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  • Conclusion: Digital transformation is the number one information communication technology (ICT) challenge for information technology (IT) leaders across Australia and New Zealand. Organisations are faced with various hurdles whenever they try to implement digital transformation initiatives. The major concerns for these organisations are how to get to the other side of

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  • Conclusion: The adherence to the recently introduced guidelines under ISO:31000 20181 is key to every ICT manager’s responsibilities and leadership remit as they are key in driving and leading the adoption of risk management guidelines across an organisation due to the overarching responsibilities of creating and protecting value.

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  • Conclusion: While release and change management processes have been contributing to good service availability during the last 20 years, the increased service architecture complexity caused by adopting multiple Cloud and digital services has demonstrated that release and change management methods used to date are inadequate for the new world. As a result, end users have been

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  • Conclusion: In an age-diverse workforce, it is important that IT managers and professionals understand the different expectations and management styles of stakeholders and accommodate them to gain their support for IT-related initiatives being proposed.

    Without understanding the management styles and expectations of age-diverse stakeholders, a level of disconnect may

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  • Conclusion: Email is one of the most pervasive IT applications spread throughout organisations of all sizes. It is hard to imagine any employee in any organisation not having an email account. It is critical that all organisations have a formal Email Policy that clearly spells out what every employee’s responsibilities are in terms of usage of their email accounts, as well as

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  • Conclusion: ICT disaster recovery plans (DRPs) have been in place for many years. Fortunately, invoking these plans is rare, but just like insurance plans, it is wise to ensure the fine print is valid, up to date and tested on a regular basis to minimise restoration of business services reliant on the complex range of IT enablers in place. Adoption of general Cloud services

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  • Conclusion: In times of business disruption, the value of a pragmatic and accessible incident response plan (IRP) will become the main tool in getting the business back to normal operation, and minimising loss of revenue, services and reputation. This holds true during the time of stress when attempting to get back to normal operations. Using the analogy of taking out

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  • Conclusion: On 16 May 2019, IBRS conducted a peer roundtable on issues related to data, analytics and business value. The focus of the roundtable was to allow senior IT executives to explore how different organisations are leveraging data to achieve tangible business benefits.

    IBRS conducted the Domo-sponsored event, under the Chatham House rule. Participants included

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  • Conclusion: Increasing competition where thin profit margins are the norm forces management to analyse business data more intently to identify ways to increase revenue and/or reduce operating costs. Similarly, in the public sector the aim is often to connect common data from multiple sources and determine if government programs are achieving their objectives.

    To

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  • Conclusion: Many strategic planning activities that are meant to set the future direction for the organisation fail to meet that objective. Current success, a high level of incumbent expertise or even passion can prevent an organisation from considering red flags or other indicators that will impact on future success. At worst, it can result in significant failure; at best,

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  • Conclusion: Regular testing of the business continuity plan (BCP) has many benefits which go beyond ticking the mandatory compliance box to keep audit off the back of executives. Effective testing exercises ensure the BCP has been updated and includes sense-checking the completeness of resources required in the recovery strategies of critical business functions. Running

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  • Conclusion: New digital services introduce new challenges and opportunities to traditional performance measurement. Start with simple, repeatable metrics and recognise the imperfections in the initial stages of implementation. It is more important to capture data consistently and identify trends than it is to achieve precision. As the new services bed down and the

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  • Conclusion: Organisations are structured into business units or divisions to undertake day-to-day business activities. Technology projects are often initiated and executed with a combination of specialist technology partners, contracted specialist staff to augment staff levels and contributions from permanent staff in either a full-time or-part time capacity. Project planning

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  • Demand for chatbots – automated conversational agents that may be deployed across multiple digital channels, including websites, social media feeds, instant messaging, voice assistants etc. – is growing. As outlined in Chatbots Part 1, organisations should take an

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  • Conclusion: Conducting effective business impact analysis details the business functions and provides further insight into the relative importance of each function and its criticality. The information is then used as the main source to develop business recovery strategies, the priority of restoration and identification of resources to aid in the restoration of business

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  • Conclusion: Effective project managers prize the importance of capturing lessons learnt during the life of a project, but too often, it is just a necessary task to complete at project closure. By following simple tips and adhering to some techniques, project managers can get increased benefits for themselves and the organisations they work with.

