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Regardless of our job titles, we all will be expected to act as leaders and/or instill leadership behaviors into those we work closely with.  For this week’s written assignment, consider 4 to 5 skills and/or qualities you demonstrate that make you a good leader.  In addition, all of us have room for improvement so also include at least one area you could improve on.  Lastly, it is important that we continue to establish new goals and plans for achieving those goals.  In the next two years, what will you be doing to keep yourself growing as a leader? 

Students will complete this written assignment with a well-written 2-page paper responding to the questions presented above.  Support your answers with references to the principles presented in the assigned reading as well as from sources used in your research.  Cite sources using APA formatting and proof and edit your paper carefully before submitting.

mckeen_its2_pp_17.ppsx 

mckeen_its2_pp_18.ppsx 

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Chapter 17 Developing IT Capabilities © 2012 Pearson Education, Inc. Publishing as Prentice Hall 17-1 IT Capability Management Terminology Capability – ability to marshal resources to affect a predetermined outcome. Competency – the degree of proficiency in marshalling resources to affect a predetermined outcome. © 2012 Pearson Education, Inc. Publishing as Prentice Hall 17-2 IT Capability Management Terminology Continued Processes – well-defined activities within capabilities. Procedures and Methods – How-to or step-by-step instructions for implementing a process. © 2012 Pearson Education, Inc. Publishing as Prentice Hall 17-3 Three Enduring Challenges of IT (Feeny and Wilcox, 1998) Uniting Business and IT Vision Delivering IT Services Designing and IT Architecture © 2012 Pearson Education, Inc. Publishing as Prentice Hall 17-4 IT Capabilities needed to meet the Enduring Challenges Leadership Informal buying Business system thinking Contract facilitation Relationship thinking Contract monitoring Architecture planning Vendor development © 2012 Pearson Prentice Hall 17-5 Converting IT Capabilities into Organizational Value Strategies are needed to build IT Capabilities. IT Capabilities must be identified, developed, and managed. © 2012 Pearson Education, Inc. Publishing as Prentice Hall 17-6 Framework for Developing Key IT Capabilities Figure 17.1 © 2012 Pearson Education, Inc. Publishing as Prentice Hall 17-7 Step 1: Create a Capability Management Office Create a set of activities, structures policies, and governance principles. The Capability Management Office should be the focal point for capability development and management. © 2012 Pearson Education, Inc. Publishing as Prentice Hall 17-8 CMO Management Activities Define and assign responsibility for all capabilities. Develop strategies for the development of these capabilities. Ensure that adequate resources and funding are provided to develop them. Secure software support for these activities. © 2012 Pearson Education, Inc. Publishing as Prentice Hall 17-9 CMO Management Activities Continued Adopt a continuous capability improvement approach. Develop organizational training plans. Report the status of organizational capability performance. © 2012 Pearson Education, Inc. Publishing as Prentice Hall 17-10 Step 2: Identify Essential Capabilities Aligned with Business Goals Capabilities should not be aligned to current business practices only. Identifying capabilities is an introspective analysis of key activities that IT must execute effectively. Capabilities should be described in business terms. © 2012 Pearson Education, Inc. Publishing as Prentice Hall 17-11 Step 3: Subdivide IT Capabilities into Key Processes The result of this step should be sets of well-defined activities that can be measured and managed. Consider an outside-in approach to capabilities management such as Six Sigma, ISO, CMM, or CobiT © 2012 Pearson Education, Inc. Publishing as Prentice Hall 17-12 IT Capability Wheel Figure 17.2 © 2012 Pearson Education, Inc. Publishing as Prentice Hall 17-13 Competencies and Processes Table 17.1 © 2012 Pearson Education, Inc. Publishing as Prentice Hall 17-14 Step 4: Assess the Maturity Level of IT Capabilities Level 1 (initial): Software development