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Executive Report
Managing Distributed Business Processes for Mission Success
Responsibility for completing a mission and the resources needed to pursue it traditionally align with organizational boundaries. However, conditions and circumstances that drive the business environment, such as globalization and the fast pace of technological change, have led to increased collaboration and partnering among organizations.
Executive Summary
Managing Distributed Business Processes for Mission Success
Technological advances in the past 30 years have triggered fundamental changes in business practices. In the past, responsibility for completing a mission and the resources needed to pursue it neatly aligned along organizational boundaries. However, a one-to-one alignment among missions and project teams is no longer as common as it used to be.
Businesses must be vigilant about data security in today's global information-based economy. The dependence upon IT in this type of environment and the risks that are an inherent part of IT make it necessary for technology leaders to know the data protection laws and regulations that exist now more than ever before.
Risks in business process offshoring are extensive. Since, often, awareness of risks can mean avoiding them, managers lacking offshoring experience are particularly vulnerable. One way to understand the dimensions of these risks is to view them through the prism of the offshoring lifecycle, which defines the totality of decisions and actions that must be taken from the offshoring idea on the front end through a steady state relationship with an offshoring service provider (OSP) on the back end.
SPEAKING DIFFERENT LANGUAGES
Stories of project and system failures due to miscommunication between business and IT abound, and despite a variety of real or perceived solutions -- be they business, technological, social, or other (including combinations of these) -- complaints, mostly from business stakeholders but also from IT, persist.
INTRODUCTION
Offshoring and risk are inextricably bound together, but many offshoring initiative failures are avoidable if organizations take the first step to understand those risks. Comprehension of the nature of those risks is the necessary first step in mitigating them and is a process that, it turns out, is quite easy.
The old saw about business intelligence (BI) technology is that it was only as effective as the data it analyzed. True but incomplete. The trend today is for an increasing number of organizations to discover that BI technology is as effective as the ability of the targeted user to meaningfully interpret what the software's front end presents from that high-quality data store. What trends and impacts around this class of technology might emerge out of this recognition? They might have more to do with people than actual technology.
In 2002, Cutter Consortium conducted its first comprehensive survey of the state of risk management practice in the IT community [1]. The survey found that some 86% of organizations responding claimed they were practicing risk management, and 51% of those were practicing it in a disciplined, formal manner. From reports in general software literature, surveys on risk management and its relationship to capturing lessons learned, anecdotal experience, and so on, the practice of risk management seems to have grown both generally and in formality over the past four years.