  • Conclusion: Cognitive bias has the potential to reduce decision-making effectiveness. Although bias can often streamline the process of coming to a decision, the quality of such decisions may suffer. In emerging technology areas such as process and decision automation, as well as in mainstream activities such as procurement and recruiting, unconscious biases can have a

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  • Conclusion: Organisations need to plan to quickly and successfully recover business operations by creating and updating business continuity plans (BCPs) supported by disaster recovery plans (DRPs). However, there are many challenges to overcome in order to keep these plans useful in readiness when business disruption eventuates.

  • Conclusion: Innovation is a growing key competency for organisations in the public sector and seemingly an imperative for the commercial and not-for-profit sectors to grow or maintain market share and relevance in a continuously dynamic marketplace. Although innovation is included in nearly all current strategic plans, both business and technology, organisations still

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  • Conclusion: Agile teams will struggle to deliver a viable solution (or product) unless they can tap into the business knowledge of an astute product owner who can communicate the objectives of the product and work with the scrum to ensure it meets the stakeholder’s requirements. Without a proficient product owner, the Agile team may lack direction which would put

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  • Conclusion: Public Cloud is not the solution to all IT organisations’ technology and services problems. This is because most IT organisations use a portfolio of environments such as legacy systems, in-house and outsourced services, customised IT service management tools and standard applications (e. g. email) that cannot be all retrofitted in a public Cloud architecture

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  • Conclusion: Agility has been introduced into organisations as part of their approach to increase the cadence, or velocity, of design, development and implementation cycles for project delivery. Increased levels of activity and visibility are also integral to many social media solutions and their approach to online presence. However, strategic planning processes evolve slowly

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  • Conclusion: Developing a digital strategy or embarking on a digital transformation program is now a common business narrative. For some organisations it is a process of recasting existing IT strategy and continuing in more or less the same manner. For others it involves initiating a technology project as a way to learn new processes and update platforms and skills.

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    Related Articles:

    "Digital transformation – get strategy and people right first" IBRS, 2016-08-03 08:01:16

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

    "Digital transformation: Top 4 lessons" IBRS, 2018-10-04 13:03:00

  • Conclusion: Keeping the executive informed on how the ICT function is performing while advising it how to take advantage of changes in business technology is an ongoing challenge for every CIO or ICT manager.

    Astute CIOs know that to get traction with the executive (or equivalent) they must deliver services required by stakeholders while contributing to strategy

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    Related Articles:

    "Can IBRS provide a Checklist for reporting to the Board on Cyber Security?" IBRS, 2017-06-29 01:41:08

    "Digital transformation: Top 4 lessons" IBRS, 2018-10-04 13:03:00

    "Mind the Gap in the IT and Business Partnership" IBRS, 2014-10-01 20:39:56

  • 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

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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: Digital transformation is happening everywhere. It is being included in organisational strategic plans for government service improvements and in commercial organisations to address market challenges and industry disruptors. Digital transformation efforts include a core group of domains including strategy, innovation, experience, automation and trust and these

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    Related Articles:

    "Digital transformation: Top 4 lessons" IBRS, 2018-10-04 13:03:00

    "Digital: Use it to garner support for your next initiative, but avoid the risks!" IBRS, 2016-08-03 08:01:14

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

    "Who should lead digital transformation?" IBRS, 2018-11-02 11:39:29

  • Conclusion: Project management principles and frameworks are now implemented in the majority of organisations, including public, commercial and the not-for-profit sectors across Australia. While project delivery metrics indicate an improvement in successful project execution there is still a concerning level of project failure (approximately 35 %). Project failure is

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    Related Articles:

    "Bite the bullet – stop failing projects sooner not later" IBRS, 2016-09-02 05:06:18

    "PMO – Models and structures" IBRS, 2018-05-04 18:33:08

    "Tips for improving and monitoring ICT project governance" IBRS, 2018-07-05 03:12:50

  • 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.