follows few rules. The project may go from one crisis to the next. Level 2 (repeatable): Software development processes are repeatable. Some basic project management used to track schedule and cost. © 2012 Pearson Education, Inc. Publishing as Prentice Hall 17-15 Step 4: Assess the Maturity Level of IT Capabilities Continued Level 3 (defined): Software development across the organization uses the same rules and events for project management. Same processes used even under schedule pressure. Level 4 (managed): Software development controlled using precise measures. Adjustments to projects are made without a loss in © 2012 Pearson Education, Inc. Publishing as Prentice Hall 17-16 Step 4: Assess the Maturity Level of IT Capabilities Continued Level 5 (optimizing): Quantitative feedback from previous projects is used to improve project management. Maturity levels must be effective in driving continuous improvement. © 2012 Pearson Education, Inc. Publishing as Prentice Hall 17-17 IT Capability Progress and Performance Chart Table 17.2 © 2012 Pearson Education, Inc. Publishing as Prentice Hall 17-18 Step 5: Link IT Skills to IT Capabilities Skills such as (1) business, (2) technical and (3) interpersonal Willcocks, 1998) are mapped to IT capabilities. (Feeny and Mapping is used by companies to identify the levels for each role that is needed. © 2012 Pearson Education, Inc. Publishing as Prentice Hall 17-19 Conclusion Improvement of IT capabilities and processes will result in enhanced IT investment benefits. When IT departments identify and develop those capabilities and processes that are vital to the business to advance maturity levels, then the rewards may be dramatic. © 2012 Pearson Education, Inc. Publishing as Prentice Hall 17-20 © 2012 Pearson Education, Inc. Publishing as Prentice Hall 17-21 Chapter 17 Developing IT Capabilities © 2012 Pearson Education, Inc. Publishing as Prentice Hall 17-1 IT Capability Management Terminology Capability – ability to marshal resources to affect a predetermined outcome. Competency – the degree of proficiency in marshalling resources to affect a predetermined outcome. © 2012 Pearson Education, Inc. Publishing as Prentice Hall 17-2 IT Capability Management Terminology Continued Processes – well-defined activities within capabilities. Procedures and Methods – How-to or step-by-step instructions for implementing a process. © 2012 Pearson Education, Inc. Publishing as Prentice Hall 17-3 Three Enduring Challenges of IT (Feeny and Wilcox, 1998) Uniting Business and IT Vision Delivering IT Services Designing and IT Architecture © 2012 Pearson Education, Inc. Publishing as Prentice Hall 17-4 IT Capabilities needed to meet the Enduring Challenges Leadership Informal buying Business system thinking Contract facilitation Relationship thinking Contract monitoring Architecture planning Vendor development © 2012 Pearson Prentice Hall 17-5 Converting IT Capabilities into Organizational Value Strategies are needed to build IT Capabilities. IT Capabilities must be identified, developed, and managed. © 2012 Pearson Education, Inc. Publishing as Prentice Hall 17-6 Framework for Developing Key IT Capabilities Figure 17.1 © 2012 Pearson Education, Inc. Publishing as Prentice Hall 17-7 Step 1: Create a Capability Management Office Create a set of activities, structures policies, and governance principles. The Capability Management Office should be the focal point for capability development and management. © 2012 Pearson Education, Inc. Publishing as Prentice Hall 17-8 CMO Management Activities Define and assign responsibility for all capabilities. Develop strategies for the development of these capabilities. Ensure that adequate resources and funding are provided to develop them. Secure software support for these activities. © 2012 Pearson Education, Inc. Publishing as Prentice Hall 17-9 CMO Management Activities Continued Adopt a continuous capability improvement approach. Develop organizational training plans. Report the status of organizational capability performance. © 2012 Pearson Education, Inc. Publishing as Prentice Hall 17-10 Step 2: Identify Essential Capabilities Aligned with Business Goals Capabilities should not be aligned to current business practices only. Identifying capabilities is an introspective analysis of key activities