• Title, Summary, Keyword: IT

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The Impact of If Project Types and Ownerships on IT Value Evaluation (IT 프로젝트 유형과 오너쉽이 IT 가치평가에 미치는 영향)

  • 이국희;구본재
    • Journal of Information Technology Applications and Management
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    • v.9 no.3
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    • pp.79-95
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    • 2002
  • As the budget size and complexity of 1T investment are growing, IT value measurement becomes more critical to the success of IT management In public organizations and private firms. It has been known that there are many factors such as IT costs, risks, qualify, and usage that should be taken Into consideration during the process of measuring IT value and making IT Investment decisions. However, little research has been done so far In order to analysis factors affecting the IT value and effectiveness. The purpose of this study Is to Investigate the impact of IT Project types and ownerships on IT value evaluation. The three research questions are as follows : (1) Does IT project type such as transactional, Informational, and infrastructure have any impact on 1T value measurement\ulcorner (2) Does the IT development ownership has any Impact on IT value\ulcorner (3) Does the IT operation ownership has any impact\ulcorner The empirical research was done at S-Electronics, world-wide known and the biggest manufacturing company in Korea, based on the method of structured interview. About 200 individual Information systems have been evaluated to calculate ROI measures, the dependent variable In this study. The results of statistical analysis show that two of three Independent variables, IT project types and IT development ownership, have statistically significant effects on IT value in terms of ROI measures.

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A Study on the Weights of Capability Evaluation Model for IT Consultant to Implement IT Consulting Service (IT 컨설턴트의 컨설팅 서비스 역량 평가모형 지표의 가중치 연구 : 정보화 전략 계획 수립 중심으로)

  • Jin, Seung Hoo;Kim, Wanki
    • Journal of Information Technology Services
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    • v.14 no.4
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    • pp.61-80
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    • 2015
  • This paper has explored the analyzing and defining the core competencies of IT consultants who carry out IT consulting projects which desperately are needed by companies to survive in business competitions. Many companies have used IT consultants for their IT projects to achieve their project objectives. The problem of this is the results of IT projects carried out by IT consultants from the recognized consulting firms are quite often criticized by many clients who pay high price for hiring IT consultants. The purpose of this paper is that to weight of capability evaluation model for IT consultants. To define the capability model, I conducted the surveys from the IT professionals by the interview and e-mails. The result of this, this paper defines what core skills IT consultants should have to perform well when they carry out the IT projects. There are 6 major skills and 17 sub skills IT consultants should have in succeeding IT projects. 6 major skills are job competence skill, communication skill, business attitude, vocational values, job performance skill, leadership skill and related 17 sub skill are defined. With the capability evaluation model, the managers who are in the charge of incubating and enhancing the capability of IT consultants in the large corporation and also small, medium companies will utilize their companies' strength to get the advantage on the business competition.

K Public Corporation's IT Organization Redesign Case (K공사의 IT 조직 재설계 사례)

  • Cho, Dong-Hwan;Cha, Kyoung-Hwan;Shim, Hyoung-Seop
    • Information Systems Review
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    • v.13 no.3
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    • pp.165-183
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    • 2011
  • IT organizations have been consistently required to change in order to cope with business and technological changes. However, the practical methodologies or guidelines about IT organization redesign are deficient. This research investigates IT organization's redesign methods and procedures focused on K public corporation which fundamentally redesigned IT organization recently. In K public corporation, to-be model of IT organization was designed with job analysis for IT organization redesign, task redesign was performed, and IT organization and personnel was assessed. 1) In task analysis, core activities are identified and 96 standard tasks are drawn. 2) with to-be organization design, IT support, IT delivery, IT operation teams and BuKyoung and Jeju teams were divided. 3) Previous job organization was restructured, IT organization personnel were finally confirmed through FTE and internal review. K public corporation strengthened IT planning task instead of reducing operational IT task, improved IT management process which was lower than other companies, and improved IT outsourcing management system and IT users' satisfactions. This research has practical implications for many companies which struggle with IT organization redesign method and process.