    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

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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

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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.

    Related Articles:

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

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

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

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

  • 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.

    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

  • Conclusion: Keeping business continuity plans (BCP) succinct, up to date and easy to read will reap rewards when they are required during a business disruption.

    Related Articles:

    "Astute Leadership needed in a crisis" IBRS, 2017-01-01 10:35:45

    "Investing in Business Resilience Planning - the CIOs hardest sell" IBRS, 2012-08-31 00:00:00

    "Running IT-as-a-Service Part 40: Aligning business continuity and IT disaster recovery plans" IBRS, 2018-03-31 06:56:00

  • Conclusion: A major benefit from using a framework is to support better decision making and help deliver consistent outcomes. When it comes to security and risk, a framework is only as useful as the intellectual effort required to understand the framework and how it applies to an organisation’s risks. While some frameworks call for much documentation, IBRS argues that

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    "Can IBRS assist on how to report on IT security metrics to business executives? " IBRS, 2018-05-13 23:32:09

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

    "Use the NIST cyber­security framework to drive for visibility" IBRS, 2018-06-01 04:19:32

  • Conclusion: The forthcoming General Data Protection Regulation (GDPR) legislation is being introduced by the European Union (EU), which has ramifications to organisations worldwide.

    Key aspects of GDPR relate specifically to what data exactly an organisation should be able to legally keep and for how long. The underlying principle is that less is best in terms of data

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    Related Articles:

    "Understanding GDPR requirements Part 4: Data portability" IBRS, 2018-06-01 04:21:44

    "Understanding GDPR requirements: Part 2" IBRS, 2018-03-31 07:03:46

    "Understanding General Data Protection Regulation requirements Part 1" IBRS, 2018-03-06 06:57:37

  • Conclusion: There are three levers being applied to the cyber security maturity of specific parts of the Australian economy. These three levers are the Notifiable Data Breaches Scheme, the Security of Critical Infrastructure Bill, and Prudential Standard CPS 234 “Information Security”. These levers each address an area of importance for the national economic wellbeing, and

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  • Conclusion: Project management in organisations is commonplace. Organisations then seek to establish a Project Management Office (PMO) as a more permanent centre for project coordination. PMOs may start in the technology division and expand or may be established outside the ICT area. Knowing what the various models and structures are is important. Knowing how to assess the

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  • Conclusion: On 3rd April 2018, Microsoft announced the availability of its Azure Cloud running within Canberra Data Centres (CDC) facilities, and officially rated for protected workloads.

    Superficially, this appears to boost Microsoft’s ability to “check off” security concerns for government and other clients that have specific compliance demands.

    While

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  • Conclusion: The General Data Protection Regulation (GDPR) legislation being introduced by the European Union (EU) in May has ramifications to organisations worldwide.

    Australian organisations that have already invested in ensuring that they comply with the Australian Privacy Act 1988, and have a robust privacy management framework in place, may find that they already

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    Related Articles:

    "Understanding GDPR requirements Part 4: Data portability" IBRS, 2018-06-01 04:21:44

    "Understanding GDPR requirements – Part 3" IBRS, 2018-05-04 18:57:12

    "Understanding General Data Protection Regulation requirements Part 1" IBRS, 2018-03-06 06:57:37

  • Conclusion: Organisations everywhere are implementing Agile as a dynamic approach to speed up the creation of value and improve development of new and improved services and products. Adopting a best practice such as Agile is more than learning a new process and skill and then applying it in a project environment. Implementing Agile in an established organisation means that

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  • Conclusion: The forthcoming General Data Protection Regulation (GDPR) is new legislation being introduced by the European Union, which does have ramifications for organisations worldwide.

