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How can you prioritize IT operations projects based on business value?

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IT operations management (ITOM) is the process of planning, organizing, and controlling the IT resources and services that support business objectives and operations. ITOM projects can range from infrastructure upgrades, security patches, software deployments, cloud migrations, to automation and optimization initiatives. However, not all ITOM projects have the same impact, urgency, and feasibility, and IT managers need to prioritize them based on their business value.

本文章的要点总结

Use a value matrix:

Categorize projects by value and effort. This method helps identify quick wins and major projects, ensuring you focus on tasks that deliver the highest business impact.### *Communicate effectively with stakeholders:Craft clear business cases, value propositions, and metrics. These tools build buy-in and support by illustrating the tangible benefits of your IT operations projects.

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1 What is business value?

Business value is the measure of how much a project contributes to the achievement of the business goals and outcomes. Business value can be expressed in terms of revenue, cost, customer satisfaction, quality, productivity, risk reduction, compliance, or innovation. Business value is not always easy to quantify or compare, and it may depend on the perspective and expectations of different stakeholders. Therefore, IT managers need to communicate and collaborate with the business leaders and users to align the ITOM projects with the business strategy and priorities.

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Vince Cochrane
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In my experience when delivering a 24 x 7 high priority critical IT service to one or more customers based on continued high available services measured month on month uptime of 100% with financial penalties based on a measured % downtime. I start with the premise that I am running a 2 site operational solution with regular failover testing. In such circumstances any upgrades or changes to any element of the service must be tested in the failover site and proved satisfactory before it is then applied to the Live Production site, with the Live Service delivered from the DR site, while the Live Production service is being upgraded and/or changed.

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2 How to assess business value?

A value matrix is an effective way to assess the business value of ITOM projects. The value axis of the matrix can be based on the estimated benefits, return on investment, or strategic alignment of the project. The effort axis can be based on the time, cost, resources, or complexity of the project. This matrix can help IT managers to categorize projects into four quadrants: quick wins (high value, low effort), major projects (high value, high effort), fill-ins (low value, low effort), and hard sells (low value, high effort). Quick wins are projects that can be done quickly and easily while major projects require more planning and resources but have significant impact. Fill-ins are low value projects that can be done when there is spare capacity or to fill gaps. Hard sells are difficult to justify or execute due to their high effort and low value.

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3 How to prioritize business value?

Using the value matrix, IT managers can prioritize the ITOM projects based on their business value and effort. A general rule of thumb is to focus on the quick wins and major projects first, as they provide the most value for the business and the IT department. The quick wins can help to demonstrate the value of ITOM, build trust and credibility, and generate quick feedback and learning. The major projects can help to achieve the long-term goals and outcomes, and create competitive advantage and innovation. The fill-ins and hard sells can be deferred, delegated, or dropped, as they offer less value and more challenges.

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Dr. Daniel Watkins

Currently the Associate Vice Chancellor of IT at VCCCD. Passionate about technology, education, and serving others.
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I see the value matrix as one component to consider when prioritizing projects. As an IT leader in Higher Education over the last 23 years, prioritizing projects is one of our biggest challenges. Information technology departments work to balance an ever-growing list of new and pending projects while the need for core services continues, often with fewer human and fiscal resources. Creating a structured approach that gathers user input on strategic alignment, leverage potential, exposure to risk, and other factors can be just as important as value. Utilizing a structured and objective prioritization process is critical to achieving consensus and balancing the needs of stakeholders across an organization.

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4 How to communicate business value?

Prioritizing ITOM projects based on business value is not enough; IT managers also need to communicate the value to the business stakeholders and users. Communication is essential to gain buy-in, support, and collaboration for the ITOM projects, and to ensure that the value is delivered and recognized. To this end, IT managers can use various methods such as business cases, value propositions, value stories, and value metrics. Business cases are documents that outline the objectives, benefits, costs, risks, and alternatives of a project. Value propositions are statements that summarize the value of a project. Value stories are narratives that illustrate the value of a project with real-life examples and scenarios. Lastly, value metrics are indicators that measure and monitor the performance, quality, satisfaction or outcomes of a project.

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5 How to review business value?

Finally, IT managers need to review the business value of ITOM projects regularly and adjust their priorities accordingly. Business value is not static; it can change over time due to internal or external factors, such as market conditions, customer needs, competitor actions, or organizational changes. IT managers need to track and evaluate the value of ITOM projects using the value metrics, feedback, and lessons learned, and compare them with the expected value and the value of other projects. Based on the results, IT managers can decide to continue, modify, or terminate the projects, and update their value matrix and communication accordingly.

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6 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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How can you prioritize IT operations projects based on business value?

1

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1 What is business value?

2 How to assess business value?

3 How to prioritize business value?

4 How to communicate business value?

5 How to review business value?

6 Here’s what else to consider

IT Operations Management

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How can you prioritize IT operations projects based on business value?

1

2

3

4

5

6

1 What is business value?

2 How to assess business value?

3 How to prioritize business value?

4 How to communicate business value?

5 How to review business value?

6 Here’s what else to consider

IT Operations Management

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