Description of the IT Operating Technology Infrastructure

First Air Force has an Information Communication (ICT) and Digital (ICT&D) strategy that aims at defining services and structures required for delivering positive outcomes to customers. The approach is vital in providing a framework on the designing, sourcing, and delivery of ICT services as well as how the adoption of digital solutions can provide support to ways of doing things and working thereby improving customer experience. ICT&D services are considered to be a key enabler for supporting the organization to thrive, success and become a sustainable entity where all forms of inequality and deprivation are reduced. The ICT&D focuses on promoting the development of a rich and co-operative environment that is beneficial to every individual and the community at large (Balocco, Ciappini, and Rangone, 2013).

The ICT&D is rapidly growing and is characterized by the increasing uptake of technologies such as high-speed broadband, mobile devices, open data, and social media all of which present an excellent opportunity for the organization. Establishing a progressive approach for continuous improvement of ICT&D services is vital in keeping up with the technological advancement as well as meeting the increasing expectation of customers. The deployment as well as creation of the ICT&D technologies are of great importance in the delivery of outcomes that matter to customers (Bernroider and Ivanov, 2011). The organization has defined a specific approach that establishes the vision, fundamental principles and the overall direction of ICT&D services.

The development of ICT&D is based on 19 fundamental principles. Ease of use is a principle focuses on designing and implementing ICT and Digital architecture that is easy to use and accessible to all. The policy of aligning ICT to business is vital in ensuring that the ICT&D architecture is aligned with the vision, objectives, and strategies of the organization. The architecture should be capable of supporting business operations (Walsham, 2013).  The single point of view is a principle that focuses on providing solutions consistently and in an integrated manner irrespective of the access point.

The principle of multi-channel customer service makes it possible for the user to access services through several channels thereby ensuring consistency of user experience across the channels (Balocco, Ciappini, and Rangone, 2013). The strategy of reusing ICT asset and purchasing as a last resort is one of the sustainable principle adoptions by First Air Force. Designing ICT architecture based on the principle of technology and vendor-independence is vital in reducing the impact of technological changes as well as ensuring that a business is resilient to change.

The principle of innovation and agility is essential in ensuring that ICT architecture incorporates flexibility with the aim of supporting changes in business needs. The architecture is expected to evolve with the goal of addressing needs that arise and provide the best possible solutions. Adapting to the changing business requirements is an essential aspect of ICT adoption in the current fast-paced world. The ICT architecture should be capable of supporting the incorporation of new technologies to enable the application of innovation in a way that benefits customers. The principle of strategic relationship is essential in creating an excellent working relationship between partners and businesses (Bernroider and Ivanov, 2011).

The ICT architecture should be capable of leveraging the strategic relationship with other vendors and businesses with the aim of facilitating the evolution and building of IT architecture. The principle of integrated solutions makes it possible for ICT architecture to support the delivery of business solutions comprising of unified application and infrastructural components to enable consistency in user experience. The principle of interoperability dictates that the synchronization of data, technology, and applications can only be possible if software and hardware conform to defined standards. Scalability is an essential principle in ICT adoption that makes it possible for the technology to respond to the needs of users. The on-demand concept requires the integration of business processes to suppliers, customer, and key partners (Bin-Abbas and Bakry, 2014).

Other principles include leveraging industry knowledge with the aim of adopting the best practices, using open standards of the industry wherever possible, risk management, cost performance, data protection and consumer of shared services. Controlled governance processes are vital in managing compliance and evolution of architecture (Walsham, 2013). The concept of data protection ensures the maintenance of confidentiality and integrity of the computing environment. Cost performance provides values for money through cost-effective management of ICT architecture. Balancing risk and security controls per business objectives are considered to be of great importance in the adoption of ICT solution (De Haes and Van Grembergen, 2009).

Technological Barriers and Factors Fostering Continued IT Success

The ICT&D strategy is based on continuous improvement and innovation. The implementation of the plan entails striking a right balance between the needs of the customers, business requirements, and the available resources. Continuous improvement requires the provision of existing services better while innovation involves finding better ways of using technology. The three critical elements of the constant development and innovation strategy include service improvement (SI), new initiative (NI), and innovation (De Vries, 2011). The critical challenge to the adoption of an innovative IT solution is change management. Individuals in organizations tend to fear to embrace change, and their concerns have to be addressed. Resistance from employees can act as a barrier to the successful deployment of new IT infrastructure in an organization. Appropriate stakeholder engagement is critical in reducing resistance.

SI can be actualized by enabling continual improvement via various drivers such as Service Level Agreement (SLAs), utilization of Key Performance Indicators (KPIs), and Operating Level Agreements (OLAS). Measuring and tracking customer’s levels of satisfaction and perception of the services being offered is considered vital in attaining continuous improvement.  Developing new initiative require an iterative approach that entails devising work plans, conducting consultation before delivery, refining, and implementation (De Haes and Van Grembergen, 2009). Ongoing discussion and engagement with stakeholder are vital in ensuring that things are moving as planned. Innovation entails addressing in a new and proactive way that is capable of exceeding the expectation of customers. The technology and innovation board support the process. The committee promotes new services, products, and procedures as well as emerging technologies in the market.

Understanding the value of improvement and innovation is key to realizing success in the current competitive environment. A detailed examination of the ongoing process and asking the appropriate questions are considered in initiating improvements. Successful improvement can be realized by embracing a bottom-up organizational improvement methodology (Walsham, 2013).

There are several critical requirements that the organization needs to sustain a culture where continuous improvement and innovation thrive in the mandate of implementing ICT&D service strategy. They include actively supportive leadership, engaged employees, improvement methodology, and technology. Actively involving leaders is crucial in the creation of a successful and sustainable culture in which continuous improvement and innovation can thrive. Engaging employees is essential since they are the individuals with the responsibility of identifying appropriate and adequate opportunities for advancement. Engagement of employees is crucial in harnessing their potential and creating positive change. An improvement methodology is one of the critical aspect sustaining a culture of continuous improvement and innovation (De Vries, 2011). The concept requires everyone to understand improvement principle and problem-solving techniques.

References

Balocco, R., Ciappini, A. and Rangone, A., (2013). ICT governance: A reference framework. Information Systems Management, 30(2), pp.150-167.

Bernroider, E.W. and Ivanov, M., (2011). IT project management control and the Control Objectives for IT and related Technology (CobiT) framework. International Journal of Project Management, 29(3), pp.325-336.

Bin-Abbas, H. and Bakry, S.H., (2014). Assessment of IT governance in organizations: A simple integrated approach. Computers in Human Behavior, 32, pp.261-267.

De Haes, S. and Van Grembergen, W., (2009). An exploratory study into IT governance implementations and its impact on business/IT alignment. Information Systems Management, 26(2), pp.123-137.

De Vries, P., (2011). The resilience principles: A framework for new ICT governance. J. on Telecomm. & High Tech. L., 9, p.137.

Walsham, G., (2013). Development informatics in a changing world: Reflections from ICTD2010/2012. Information Technologies & International Development, 9(1), pp.pp-49.

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