    Being new, there is still a lot to be learned about what exactly some of the specific requirements will mean in practice and how they will impact organisations in being able to show

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    Related Articles:

    "Understanding GDPR requirements Part 4: Data portability" IBRS, 2018-06-01 04:21:44

    "Understanding GDPR requirements – Part 3" IBRS, 2018-05-04 18:57:12

    "Understanding GDPR requirements: Part 2" IBRS, 2018-03-31 07:03:46

  • Conclusion: Consolidating information systems after a MoG change or a company acquisition is not only risky but also likely to be expensive. The problem is compounded when the benefits expected from the merger are out of reach or, in the case of a company acquisition, the buyer has paid too much, and the stakeholders are demanding accountability.

    To maximise the

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  • Conclusion:Achieving the ability to comply with the new European General Data Protection Regulation is seen as a costly and burdensome overhead adding a new layer of complexity to how organisations will need to manage and secure Personally Identifiable Information (PII) records kept by them.

    However, organisations should view the potential benefits of being able to

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  • Conclusion:Organisations know that they have legal obligations in terms of record retention and privacy. The foundation of good information management governance is an effective record retention schedule (RRS). Organisations need to regularly review and audit their RRS not only in terms of it being current, but also in terms of it being effective and being complied

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  • Conclusion:One strategy to implement IT-as-a-Service models is to focus on efficiency improvement. This requires shifting focus from control to service improvement. The outcome will be end-user experience enrichment, cost reduction and business/IT operations synchronisation. Failure to do so will force IT to remain a utility provider offering insignificant innovation and

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  • Conclusion:Managing large IT environments and provisioning IT services within an organisation is complex and complexity will always exist. However, not all complexity is “bad”. “Good” complexity is the complexity required to simplify, to reduce costs, create value, improve security and improve overall operations and results.

    Focus needs to always be maintained on

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  • Conclusion:It is difficult to plan when innovation will occur. It is particularly difficult for established organisations to be innovative – they have been successful through sound business practices and an ability to execute, not innovate. Nearly all organisations, both public and private, understand and accept that innovation and the ability to change is critical to

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  • Conclusion:The range of channel and customer engagement tools needs thorough and continuous evaluation. There are two challenges to this objective. Firstly, the initial impediment is to gather data from various sources. The second problem is to apply a coherent and durable methodology to all of it.

    The greater complexity of technologies and increased channel support

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  • Collaboration services must align with business objctives to be effective but what does the buzzword "collaboration" really mean?

    While the hype surrounding collaboration technologies and Web 2.0 services reaches fever pitch within the media, vendors and business managers alike, it will serve organisations well to stop and think carefully about what the buzzword collaboration really

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  • Conclusion:The current wave of digital transformation will see the retirement of large numbers of legacy systems. Although the cost of operations, including storage of data, in newer Cloud-based solutions is often cheaper, the cost of migration of historical data to new platforms can be significant. IBRS has observed increasing numbers of digital transformation projects

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  • Conclusion:Employ a bottom-up technology-based approach and a top-down business approach when developing the business and IT transformation program. Additionally, the program must take a pragmatic approach to reflect workplace changes that are feasible to meet the expectations of clients, staff, suppliers and the community.

    Unless the program is continually revised

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  • Conclusion:In the last few years the structure and shape of ICT investment have undergone a series of shifts. The results are varied and complex and they reflect wider changes in the investment and use of ICT products.

    It is important for organisations to take note of these transitions and to adapt and utilise methods which can improve the efficiency of their ICT

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  • Conclusion:Although automation is actively being introduced through digital transformation projects, it may still be a minor part of the technological mix for a few years. The main reason for the potentially slower progress with automation is the relatively mixed economic background. In some specific instances, it is an obvious option but otherwise its benefits will be

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  • Conclusion:Unless management develops work-place change management strategies and staff are trained to implement the transformation program, employees are likely to become disengaged and could fail to adapt to the changes envisaged. To minimise the risk of failure, the strategy to implement the program must be well planned and stakeholders consulted.

  • Conclusion:Automation will overturn the old model of technology in some industries and workplaces. How automation could modify work practice is being explored but it is the ramifications which are obscure. If automation becomes widespread, as credible forecasts claim, it will have multiple consequences which require understanding and response.

