Alan Hansell

Alan Hansell

Alan Hansell is an IBRS advisor who focuses on IT and business management. Alan is able to critique and comment 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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 IBRSiQ is a database of Client inquiries and is designed to get you talking to our Advisors about these topics in the context of your organisation in order to provide tailored advice for your needs.

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Conclusion: Every dollar spent in supporting legacy systems or BAU (business as usual) represents a dollar that cannot be allocated to digital transformation initiatives. Conversely, organisations without legacy systems (digital natives) can be quicker to market with innovative solutions supporting the digital strategy, as there is no residual debt to repay.

Compounding the problem for organisations with legacy systems is that skilled IT professionals supporting them are likely to be fewer each year, as they leave for greener pastures or retire. To back fill, management must pay a premium to engage skilled contractors who will need time to understand the nuances of the legacy systems and become productive.


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Related Articles:

"Digital transformation: More than a technology project" IBRS, 2018-06-01 04:04:24

"Innovation: Taking action in 2018" IBRS, 2018-08-01 09:14:16

"Make the process for allocating IT resources transparent" IBRS, 2018-06-01 04:17:01

Conclusion: Carried out using reliable cost and performance metrics, a benchmarking exercise can yield significant benefits. Conversely, when costs are unclear and few performance measures are available, IT managers may struggle to justify their budget and enhance service delivery.


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Related Articles:

"Benchmarking - A Waste of Time or a Taste of Wine" IBRS, 2003-07-28 00:00:00

"Identifying and comparing IT costs - Why it is a must" IBRS, 2010-08-30 00:00:00

Conclusion: Just as one size car does not suit everyone, so one IT management reporting structure will not meet the needs of all firms or agencies. While there is no blueprint for developing an IT management structure, there are guiding principles and workplace change management practices to help get the restructure right the first time.

Due to fluctuating IT investment cycles and business transaction volumes changes, IT management reporting structures are rarely static. Consequently, management must be prepared to change IT management reporting structures quickly in response to business changes or when they are not meeting the purpose for which they were designed.


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Related Articles:

"A Digital Transformation Maturity Self-Assessment Checklist" IBRS, 2015-06-30 22:34:46

"Getting traction at the executive meeting" IBRS, 2012-09-23 00:00:00

"Taking care of business - the CIO and the Board" IBRS, 2011-12-27 00:00:00

Conclusion: The differences in roles and responsibilities between an IT professional and line manager are many and need to be understood quickly by the new managers and their peers. Not only will the understanding help both parties make the appointment work but it will also reinforce the selection panel’s appointment decision.

A new line manager must remember that the behaviour and strategies adopted in the IT professional role are unlikely to guarantee success in the new role. This is because the new role is typically a multi-dimensional one in which there are more stakeholders, outcomes are elusive and feedback is minimal.


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Related Articles:

"Helping technical team leaders succeed" IBRS, 2018-02-01 10:09:58

"Inspirational leadership core qualities and behaviours" IBRS, 2017-11-02 04:18:41

"Leadership is critical to innovation" IBRS, 2017-12-02 06:06:05

Conclusion: Organisations planning to transform their business operations using IT must develop a shared vision of how to use IT to enable the transformation. Failure to provide a vision will frustrate attempts to implement the transform agenda, demotivate employees and, if false starts occur, could adversely impact business relationships with suppliers and clients.


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Related Articles:

"Digital Strategy Part 1: What are the traits of digital leaders?" IBRS, 2018-02-01 10:26:23

"Innovation: Taking action in 2018" IBRS, 2018-08-01 09:14:16

"IT management leadership role in risk management" IBRS, 2018-05-04 18:43:08

"Know how to sell ideas and support the digital strategy" IBRS, 2018-08-01 09:46:03

 
IBRS iQ is a database of Client inquiries and is designed to get you talking to our Advisors about these topics in the context of your organisation in order to provide tailored advice for your needs.
 

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Conclusion: Organisations are complex and diverse and do not change direction or a business process just because a manager or the Executive think it is a good idea. To sell the idea, managers and staff need insights into the politics, or influence patterns, in the organisation and can align it with a corporate direction, such as the digital (transformation) strategy.


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Related Articles:

"Digital Strategy Part 1: What are the traits of digital leaders?" IBRS, 2018-02-01 10:26:23

"Digital transformation: More than a technology project" IBRS, 2018-06-01 04:04:24

"Innovation: Taking action in 2018" IBRS, 2018-08-01 09:14:16

"Preparing for the shift from digital to AI-enabled transformation" IBRS, 2018-06-01 04:10:21

IBRS iQ is a database of Client inquiries and is designed to get you talking to our Advisors about these topics in the context of your organisation in order to provide tailored advice for your needs.

Read more


IBRS iQ is a database of Client inquiries and is designed to get you talking to our Advisors about these topics in the context of your organisation in order to provide tailored advice for your needs.

Read more


Conclusion: The program to upskill IT professionals and managers must be intentional and the results measurable. Unless the program is actively supported by participating line managers and affected staff, it may not meet the vision set in the IT strategic or business operational plan. The IT upskilling program’s initiatives should be presented by the CIO, to the executive or its talent management committee so the results can be applied elsewhere in the organisation.


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Related Articles:

"Demystifying IT workforce planning" IBRS, 2017-11-02 03:50:29

"Future-proofing your ICT team: Predictions and mitigation" IBRS, 2018-02-01 10:12:40

"Helping technical team leaders succeed" IBRS, 2018-02-01 10:09:58

"Recruiting today for tomorrow’s workforce" IBRS, 2018-01-03 05:52:33

Conclusion: Unless the process of allocating IT and business resources to competing projects is transparent, and follows agreed procedures, disaffected management could develop shadow IT solutions and create additional technical debt. To ensure the allocation process is equitable, develop pragmatic guidelines so sponsors need only provide information needed for an informed assessment of their proposals.

To minimise the risk of project failure, it is imperative the right projects are allocated resources and those at risk are rejected or reworked. When developing the guidelines, ensure the information requested is succinct, apt for the size of the project, and the risks are clear and can be contained. The objective must be to ensure the process is as transparent as possible, uncomplicated and not protracted.


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IBRS iQ is a database of Client inquiries and is designed to get you talking to our Advisors about these topics in the context of your organisation in order to provide tailored advice for your needs.


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Conclusion: In a world where organisations increasingly rely on the successful performance of their business systems it is important IT management takes the lead in managing the risk of systems failure and cyber security breaches from all sources.

Boards are ultimately responsible for monitoring risks. They direct IT (and business) management to create a framework and strategy to manage systems, including data, and cyber security risks. The framework must include policies, supported by processes and practices to ensure business systems operate successfully and the data stored is not compromised.


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