In the previous posting I presented the Information Systems Applications Portfolio and used this to gauge the success or maturity of an Organization’s IT / IS capability. From the matrix it is clear that IT /IS capability is not achieved simply by acquiring ‘IT for the sake of IT’; borne out by the close relationship between Applications and Business Strategy. Business Strategy clearly provides the purpose behind the choice and application of IT, and, “…IT is at the heart of every significant business process and is crucial to innovation and enterprise success…” Broadbent and Kitzis (2005)

It follows too that if Management holds this view of IT, surely they share a parallel view of IT and Information Managers. Hence Broadbent and Kitzis (2005) say that those with the view that “IT is irrelevant to competitive advantage lead(s) to a role (of the IT Manager) that might be called chief technology mechanic, a role that, while valuable, is far from being part of the Executive Team”. This is certainly true across all industries.

Therefore, in the AEC sector it can be said that how Business Managers view CAD (Computer Aided Drawing) Managers is another telltale gauge of the Organization’s overall IT / IS success. In turn, this flows through to how CAD Manager’s view themselves.

During my research I interviewed an Engineer who also happens to be the CAD Manager at the Practice. When I asked him how he came to have the CAD Manager role he responded: “In a land full of blind people, the person with one eye will reign.” This strongly suggests that at that Practice there is a poor perception of the CAD Management role. On the other hand, I have seen Architectural Practices advertising roles such as “Architectural Information Systems Manager”, and, “Design Systems Manager”, suggesting that they attach far more importance to this role.

Finally, let’s return to the Information Systems Application Portfolio. Note that the Support segment tends to have these features:

  • IT / IS Manager role is not valuable.
  • Business Strategy is not clear to IT / IS Manager and this person is not party to these decisions.
  • Vendors and Suppliers tend to advise and direct on IT / IS decisions.

In contrast the Strategic segment has these features:

  • IT / IS Manager is part of the Executive Team.
  • IT / IS Strategy is closely aligned to the Business Strategy.
  • Vendors, Suppliers and Outsourcers are managed and directed by the IT / IS Manager

Where does your business fit? Where do you fit?