  • Conclusion:Cyber threats and incidents will continue to be covered in the mainstream media, and local organisations will increasingly become part of this coverage. Not only may these stories get reported more frequently and in more depth, but local board members will become increasingly aware of what the technical aspects around cyber security mean. Reporting to the board is

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  • Conclusion: Public policy over the past decade has been considered by many as reactive with resulting implementations ineffective. In 2012, the Institute of Public Administration Australia (IPAA) published a report that reviewed the policy development approach of the Australian Government and determined that approaches could at best be considered ‘Policy on the Run’. It was

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  • 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

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  • Conclusion: With the migration to complex hybrid sourcing strategies, traditional IT organisations based on ‘plan/build/run’ models will not be suitable for acquiring Cloud services in an increasingly changing market. This is due to a vague understanding of service total cost of ownership and limited contract negotiation and management skills. IT organisations wishing to rely

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  • Conclusion: Organisations in both the public and private sectors have been actively improving capability and implementing processes and frameworks to improve project delivery effectiveness over the past decade. Project management approaches such as Prince2 and PMBOK have been adopted to improve project management practitioner capability and equip project boards and project

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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

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  • Conclusion: Australian organisations and agencies need to embrace the European Union’s new General Data Protection Regulation (GDPR) legal framework for protecting and managing Private Individuals Information (PII). There is considerable risk to organisations that do not take action to comply, financially and to organisations’ brands.

    There are also potential upsides

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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

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  • The following are examples of Persona Templates.

     

  • Conclusion: An audit is an integrity check that assesses whether an organisation is doing what it said it would do, and what others should reasonably expect it to do. The previous sentence also points out that it’s not enough to have better practices documented. An organisation must also be able to demonstrate that staff are adhering to these. There are some excellent

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  • Conclusion: Data overload and the ease of accessing various types of data has created a problem of what to use and where. This is manifested in the choices of analysis which tend to the facile, such as Return on Investment, which can be applied universally even when it is not strictly applicable. Furthermore, the relative priority of some types of measurement, and in which

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  • There is expected to be moderate growth between 2017 and 2025 which will have an impact on business operations.

    Conclusion: The business climate over 2017-2025 will present new conditions that are more challenging. Based on various forecasts, the eight-year period will see moderate growth and that will have a direct impact on business operations.

  • Conclusion: Organisations must proactively manage exactly which data is kept, secured, and backed up, as well as which data must be archived or permanently deleted. Data hoarding adds considerably to storage costs as well as potentially exposing organisations to risks especially if the data is inappropriate, unencrypted, or could put an organisation’s brand at

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  • Conclusion: Even though stakeholders may support ‘Digital’ initiatives – due in no small part to the all-encompassing nature of the term ‘Digital’ in today’s market – many of these initiatives will fail to deliver on the original intent. This is because the term ‘Digital’ enables stakeholders to reinterpret the intent of an initiative in a number of different ways.

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  • All too often mobility solutions are developed or procured in isolation to address narrow business needs, without consideration of how such solutions will scale-up into production or fit within the larger ICT ecosystem. Over time this hinders ICT’s agility in providing mobile solutions and increases the risks of project failures.

    A Mobility Solution Delivery Framework

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  • Conclusion: The Australian Bureau of Statistics’ annual innovation survey quantifies the efforts of businesses in all industries. The status of innovation is quite mixed, between small businesses which tinker at the edges and larger enterprises which are more thorough.

    Innovation is not one thing – it is a variety of actions which can be implemented. Improving

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  • Conclusion: All too often mobility solutions are developed or procured in isolation to address narrow business needs, without consideration of how such solutions will scale-up into production or fit within the larger ICT ecosystem. Over time this hinders ICT’s agility in providing mobile solutions and increases the risks of project failures.

    A Mobility Solution

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  • Conclusion: Deciding to stop investing in a business system is a decision no manager likes to make as it could have an adverse impact on staff, suppliers, clients, stakeholders and the Board. Before making the decision, management must assess all options and conclude they have no alternative but to act now and stop wasting scarce resources.

