Alan Hansell

Alan Hansell

Alan Hansell is an emeritus IBRS advisor who focused on IT and business management. Alan specialised in critiquing and commenting on IT and business management trends, ways to justify and maximise the benefits from IT-related investment, IS management development and the role of the CIO. Alan has extensive experience in IT management, consulting and advising senior managers in matters related to IT investment. He was a Director in Gartner's Executive program and adviser to over 50 CIOs and business managers and before joining Gartner a consultant with DMR Group. He also worked as an IS professional, manager and industry consultant for IBM for nearly 30 years. Alan is a CPA and Associate of Governance Institute of Australia.

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Conclusion: When faced with proposals requesting investment in Business Solutions in an environment in which demand exceed available resources, firms need to develop and apply an IAC (Investment Allocation Criteria) to help them prioritise and rank the competing proposals.


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Conclusion: Successful projects are analogous to freshly cooked puddings in that they not only have to smell nice when taken out of the oven but also excel when tasted to earn the praise of the client. Or to put it in simple terms a successful project is one that has helped the firm to realise the expected business outcomes.

To increase the probability of firms implementing successful projects senior managers must, at a minimum:

  • Identify staff with potential to handle the political as well as the technical arena of projects and a) give them training in project management disciplines as well as b) negotiation and influencing techniques

  • Implement the initiatives described below, monitor their outcomes and ensure the lessons learned in both technical and political arena are widely disseminated


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Conclusion: In today’s business climate in which discretionary capital is scarce, CIOs, or equivalent, need to be confident and able to convince the Executive they can deliver the benefits expected in proposals to invest in IT Infrastructure1. To meet the needs of stakeholders when real time services are at stake, the arguments must be compelling and presented in a way that leaves the Executive no alternative but to approve the proposal.


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Conclusion: CIOs, because they have a cross enterprise perspective, are ideally positioned to champion the institutionalising of benefits management practices and demonstrate how to do it by corroborating the benefits from IT Infrastructure investment.


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