金融机构IT和业务对齐的沟通和可视化框架

M. Bugajska, G. Schwabe
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引用次数: 1

摘要

对于金融机构来说,实现业务和It的一致性是非常重要的。它允许业务专注于其核心功能,并使It部门有机会专注于提供有关技术如何帮助业务开发新功能的见解。实现这种一致性需要IT管理人员和IT员工对其核心操作有足够的业务理解,需要业务经理对其组织中使用的IT解决方案有一定程度的技术熟练程度。这种方法要求组织开发和促进业务和IT之间以及不同IT部门之间的通信平台。我们认为,这种基于四级框架的通信方式是最通用的,也是最有前途的。本文通过确定沟通过程的要素,并绘制该过程、组织文化和其他现有的最佳实践信息管理框架之间的关系,为金融机构定义了这种沟通框架。此外,我们强调视觉表现在传达复杂的战略、组织和技术导向主题中的重要性。作为框架的一个重要部分,根据我们的经验,我们定义了一些指导方针,这些指导方针处理组织在将业务和IT观点连接到对齐挑战时所面临的一般沟通和可视化问题。本文最后介绍了在一家金融机构成功实施这种框架的情况。
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Framework for Communication and Visualization of IT and Business Alignment for Financial Institution
It is of a great importance for financial institutions to achieve business and IT alignment. It allows the business to focus on its core function and gives IT department an opportunity to concentrate on providing insights on how technology can help business in developing new capabilities. Achieving such alignment will require IT management and IT employees to possess sufficient business understanding of their core operations and business managers to acquire certain level of technical proficiency of IT solutions used in their organizations. This approach requires that the organization develops and fosters communication platform between business and IT as well as among different IT departments. We believe that such communication approach based on a four-level framework is the most versatile and also the most promising one. This paper defines such communication framework for financial institutions by determining the elements of the communication process and drawing relations between this process, organizational culture and other existing, best-practice Information Management frameworks. Additionally, we stress the importance of the visual representation in communicating complex strategic, organizational and technologically oriented subjects. As an important part of the framework, based on our experience, we define guidelines which address general communication and visualization problems faced by an organization when bridging business and IT perspectives on the alignment challenge. This paper concludes with a presentation of a successful implementation of such a framework at a financial institution.
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