  • With the recent issues that the ABS has experienced trying to execute an online census, IBRS is sharing an Advisory Paper by James Turner which reviews a practical framework that helps organisations make better decisions with their information assets and service providers.

    Applying

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    "Applying the Five Knows of Cyber Security" IBRS, 2015-08-01 00:32:04

  • Conclusion: Organisations considering applications migration to a Cloud service provider may lack the experience to understand potential risks or how to select a service provider. This may result in budget overrun or inability to meet business needs.

    While planning to engage a service provider, a “Plan B” (to invoke in case of failure) is needed to strengthen the

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  • Conclusion: While activity based working can deliver a better ambient environment and cut some fixed costs, it is the less easily measured outcomes that are the objective. These objectives tend to come under the heading of collaboration.

    Public sector organisations need to see beyond the initial phase of ABW and look to the longer term in order to achieve the promise

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  • Conclusion: Traditional disaster recovery plans do not mitigate risks against frequent software and hardware malfunction, nor do they integrate with business continuity plans. As a result, a production service may become unavailable for up to two days in certain cases (e. g. recovery from a database outage or data corruption). In the digital world, the business impact of such

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  • Conclusion: The use of the term ‘Digital’ as an adjective plays a particular role in both public and private sector initiatives. Like similar terms of the past, it creates a space for agreement among multiple stakeholders, even when there is a lack of universal understanding. This is useful when an initiative includes an interplay of technology and culture. It allows

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  • Conclusion: Business investment has all but disappeared in the last five years1. Therefore it is understandable that the appeal for more investment in the drive to digital transformation will unlock innovation and a new route to productivity. However, it is not that simple, as a review of the data

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  • Conclusion: IT executives in financial services organisations have expressed frustration at the seemingly vague requirements of APRA, but this misses the true intention of APRA. APRA is not anti-Cloud, but the regulator insists that financial services

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  • Conclusion: This note seeks to analyse two questions: Is a return to the high period of IT investment likely? And what were the conditions surrounding the last one?

    The answer to the first question is, currently at least, of a very low probability. The conditions or background that produced the long IT investment boom are not seen today and are not

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  • Conclusion: Deployment of Office 365 as a pure Cloud solution has lagged the sales of Office 365 licences. This is partly due to lack of formal migration strategies, confusion over the licensing and user options1, although non-technical issues play a bigger role. To assist in the move to Office 365, IBRS has identified a

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    Related Articles:

    "The Journey to Office 365" IBRS, 2015-05-01 14:58:56

    "The journey of Office 365: A guiding framework Part 3: Post-implementation" IBRS, 2016-05-05 00:21:00

    "The journey to Office 365: A guiding framework Part 1" IBRS, 2016-03-01 04:23:10

    "The journey to Office 365: Part 4 – Skills" IBRS, 2016-06-02 00:26:00

  • Conclusion: Return on investment is the touchstone of business investment success. Within marketing and in practice its use and definition is imprecise. The lack of precision is a challenge for marketing to the degree that it is difficult to assess its value in various dimensions.

    Marketing and IT business case managers need to establish the baseline

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  • Conclusion: As the concept of digital disruption and digital transformation takes hold, it is vital that IT is not only aligned with, but synonymous with business. Both business executives and IT groups find themselves in a constant race against competitors who have embraced new technologies and new business models. Unfortunately, this

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  • Conclusion: Open Data initiatives have been supported by all levels of enterprises, especially government, for a number of years. To date the success stories have not matched the hype.

    In many cases local IT departments have been left out of Open Data initiatives.

  • Conclusion: The new digital business model for IT is based on selecting, composing, and leveraging a dynamic range of Cloud based external services. Under the new IT paradigm people will work the way they want, when and where they want and with all the tools with which they are familiar; collaborate using a wide range of low-cost commodity services; and use their

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  • Conclusion: There are two compelling information security reasons for creating a sense of purpose and ownership within an organisation. The first is that a sense of purpose and ownership will empower staff so that they move from responding to basic security hygiene matters, towards pre-empting issues. The second reason is so that organisations look out beyond

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  • Conclusion: Unless the Executive holds business and IT management accountable for reporting if the benefits expected in the business case have been realised or not, they will never know whether they made the right decision to invest in the first place.

