IT Disaster Recovery is not a once a year event. Organizations that integrate DR with other processes (SDLC, Change Management, Architecture Review) spend less time and money preparing/testing and they are much more prepared in the event of a disruptive event.
An effective IT Disaster Recovery discipline is integrated with SDLC, Architect Review, and Change Management processes to ensure businesses can recover and protect Business Systems and IT infrastructure in the event of a disaster.
Many core IT processes start with Identities and how you manage access. Group based access drives efficiencies – not only in the process of granting access, but on the back end with regards to audit and access reviews.
One of the biggest mistakes companies make implementing SailPoint is over customization. Work with a certified SailPoint partner and create a ‘factory’ that lets you reuse a single code case across your portfolio.
We may think we know where we are, but how often do you ask yourself “am I really doing everything I can to be part of the solution?”
Application Portfolio Management (APM) aligns technology spend with business strategy by delivering essential business and technology capabilities in a cost effective and timely manner. But to do this effectively, you need input from, and partnership with other disciplines.
A common mistake by organizations when planning their application rationalization initiative is have too of a narrow scope when evaluating the portfolio. Typically, companies look at Business Owners (who owns the apps), Budget (who has the most money to spend) and most recent updates. The thought is that the most important stakeholder, with the most money is the most logical starting point – and whichever system had the most recent refresh/enhancements must be the best of the bunch.
When assessing the current environment cast a wide net on information you bring into you model. Based on your environment (and the credibility of the info) you should look at:
As companies look to reduce cost and simplify their environment, they look to jump kick off their own Application Rationalization initiative with both feet and eagerly wait for the savings to kick in. But the reality is that the rationalization portion comes after much preparation. As with anything, you can start at step 4, but expect questionable (if not disappointing) results.
Think of the following as a strategic ‘miss en place‘.
Optimizing technology spend to better align with business strategy and maximize return on investment.
Summary
> Establish enterprise-level programs consisting of global, cross-business stakeholders and practitioners focused on specific technology disciplines
- Application Portfolio Management
- Technology Product Standards
- Infrastructure Management
- Data & Information Management
> Partner closely and influence change to established enterprise-level programs:
- Compliance & Risk Management
- Site & Resource Management
- Procurement
- Project & Change Management
> Create new horizontal ‘Reporting & Analytics’ dedicated to identifying
opportunities and tracking change and progress
IT Transformatiom 
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