that IT must execute effectively. Capabilities should be described in business terms. © 2012 Pearson Education, Inc. Publishing as Prentice Hall 17-11 Step 3: Subdivide IT Capabilities into Key Processes The result of this step should be sets of well-defined activities that can be measured and managed. Consider an outside-in approach to capabilities management such as Six Sigma, ISO, CMM, or CobiT © 2012 Pearson Education, Inc. Publishing as Prentice Hall 17-12 IT Capability Wheel Figure 17.2 © 2012 Pearson Education, Inc. Publishing as Prentice Hall 17-13 Competencies and Processes Table 17.1 © 2012 Pearson Education, Inc. Publishing as Prentice Hall 17-14 Step 4: Assess the Maturity Level of IT Capabilities Level 1 (initial): Software development follows few rules. The project may go from one crisis to the next. Level 2 (repeatable): Software development processes are repeatable. Some basic project management used to track schedule and cost. © 2012 Pearson Education, Inc. Publishing as Prentice Hall 17-15 Step 4: Assess the Maturity Level of IT Capabilities Continued Level 3 (defined): Software development across the organization uses the same rules and events for project management. Same processes used even under schedule pressure. Level 4 (managed): Software development controlled using precise measures. Adjustments to projects are made without a loss in © 2012 Pearson Education, Inc. Publishing as Prentice Hall 17-16 Step 4: Assess the Maturity Level of IT Capabilities Continued Level 5 (optimizing): Quantitative feedback from previous projects is used to improve project management. Maturity levels must be effective in driving continuous improvement. © 2012 Pearson Education, Inc. Publishing as Prentice Hall 17-17 IT Capability Progress and Performance Chart Table 17.2 © 2012 Pearson Education, Inc. Publishing as Prentice Hall 17-18 Step 5: Link IT Skills to IT Capabilities Skills such as (1) business, (2) technical and (3) interpersonal Willcocks, 1998) are mapped to IT capabilities. (Feeny and Mapping is used by companies to identify the levels for each role that is needed. © 2012 Pearson Education, Inc. Publishing as Prentice Hall 17-19 Conclusion Improvement of IT capabilities and processes will result in enhanced IT investment benefits. When IT departments identify and develop those capabilities and processes that are vital to the business to advance maturity levels, then the rewards may be dramatic. © 2012 Pearson Education, Inc. Publishing as Prentice Hall 17-20 © 2012 Pearson Education, Inc. Publishing as Prentice Hall 17-21 Chapter 18 Building Better IT Leaders from the Bottom Up © 2012 Pearson Education, Inc. Publishing as Prentice Hall 18-1 Leadership Is Everyone’s Job “Effective leadership has enormous benefits. To realize these benefits, leadership qualities should be explicitly recognized, reinforced, and rewarded at all levels of the IT organization.” (McKeen and Smith, 2003) © 2012 Pearson Education, Inc. Publishing as Prentice Hall 18-2 Why Is the IT Organization a Hierarchy? Little Pressure to Change Organization that IT is a Part of is Hierarchical Senior Executives have Difficulty Relinquishing Control © 2012 Pearson Education, Inc. Publishing as Prentice Hall 18-3 Transformational IT Leadership Requires … Top-Line Focus – New technologies and applications drive the enterprise to differentiation and transformation strategies to deliver top line growth. Strong IT leadership teams are needed to take on roles to influence business leaders. © 2012 Pearson Education, Inc. Publishing as Prentice Hall 18-4 Transformational IT Leadership Requires … Continued Credibility – IT must consistently deliver on results. IT must demonstrate the skills and competencies to deliver what it says it will do. © 2012 Pearson Education, Inc. Publishing as Prentice Hall 18-5 Transformational IT Leadership Requires … Continued Impact – IT staff must have stronger organizational perspectives, decision-making, entrepreneurialism, and risk-assessment capabilities at lower levels because even small IT decisions can have a major impact on the organization. © 2012 Pearson Education, Inc. Publishing as Prentice Hall 18-6 Transformational IT Leadership Requires … Continued Flexibility – IT staff and organizations are expected to be responsive to changing business