    To estimate the gross benefits and costs, it is imperative the business case records not only the

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  • Conclusion: The days of viewing BI as a single solution are over. Organisations should view Business Intelligence as four distinct, but interlocking services that each addresses a different critical business imperative: reporting; self-direct data exploration; operational decision support; and data science. Each of these imperatives addresses different

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  • Conclusion: To improve the digital maturity of an organisation the CIO must encourage a team effort from business and technical areas within their organisation as well as strategic partners in the IT industry. Laggard IT vendors should be dropped in favour of digital leaders. The CIO will also need to convince their organisation to make early investments in long

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  • Conclusion: Non-IT executives are often reported as being concerned about the prospect of a cyber incident, but as security is not their area of expertise, responsibility for mitigation and preparation is often devolved to IT. This is a mistake, because as much as lack of any security could be devastating, applying the wrong controls to an organisation can be

    ...
  • Conclusion: Sustained investment in IT Infrastructure is critical for the delivery of services to clients and delivering business efficiencies. Without continued investment service quality will deteriorate, operational incidents occur more frequently and the organisation’s network put at risk from unwanted intrusions.

  • Conclusion: Most organisations have some form of central approval process (Governance) based around agreed artefacts – few organisations have a built-in evergreening process to ensure governance controls are in line with emerging technology and business trends.

  • This paper explores why IT security in supply chains is an important topic and sets out a model for organisations to review their exposure and then communicate these issues internally, and with suppliers.

    The IT dependencies that organisations now have are largely invisible and can be easily taken for granted, much like the infrastructure involved to have electricity or

    ...
  • Conclusion: It is undeniable that Cloud services will only become more important to organisations. However, executives must bear in mind that as increasing Cloud adoption meets an onslaught of cyber-attacks, regulators and courts will be looking for evidence that organisations exercised due care in vendor selection and support of information

    ...
    Related Articles:

    "Applying The Five Knows of Cyber Security (Video)" IBRS, 2016-08-15 02:39:16

  • Conclusion: Governance committees face a number of challenges that can undermine their effectiveness. These challenges include groupthink, a focus on individual responsibilities rather than organisation-wide benefits and trust issues. Experienced independent external advisors can play an important role in overcoming these challenges.

  • Conclusion: While benefits management is considered highly relevant to project challenges facing organisations, benefits management has proven difficult to fit into the way that the organisation undertakes projects. The potential of effective benefits management is understood, but the ability of organisations to apply it continues to lag.

    Implementing a

    ...
  • Conclusion: Businesses with an interest in becoming ‘digitally transformed’ need to take stock of their current status and preparedness. Systematic as well as creative approaches can be taken to discover ways to radically upgrade the business’ operations as shown in a self-assessment.

    Use this checklist showing five stages of maturity in preparing for a

    ...
  • Conclusion: Security leaders know that it is not enough for the security group to do its job; they must be seen to be doing their job. This need for communication between security and the business is resulting in organisations creating outreach roles. Many organisations have yet to realise that this communications gap directly impacts their risk

    ...
  • Conclusion: There are almost no examples of traditional organisations metamorphosing their physical products (and related business models) into digital products (supported by new business models). On the other hand the list of organisations that have gone out of business as a result of the digital revolution continues to grow. Three characteristics are common to

    ...

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Shadow IT sounds like a covert — quite possibly dark — force. And to some people it may well be. But the truth is both far simpler and more complex. According to Cisco, Shadow IT is the use of...
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ANZ business users calling the shots in ICT decisions

Conducted by Australia’s Intelligent Business Research Services (IBRS) and commissioned by TechnologyOne, the survey of 261 business leaders in ANZ has shown that business functions are having more...
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Managed security: a big gamble for Aussie IT providers - CRN - 02 August 2018

TechSci Research estimates the Australian managed security services (MSS) market will grow at a CAGR of more than 15 percent from 2018-23 as a result of the increased uptake of cloud computing and...
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