CIO's Role in Business and IT Transformation and Change Initiatives

CIO's Role in Business and IT Transformation and Change Initiatives Conclusion: CIOs have a pivotal role in ensuring business and IT transformation and major change initiatives succeed. As they are both disruptive to business and IT operations and typically involve retraining staff while implementing new...

02 9238 1931  sales@ibrs.com.au

Current Research

Privacy Act Amendments - what leading Organisations are doing

The deadline for compliance with the Privacy Act passed in March, yet some organisations have not yet started reviewing their level of non-compliance. More mature organisations have been proactive and, in projects driven by the business, have reviewed and addressed areas of non-compliance. Some of these projects are still underway. These proactive organisations have the view that the cost of ensuring compliance is outweighed by the potential damage to the organisation’s reputation in the event of a publicly disclosed privacy breach where the organisation is found to be at fault.

Software Asset Management Maturity Part 2: A Process for bootstrapping maturity

Organisations looking to adopt Software Asset Management (SAM) tools for the first time often discover that they lack the structure and maturity to realise the full benefits of these tools. Addressing the deep cultural issues that are at the heart SAM maturity may not be rushed, leapfrogged or outsourced. Instead, a steady process of organisational development is needed.

Self-service Desktop

The Standard Operating Environment (SOE) desktop has long been considered a best practice and is widely used. However, in recent years consumer IT has dramatically changed users’ expectations resulting in frequent complaints that the SOE desktop is inflexible and a hindrance to doing business. With corporate supplied desktop continuing to be a key application access platform for the foreseeable future, IT organisations need to find an approach that meet the user’s expectations while controlling complexity, manageability, security and cost. One solution is a Dynamic Desktop1 extended with a self-service portal that emulates an ‘app store’ experience.

Financial Analysis of Technology Investments

Unlike other parts of business, IT has wrestled with a few financial analysis methodologies. Although those commonly employed work reasonably well, and have currency, it is clear to IT professionals that they are not as good as they might be. That is to say, that despite the application of a financial analysis to technology investments there is still vagueness and uncertainty about the quality of the analysis. Eliminating all doubts over the merits of financial analysis is not entirely possible, of course, but it is feasible to apply better techniques as to how financial analysis is conducted.

Managing usage in Public IaaS - Part 1

IT organisations' lack of IaaS usage planning will most likely increase consumption cost. As a result, IT organisations should work closely with business units to understand usage patterns and track monthly usage against forecasts. This will more likely ensure that IaaS usage levels remain within budget. This note provides the usage management framework. Part 2 planned for release in August 2014 will provide User Management maturity self-assessment approach.

Dos and Don'ts when remediating Major Systems

Remediating major systems is not a job for the faint-hearted or over-confident IT managers. Poor governance decisions and excessive optimism can easily lead to project failures (and ruin careers). Conversely smart decisions combined with sound project leadership can increase the probability of success and enhance careers.

A Culture of minimal Knowledge sharing Costs more than Money

Organisations that fail to recognise the difference between information and knowledge are at risk of haemorrhaging knowledge at a rate that at the very least has a measurable impact on the quality of service delivered by the organisation. In the worst case, a loss of knowledge poses an existential threat to a product line or to the entire organisation. Whilst tools can play an important role in facilitating knowledge preservation, it is information sharing between individuals and teams that fuels the creation of knowledge.

Cloud Services and Change Management within Organisations

A majority of organisations around the world and across Australia are implementing or trialling some form of Cloud service whether it be IaaS, PaaS or SaaS. While Cloud services offer many potential benefits to organisations they can increase complexity in a number of areas of IT service management. Organisations may implement a hybrid Cloud model and deliver some services using public or private Cloud. Business areas may subscribe to Cloud services for the provision of application services with or without the participation of IT. Identifying and managing the schedule of change with a wide variety of providers can be complex but will provide the CIO and the organisation with a clear view of who, what, when, and how changes will be made, the risks involved and the mitigation actions required.

Sourcing Monthly May 2014 - June 2014

This month’s outsourcing deals were especially interesting, showing that the range of services available to outsource and the ways customers are using them has broadened and borders for providers are being eliminated. Vendors are becoming more specialised, as the trend to target outsourced services at particular business functions or objectives, to satisfy customer needs, has emerged. This has resulted in vendors adopting more flexible products, services and delivery models to accommodate a wider range of customers and their varied requirements. This is becoming clearer with potential customers, such as the Department of Health specifically stating it wishes to explore different service models, technologies, IT practices and market capabilities when searching for a new service provider.