needs. IT staffs must be proactive, have strong technical skills and the ability to quickly act in the best interests of the organization when the need arises. © 2012 Pearson Education, Inc. Publishing as Prentice Hall 18-7 Transformational IT Leadership Requires … Continued Complexity – IT is expected to offer change and innovation leadership, low-cost services and lead the way through ever changing new technology opportunities. © 2012 Pearson Education, Inc. Publishing as Prentice Hall 18-8 Transformational IT Leadership Requires … Continued New Technology – Staffs are increasingly mobile and their interactions with their managers are mediated by technology. New technologies change how information is acquired and disseminated, how communication takes place, how people are influenced and decisions made. © 2012 Pearson Education, Inc. Publishing as Prentice Hall 18-9 What Makes a Good IT Leader? ● Personal Mastery ● ● ● Leadership Skill Mastery ● ● ● Self-knowledge Adapt to different situations Awareness of individuals approaches to work Risk Assessment & Problem Solving Collaboration & Communication Motivation & Team Building Coaching & Mentoring © 2012 Pearson Education, Inc. Publishing as Prentice Hall 18-10 What Makes a Good IT Leader? Continued Business Understan ding Organizatio nal Understan ding • Strategic Vision • Solid Understanding of Current Operations • Solid Understanding of Fute Direction • Ability to Execute Enterprise Transformation • Ability to Integrate Technology with People & Processes • Political Savvy & Effective Use of Governance Structures © 2012 Pearson Education, Inc. Publishing as Prentice Hall 18-11 What Makes a Good IT Leader? Continued Creating a Supportiv e Working Environme nt Effective Use of Resources • Create an Environment of Trust • Create an Environment of Accountability • Create an Environment of Empowerment • Ability to Concentrate on Biggest Payoff Areas • Recognize where Resources Should Not be Used • Enhance People’s Abilities © 2012 Pearson Education, Inc. Publishing as Prentice Hall 18-12 What Makes a Good IT Leader? Continued Flexibility of Approach Ability to Gain Business Attention • Know where and how to exercise leadership • Adjust style to suit the situation • Ability to articulate contributions in business terms • Ability to interact with business leaders • Ability to educate and guide business leaders in the use of technology © 2012 Pearson Education, Inc. Publishing as Prentice Hall 18-13 Flexible Leadership Styles (Roberts and Mingay, 2004) Commanding – “Do What I Tell You” Pacesetting – “Do as I Do Now” Visionary – “Come with Me” © 2012 Pearson Prentice Hall Affiliate – “People come First” Coaching – “Try This” Democratic – “What do You Think” 18-14 Effective Leadership Development Requires… Figure 18.1 © 2012 Pearson Education, Inc. Publishing as Prentice Hall 18-15 Elements of a Supportive Environment Include Well articulated and instantiated values A climate of trust Empowerment Clear and frequent communication Accountability © 2012 Pearson Education, Inc. Publishing as Prentice Hall 18-16 Process & Practices Activities such as planning, budgeting, conflict resolution, service delivery, and financial reviews should be well defined and documented Establish job rotations and mentoring programs © 2012 Pearson Education, Inc. Publishing as Prentice Hall 18-17 Formal Training Can be internally developed or externally purchased Requires a time commitment to ensure staff can take advantage of training © 2012 Pearson Education, Inc. Publishing as Prentice Hall 18-18 IT Value Proposition Leadership Development Rubric What is the value? Who will deliver the value? When will the value be realized? How will the value be delivered? © 2012 Pearson Education, Inc. Publishing as Prentice Hall 18-19 Conclusion Senior IT leaders must make IT leadership development a priority if IT is going to contribute to business strategy. Management must take a comprehensive approach to integrate culture, behavior, processes, and training to deliver business value. © 2012 Pearson Education, Inc. Publishing as Prentice Hall 18-20 © 2012 Pearson Education, Inc. Publishing as Prentice Hall 18-21
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Awesome! Perfect study aid.

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