In broadest terms, an “IT vision” is strategic approach to
managing information technology (IT) departments and functions within business
environments.  That’s the broad view, but as usual, the devil is in the
details.  Read on to learn more about the value of “vision based�? IT management
– what it takes, who will benefit, and how it is achieved.

What is the Purpose of an IT Vision?

To understand the value of managing to a vision, you must first
understand the nature of the IT function within business.  IT management
responsibilities are typically carried out by internal IT organizations
(departments).  These organizations serve a dual function.  On one hand, IT
departments operate to serve business interests (maximizing technology
investments to fulfill business goals and objectives).  On the other hand, they also
fill the day-to-day “usage” needs of the end-users (employees of the
business) as they perform assigned tasks and fill assigned responsibilities. 
This makes the end-users the front line “consumers�? of internal IT services. 
One would assume that business and end-user interests are really one and the same – but they’re not.

In reality, business interests and end-user demands often conflict. 
Business interests exist at a high level, reflected in standards and policies,
and end-user demands are day to day, boots on the ground, centering on the need
to get work done. Sometimes one gets in the way of the other, creating a
perception that IT is a roadblock rather than a partner. Having a strategic
vision is one of the most valuable and effective ways to deal with this
conflict, serving to ensure that business interests and front-line service needs
are properly aligned to the fullest extent possible. How does it work? A good vision is all encompassing, covering every key IT service
element, including how IT is organized, the specific services provided, expected
service levels, and the way IT interacts with the end-user community.

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Vision Goals and Objectives

The ultimate goal of a strategic vision is to optimize IT functions and
maximize related benefits in four (4) key respects:

PRODUCTIVITY.  To make sure that IT fills its mission in the most productive manner
possible, considering the services provided, funding available, organizational
capabilities and established priorities. Why is productivity
important? Productivity improves the chances for positive IT
ROI and consistent service quality.

RELEVANCE.  To make sure that IT services and organizational mission are consistently
relevant to technology usage, organizational objectives and operational needs.
Why is relevance important? 
Relevance leads to
improved and continued IT/business alignment.

RESPONSIVENESS.  To make sure that the IT organization is fully and consistently responsive
to
(i.e. aware, communicative and able to act) existing needs and keeps up with
changing needs and circumstances. Why is responsiveness
important? Responsive IT is better able to fill business and
technology needs, and seek continuous improvement.

ACCEPTANCE.  To make sure that IT services, policies and procedures are fully
communicated and consistently enforced in order to realize maximum acceptance
from the end-user community.  Why is acceptance important?  Acceptance equals
end-user engagement, input and maximum service utilization.

It’s a Roadmap, a Goalpost and a Benchmark

A strategic IT vision operates as a roadmap, goalpost and benchmark. 
As a roadmap, the strategic vision sets an actionable course for how IT is
organized and how it operates.  As a goalpost, it sets practical objectives for
IT service quality, usability and acceptance.  And as a benchmark, it
establishes the basis by which IT services are reviewed, evaluated and adapted
to suit changing needs and circumstances.  That’s a lot for any one “vision�? to
accomplish – how is it possible?

Successful IT visions fill each role by sticking to four (4) key principles:

• Alignment: To ensure that the IT organizational model, and
  all related operational services and duties are properly aligned with all
  underlying business goals and objectives. Alignment reflects an IT operation
  “that makes sense” considering the business served, its interests and
  operational imperatives.
• Engagement: To ensure that all IT “vision�? stakeholders
  are fully engaged in technology related planning and the operational parameters
  of the IT service portfolio.  IT stakeholders include
  the IT performing organization  (IT Department), company executives and the
  end-users.
• Best Practices: To ensure that IT operates in a
  standardized fashion, relying on practical management standards and strategies properly sized
  to technology needs and organizational capabilities.
• Committment to Customer Service: To ensure that IT services are provided
  in a timely, high quality manner, designed to fill the operational needs of the
  front-line end-users, working within the boundaries established by business interests and technology
  best practices.

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Looking for Benefits. Limited by Constraints.

Who will benefit from an IT vision?  That’s an easy question to answer
– everyone benefits – the IT department, the end-users and the “business�?. 
The benefits are certainly not in doubt, but one fact remains –
vision building is hard work. An effective, long term vision
takes time and effort, and is often subject to the practical realities of
common
workplace constraints, including limited funding, short fuse deadlines, rapid
changes in technology, and changing business circumstances.  Ironically, it
is these
very constraints that create an even more urgent need for a working “vision�?.

What does it take to get a vision developed?  Just three (3) keys….

#1 Will, Intent and Commitment.  You need the will, intent and commitment to
manage IT according to a strategic vision. This means you must
secure the buy-in of all interested and invested stakeholders as they will all
play a critical role in vision development and acceptance.
You must be able to communicate the intended purpose of the vision, the expected
development effort, and how, once developed, the approved vision will be utilized to realize all
intended benefits.

#2 Information and Input. You will need ready access to accurate
information and stakeholder input to determine the organizational and
operational strategies that will form your vision. To provide
intended benefits, a working IT vision must be based on accurate facts and
relevant information concerning technology in use, operational requirements,
end-user priorities, internal capabilities (staff, funding), business objectives
and overall technology mission.

#3 Process and Resources. You will need an executable process
for vision development, approval, and implementation, along with all the
necessary resources needed to get the job done. One key resource related “tactic�? is to form a
“Vision Committee�?, dedicated to vision development and empowered to make
planning decisions needed to see the vision through all of the planning,
approval and implementation phases.

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an IT management leader and service planning expert. Here’s what you’ll learn:

• The I.T. Service Strategy Toolkit is an easy, engaging online course, containing over 50+
  education components, teaching you how to use the multi-stage ‘Service Strategy Process’ to organize the I.T. service function and deliver value-added I.T. services.

• Topics covered include developing the IT mission, organizing the IT service department, planning IT management policies, managing the IT/end-user service relationship, performing the IT service review, and more.

• Techniques covered include ‘Define, Align and Approve’, the ‘Manage by Process Framework’, the IT/End User Partnership, Proactive Problem Management and more.

• Download the tools and templates to produce the I.T. Vision Statement and multiple Service Review deliverables.

• Build and improve strategic planning skills, as you learn time-saving techniques to become a more productive IT manager or service professional.

• Course enrollment provides lifetime access to all components, with all future updates and additions included.