Alan Hansell

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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.

Conclusion: The PMO role has many manifestations. It is also rarely static. When the organisation is in transformation mode the PMO must ensure project managers work as a team and deliver results. It is analogous to the role of an orchestra conductor who must get the musicians to rehearse so they know their roles and work together to make their opening concert a success.

Post transformation, one of the PMO’s roles is to get business operatives to assimilate the system’s functions so the benefits expected are realised. Similarly, the conductor’s role is to get the orchestra to perform so well there is a full house at every performance and the producer gets a satisfactory payback from the production.


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Conclusion: The enterprise architect (EA) role is one of the most intellectually challenging in an organisation. This is because it involves developing a systems roadmap to migrate from the current to a desired future state that is compatible with the business strategy.

Assign the wrong person to the EA role and the future systems will probably be unattainable and realising the business strategy problematic.


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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: Successful ICT life cycle service delivery from strategy development to system decommissioning relies on the person assigned the role picking up the work in progress and successfully completing the task before handing it to the next agreed role. It is analogous to the relay runner at an athletics carnival taking the baton from the previous runner and, on completion of the leg, handing it onto the next runner.

Unless the ICT service delivery model is designed well, critical activities might be missed or partially performed by different roles, resulting in duplication of effort, output overlap and, at worst, process failure. To overcome this problem the service delivery model must be thorough, and activities and the level of accountabilities clear so staff know what is required of them by activity.


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Conclusion: Opposition to workplace change stemming from the organisation’s digital strategy agenda1 is inevitable. Astute IT managers expect it and identify initiatives to minimise opposition.

Digital strategy (or transformation) initiatives typically generate both overt and covert workplace resistance. Its sources may vary from situations such as:

  • Senior managers who fear that failure could adversely impact their career
  • Overworked middle managers claiming they cannot cope with more workplace change
  • IT professionals maintaining legacy systems not prepared to learn new skills.

Managers responsible for driving digital strategy agenda must identify where resistance is likely and determine how to minimise it. Assuming no resistance to it is unwise. Alternately, continually questioning the agenda may not reflect opposition but an indication staff are determining how to best implement it.


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Conclusion: The options for processing ERP (Enterprise Resource Planning) range from on premises to managed services to public Cloud to SaaS (Software as a Service). The attributes of all the solutions, including the risks, costs and benefits, can appear overwhelming and may persuade risk averse senior management to make an expedient decision and keep the status quo.

IT managers must engage their risk averse peers and force them to think through the issues and make a strategic, rather than an expedient, decision as whatever they decide will have long-term ramifications.


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Conclusion: Technical debt is intangible and its extent hard to measure. Organisations that compromise quality for expediency to meet schedules or defer software release upgrades accumulate technical debt unwittingly.

Managers who let the debt increase and fail to reduce it could be digging an ever deeper and dry well that could cost them their jobs, leaving their successor to find the wherewithal to fill it and create valuable system assets.


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