【正文】 r return on investment, a lot of small wins as opposed to the one big win. 10. To wrap up, what are your top three survival tips for CIO39。s emerging from a constrained spending environment? The spending environment has not been pretty for the last two years. Today, there is a small amount of both incremental spending and investment spending. The increment in 2004 has been slight, and we think the increment in 2005 will be bigger. How do you selectively spend those dollars against the things that are going to deliver the most value to the organization? 1. You have to find a way to protect and extend your legacy investment. You have made tremendous investment in packaged ERP39。s, CRM39。s and supply chain suites, building a long list of legacy applications and infrastructure. You can39。t just toss that away. Find a way to leverage things of value in those investments, and extend those legacy investments through the use of service oriented approaches and web services. Create posite applications and acquire packaged posite applications that can drop in as gap apps. Allow a broader set of people to participate in development methodologies and mechanisms, ex., allow business analysts to get in and reengineer business processes. We are not talking about a clean slate, but a very busy slate where you can move things around with agility and reassemble things creatively and very quickly. 2. Focus on endtoend processes and enabling and managing those endtoend processes. Look at the high value, high impact processes that, with proper focus, can deliver high productivity and significant cycle time reduction. Look at those processes that are focused on customers and customer interaction, where significant dollars are expended within the enterprise. Many of those processes are buried within a particular business function, or at best within a business unit. They are also typically buried within a business application. Look at how you can expose the appropriate touch points of those processes so that they can be integrated with other processes and delivered through new client UI39。s. 3. Tie it to the business. If it is not for the business, do not do it. IT is there to support the business, not for fun. Make sure anything you do is going to have business value and business return, even a future return. Maybe you are upgrading your infrastructure to enable agility. There may not be an immediate business return there, but you are setting up your infrastructure for future business return and, in reality, to gain significant petitive differentiation in your industry. Tie it to your business and apply the appropriate governance. Make sure you know that you are doing the right thing, you are prioritizing these activities in the right order, and you have the right kind of buyin and involvement from the different parts of the business. Involve the business, not only in traditional ways like steering teams and requirements gathering, but in new and creative ways that allow business analysts to get in and reengineer or build new processes. Bottom line – for anything you do from an IT perspective, make sure it is done in support of specific business goals and objectives. Source: Gartner Back to Introduction Page Back to TopGene Phifer is a vice president, distinguished analyst in Gartner Research. Mr. Phifer covers a broad set of Internet and ebusinessrelated areas, including intranets, extranets, ebusiness infrastructures, ebusiness transformation and portals, as well as emerging trends like Smart Enterprise Suites, Application Platform Suites and Business Process Fusion. Mr. Phifer is a 27year IT veteran. Prior to joining Gartner, he held various management and executive roles in Fortune 100 IT departments, most notably FritoLay and Texas Instruments. There he managed all aspects of IT, including technology, data center and applications. Additionally, Mr. Phifer held the dual roles of chief information officer (CIO) and chief technology officer (CTO) for Melson Technologies. Mr. Phifer earned a bachelor39。s degree in puter science from the University of Mississippi and a master39。s degree in business administration, with a specialization in MIS, from the University of Dallas. IT Executive Survival Guide is published by BroadVision. Editorial supplied by BroadVision is independent of Gartner analysis. All Gartner research is 169。 2004 by Gartner, Inc. and/or its Affiliates. All rights reserved. All Gartner materials are used with Gartner39。s permission and in no way does the use or publication of Gartner research indicate Gartner39。s endorsement of BroadVision39。s products and/or strategies. Reproduction of this publication in any form without prior written permission is forbidden. 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