Posted by Daan de Koning on September 24, 2001 at 14:10:52:

In Reply to: Challenge of the Week: A question of application: KM and IT posted by Martyn R Jones on September 22, 2001 at 11:31:02:

Hi Martyn,

Indeed so many IT/IS services and projects fail to deliver whatever they where supposed to deliver (how unspecific that might have been in the first place).

In my experience, those failed IT/IS projects, fail due to lack of knowledge of:
- the business environment
- the value proposition of the business to this environment
- the strategic priorities derived from the value proposition
- the main characteristics of business products and services and what IT capabilities adress those products and services directly
- the business process (logic) as it is
- the business process (logic) as it has to be, after the IT solution is implemented
- how to build a business case
- how to manage a changing business case
- the key characteristics of the technologies choosen
- developments surrounding the technologies choosen
- project board and project management competencies

So, this is the knowledge areas that should be managed, and they should all be managed by the business manager, yes all of these areas including the technological aspects.

No longer the excuse "those IT people should speak the business language". If IT is key to business success, then it is the business managers responsibility to learn to manage the IT.

I have never heard a bank manager say that those 'financial experts' should be able to translate their bookkeeping terminology into 'business language', bookkeeping is the ** business language of a bank.

I have never heard a manager of an oil raffinery complain about the language of the chemists working their, he would better take care of understanding them.

So, the answer to the question of how to manage the knowledge required for IT projects is
BUSINESS MANAGER DO YOUR WORK

Kind Regards

Daan de Koning

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