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Portfolio Management

  • 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

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  • Conclusion: CIOs continually wrestle with how to replace or modify failing core systems and having to convince management to invest in modernising them. They also know that ignoring a bad situation will probably cost the organisation more to fix the longer they postpone the replacement decision.

  • Conclusion: Most organisations have an unbalanced ICT investment portfolio where back-office systems (including ICT operations) consume more than their

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  • 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

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  • Conclusion: Poor planning is frequently cited in surveys as a major reason an ICT project has failed. A major element in the planning process is the preparation of the business case setting out why the project is needed and must be approved.

    Management is remiss when it approves a poorly developed business case as it sends the wrong message to developers

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  • Conclusion: To meet the demand for more online services, IT and business management must identify and filter the opportunities and vigorously pursue those with high client visibility, ensure adherence to legislation and reduce the cost of doing business.

  • Conclusion: IT managers who discourage staff from using consumer oriented technologies could be doing themselves a disservice. Whilst there are risks of data leakage or cost blowouts from over-usage of external computing resources, the unexpected benefits such as identifying new patterns of buying behaviour or using data analysis to identify welfare fraud, far

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  • Conclusion:When business critical systems have ‘passed their use-by-date’ or maintenance costs are excessive there is a temptation to fast-track the approval of the replacement systems and underestimate the cost and complexity of doing so. Avoid the temptation by thoroughly defining the scope of the project and include contingencies in the cost

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  • Conclusion:Equitably allocating IT resources to competing proposals can be simplified by conducting a business systems portfolio assessment in advance with stakeholders. Without the assessment, management will find it hard to reach consensus on where to best allocate their IT investment and skilled resources.

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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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Kids, Education and The Future of Work with Dr Joseph Sweeney - Potential Psychology - 25 July 2018

What is the future of work and how do we prepare our kids for it? Are schools and universities setting kids up for future success? Does technology in the classroom improve outcomes for kids? Should...
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