{"id":197,"date":"2014-06-12T10:44:42","date_gmt":"2014-06-12T10:44:42","guid":{"rendered":"http:\/\/felhoszolgaltatas-blog.hu\/en\/?page_id=197"},"modified":"2016-05-04T11:38:22","modified_gmt":"2016-05-04T11:38:22","slug":"two-speed-it","status":"publish","type":"page","link":"http:\/\/felhoszolgaltatas-blog.hu\/en\/ez-egy-minta-oldal\/two-speed-it\/","title":{"rendered":"Two-speed IT"},"content":{"rendered":"

\"\"Two-speed IT is the concept that strategic planning<\/span><\/a> for an IT de<\/span>partment should include a fast track that allows some\u00a0projects to be implemented quickly.<\/em><\/p>\n

The philosophy behind two-speed IT proposes that agile, innovative IT initiatives should be allow to move forward quickly without being hampered by the checks and balances that are needed to maintain business-critical IT operations.<\/em><\/p>\n

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One of the concepts that Gartner analysts have talked a lot about at Gartner Symposium\/IT Expo in 2013 is that IT can no longer afford to move at the slow pace that it does. The analyst were talking about how other parts of the business are choosing to circumvent IT with projects of their own that can often be fully implemented in the same time it takes IT to gather requirements.<\/p>\n

There\u2019s no doubt IT is under a lot of pressure, but there\u2019s also a reason for doing some of what they do in the methodical pace they often choose. Those projects carry risks and some critical projects require taking the time to get them right. Gartner suggests that CIOs divide their departments into business-critical projects that need to be done slow and methodically using traditional IT methods and projects that can handle \u201cjust good enough\u201d practices where some rules get broken to allow quicker response times.<\/p>\n

Dividing the company\u2019s IT strategy into the slow lane and the fast lane makes sure when they need to concentrate on uptime and security and other traditional IT issues, they\u2019re still free to do it, but when they\u2019ve got to break some rules they\u2019ve got the flexibility to do so. But Gartner says that only 19 percent of larger enterprises have the right staff on hand to start producing fast track, agile projects. The rest have been stuck so long that they don\u2019t have the right skills, mindset, and management to do it. It reveals that this solution could be more effective in small and mid-sized companies.<\/p>\n

Of course, exactly what two-speed IT looks like to you depends on your department and needs. In the following lines we outline two different examples of the two speed IT, where companies are clearly aware of the problem.<\/p>\n

IEEE – <\/strong>Institute of Electrical and Electronics Engineers, CIO- Alexander Pasik<\/strong><\/span><\/p>\n

By 2010, IT at IEEE had been disenfranchised and marginalized by the rest of the organization, due to both its own past failures and business mismanagement. By taking a three-pronged approach, led by the new CIO, to turn around the situation, in less than 18 months, the IT department was transformed into a valued, successful business partner of the line business.<\/p>\n

This approach included the following:<\/p>\n