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首页> 外文会议>IFIP 180; IFIP(International Federation for Information Processing) TC8 WG8.6 International Working Conference; 20050508-11; Atlanta,GA(US) >AGILITY IN FOURS: IT Diffusion, IT Infrastructures, IT Development, and Business
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AGILITY IN FOURS: IT Diffusion, IT Infrastructures, IT Development, and Business

机译：四级敏捷性：IT扩散，IT基础架构，IT开发和业务

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摘要

Business agility is a relatively new paradigm painted as a solution for maintaining competitive advantage during times of uncertainty and turbulence in the business environment (Sharifi and Zhang 2001). Agility is a concept that extends adaptability and flexibility to include speed and scalability. Agile organizations are not only capable of change, but they are nimble, capable of changing quickly and gracefully. The concept of agility arose first from flexible manufacturing (Kidd 1995), and has been quickly adopted by organizations producing software in the form of agile software development (Aoyama 1998; Cockburn 2001). It seems patently obvious that organizational information technology plays a crucial role in shaping business agility. The ability to quickly change the type and flow of information within an organization must underlie a rapid and graceful reorganization. But there is a fundamental gap between the IT function and the rest of the organization. This gap, called the IT paradox, is a setting in which top management sees the value of an effective IT operation and infrastructure, but lacks a real understanding of how IT essentially contributes to business value (Morgan 2004). This IT paradox has grown more critical in the wake of frenzied spending on IT driven by the Y2K and dot-com imperatives. The subsequent economic downturn drove a widespread, fundamental reexamination of organizational investments in information technology. During periods of economic growth, organizations may drive forward IT projects with some disregard for how these align with the rest of the organizational IT portfolio. In such a period the IT paradox was less of a problem. In the subsequent downturn, however, organizations reflect on the unbalanced IT infrastructure that emerges from the disregarded portfolio. During this latter period, the focus of many projects is on stabilizing the IT infrastructure rather than developing new competitive advantage. As a result, organizations are balancing their IT spending, seeking to become better positioned (i.e., more agile) in preparation for the next economic expansion (Leidner, Beatty, and Mackay 2003). Not surprisingly, the globalization of the IT workforce is one aspect of this economic and infrastructure repositioning (Hoffman 2003). The purpose of this book is to improve our knowledge of how IT can enable business agility and thereby help close the gap of knowledge that defines the IT paradox. This is a timely purpose as organizations rebalance their IT infrastructure and portfolio of IT innovations in preparation for the next economic expansion. The book is organized along the plan illustrated in Figure 1. We explore the issues, concepts, motives, factors, techniques, and challenges of developing business agility with IT in six major sections. First, we set the stage for exploring business agility and its relationship to IT diffusion by asking the question: Why agility now? Second, we approach the relationship by exploring its four most distinct parts: (1) agile IT diffusion, (2) IT infrastructures agility, (3) agile development, and, at the core, (4) business agility. Finally, we look at some of the challenges that confront us ahead.
机译：业务敏捷性是一种相对较新的范式，被描述为在业务环境不确定和动荡时期保持竞争优势的解决方案（Sharifi and Zhang 2001）。敏捷性是将适应性和灵活性扩展到包括速度和可伸缩性的概念。敏捷组织不仅具有变化的能力，而且具有敏捷性，能够快速而优雅地进行变化。敏捷性的概念首先来自于柔性制造（Kidd，1995年），并已被敏捷软件开发形式的软件生产组织迅速采用（Aoyama，1998年； Cockburn，2001年）。显然，组织信息技术在塑造业务敏捷性方面起着至关重要的作用。快速更改组织内信息类型和信息流的能力必须成为快速而优雅的重组的基础。但是，IT职能与组织的其他部门之间存在根本的鸿沟。这种差距被称为IT悖论，在这种情况下，高层管理人员看到了有效的IT运营和基础架构的价值，但对IT从本质上如何为业务价值做出贡献缺乏真正的了解（Morgan 2004）。在由Y2K和点对点命令推动的IT疯狂支出之后，这种IT悖论变得越来越重要。随后的经济不景气对信息技术的组织投资进行了广泛而根本的重新审查。在经济增长时期，组织可能会推动IT项目向前发展，而无视它们与组织IT产品组合的其余部分之间的关​​系。在此期间，IT悖论问题不那么严重。但是，在随后的低迷时期，企业会反思被忽视的投资组合中出现的不平衡的IT基础架构。在后一个时期，许多项目的重点是稳定IT基础架构，而不是开发新的竞争优势。结果，组织正在平衡其IT支出，以寻求更好的定位（即更加敏捷），为下一次经济扩张做准备（Leidner，Beatty和Mackay 2003）。毫不奇怪，IT劳动力的全球化是这种经济和基础架构重新定位的一方面（Hoffman 2003）。本书的目的是提高我们对IT如何实现业务敏捷性的认识，从而帮助缩小定义IT悖论的知识鸿沟。这是及时的目的，因为组织需要重新平衡其IT基础架构和IT创新产品组合，为下一次经济扩张做准备。本书是按照图1所示的计划组织的。我们在六个主要部分探讨了利用IT开发业务敏捷性的问题，概念，动机，因素，技术和挑战。首先，我们通过询问以下问题为探索业务敏捷性及其与IT传播的关系奠定了基础：现在为什么要敏捷？其次，我们通过研究关系的四个最独特的部分来处理这种关系：（1）敏捷的IT扩散；（2）IT基础架构的敏捷性；（3）敏捷的发展；以及（4）业务敏捷性。最后，我们着眼于前方面临的一些挑战。

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