing as Prentice Hall IT investments are positioning the firm well for the future. IT is actively involved in the organization’s long-term planning activities. The CIO is a member of the organization’s senior management team. Top executives consider IT to be a source of strategic advantage. 4-19

20. © 2009 Pearson Education, Inc. Publishing as Prentice Hall Address Questions in the Areas of: Behaviors & Attitudes Technology Leadership Execution Excellence 4-20

21. © 2009 Pearson Education, Inc. Publishing as Prentice Hall Do the Business and IT effectively collaborate, sharing information, resources, and expertise to accomplish objectives? Do the Business and IT display a Can-Do attitude sense of urgency, inclusion, and flexibility? 4-21

22. © 2009 Pearson Education, Inc. Publishing as Prentice Hall Does IT demonstrate and apply insight into leading-edge technologies? Does IT envision alternatives and introduce ideas that meet the needs of the business? 4-22

23. © 2009 Pearson Education, Inc. Publishing as Prentice Hall Do the Business and IT assume joint accountability for arriving at solutions that meet both their needs? Do the Business and IT define the best mix of capability, cost, and schedule to maximize the value to the business? Do the Business and IT appropriately staff projects, using the right people with the right skills at the right level? 4-23

24. © 2009 Pearson Education, Inc. Publishing as Prentice Hall Do the Business and IT communicate relevant issues with appropriate advance notice and with adequate information? Do the Business and IT meet project commitments with regard to scope, schedule, and budget? 4-24

25. © 2009 Pearson Education, Inc. Publishing as Prentice Hall Positive perceptions of IT are built by addressing: (1) competence (2) credibility (3) relationships (4) trust 4-25

26. © 2009 Pearson Education, Inc. Publishing as Prentice Hall 4-26 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America. Copyright © 2009 Pearson Education, Inc. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall