tailieunhanh - Ebook IT financial management: Part 2

(BQ) Part 2 book "IT financial management" has contents: Planning and implementing IT financial management, managing finances, tooling, terminology and definitions, templates. | 87 6 Planning and implementing IT financial management Defining the approach for planning and implementing is a general question that arises in many areas of IT service management, not only in the IT financial management domain. The approach to implement capacity management, configuration management or other practices of IT service management may be effectively the same as the approach used for IT financial management at a high level (the steps, methods and techniques applied). When it is necessary to improve some areas or aspect of an organization, the following are practices that may be very useful: business process engineering, improvement and management, project management, continuous improvement (Kaizen) and organizational change management. In section , we examine the practices that best address continual improvement (improvement by predetermined steps) (. business process reengineering). In section we describe an example of structure and phases of a project aimed at implementing an IT financial management systems, as project management is a fundamental technique supporting continual improvement. In section , we address the practices to deal with continuous improvement (Kaizen, ITIL CSI approach). Section describes how to deal with the issues raised by organizational change. In section we explore the key decision to be taken while designing IT financial management. Related to this chapter is section , describing additional techniques that can be used to facilitate and achieve improvements. Finally in section we present the main challenges, possible problems and critical success factor of introducing/improving IT financial management. Continual service improvement The most widely known and used method for process improvement in the past has been business process reengineering. The business process reengineering method (BPR) is described by Hammer and Champy (2003) as ‘the fundamental reconsideration and the radical .