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This one speaks for itself. If you said something that is worthy of repeating, then you get a gold star. You also get to think long and hard about why your pearls of wisdom were worth repeating. You must have said something that was fun, interesting, or useful, and if you don t know which, you are wasting your time. Fun and interesting are great for holding the attention of a crowd, but just like funny television ads that you describe to your friends the next day but cannot recall the product, you are not creating value. If everybody remembers Burger King for having the zaniest ads, does that drive food sales Retweets alone are not going to tell you. But as metrics that point the way to value generation, retweets beat the heck out of following/follower ratios. Things get interesting, of course, if you layer retweets with who is doing the retweeting. If only those who have three followers are retweeting your pithy prose, then a million retweets will only make you feel good for engaging a high number of low-value people.

To study the ef ciency of the routing protocols, we measure the routing control overhead at the MAC layer including all the routing overheads at the IP layer and the ACK, RTS, and CTS MAC control packets that are used to exchange information to unicast data and routing packets. The results are shown in Figure 12.7. In RICA, we have seen that taking channel quality into consideration when choosing a route can improve the network performance in terms of delay and packet delivery rate. But the tradeoff is that a higher routing control overhead is needed because of (1) broadcast of periodical CSI checking packets to the source and (2) higher traf c delivery rate (thus generating more MAC control overheads).

300 280

390 360

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IT can be greater than the sum of its parts. Overcoming the historic practice of managing by domain and technology expertise calls for new strategies, new approaches, and a new role for IT Financial management. The dated domain and technology approach to management leaves each of the domains operating in isolation: not only from each other but from IT s management and IT s business customers. To compound the situation, the isolation approach to IT management hides the fact that IT has key management sections missing even from the CIO. Strategy overcomes the mixed management message delivered by the industry s mindshaper community. One camp advises a Bottom-Up, operational concentric process maturity index that delivers business value at the end of the maturity process. Another camp advises IT to deliver business first and immediately. Rather than choose one approach over the other, SAS advocates a two-prong strategy that delivers maturity and value simultaneously. IT Finance plays a crucial role in both prongs of the strategy. From a financial perspective, the immediate business value strategy prong follows capital expenditures for new business applications while the maturity strategy prong concentrates on the expense portion of IT. For IT Finance to deliver upon this new role, new approaches are necessary. For both strategy prongs a new approach to Service Level Cost Management is needed. Equally important, IT Finance needs to overcome the traditional shortcomings of General Ledger based accounting and budgeting in favor of service-based financial outcomes.

330 300 270 240 210 180 150 120 90 0 2 4 6 8 10 12 14 16 0 2 4 6 8 10 12 14 16

Control overhead (kbps)

260 240 220 200 180 160 140

Strategy guides IT financial management to overcome the various IT sections and practices trapped in isolation and identify what is important to measure. Strategy also suggests that IT financial management implement Activity-Based Costing/Management to surface and analyze important IT service outcomes. This chapter focused on several service areas that deserve illumination: Cost of Service, Cost of ITIL, Cost of Capacity, and combinations of all three areas. Each of the cost measurements are important in their own right, but to overcome the isolation syndrome and play the strategic business symphonies, cost results must be paired with service outcomes. When IT reports what service was delivered, how well the service was performed, and what the service cost, then IT can play in harmony rather than in isolation.

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