In this chapter we touch on some very basic aspects that are at the heart of all IT organizations. First, the difference between operations and projects, in terms of the way they operate and the methodologies they use. We look at the roles that typical IT personnel (according to position) would play for both projects and operations, and make a clear distinction on when they should have a role, and when they should not. Next we touch on how strategy differs from operations, not only at the conceptual level, but what this actually means in the day-to-day. As such, we address a common pitfall many organizations succumb to, that of mixing strategy with operations, and that of mixing roles and responsibilities of projects with operations, this sets the groundwork for the discussion on what could be an optimal table of organization for the next chapter. We then touch on the three basic components of all IT operations and projects: systems, processes, and people, define each, as these will be encountered over and over again in all the chapters, in different forms.
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