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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 debates on how to use new technologies to meet the challenges of the future. Getting traction starts with presenting the right ICT-related information to the executive at the right time.

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Conclusion: The 2018 CIO survey1 revealed that the CIO’s influence is stalling, with fewer CIOs on executive boards. However, improving business processing is still the #1 operational priority. To address this priority, CIOs and IT managers should use everyday tools such as calendars to better collaborate with their staff by exploiting and promoting the features of the tools at their fingertips.

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Conclusion: While the current artificial intelligence (AI) initiatives are data-driven, there are instances whereby the current data is insufficient to predict the future. For example, answering the following questions might be challenging if the available data is only of a historical nature irrelevant for forecasting purposes:

  • Q1: What will be the effect on sales if the price is increased by 10 % as of the next quarter?
  • Q2: What would have happened to sales had we increased the price by 10 % six months ago?

The purpose of this note is to provide a framework that can be used to derive sales principles to answer the above questions. The same approach can be used to derive other business processes principles such as procurement, customer service and client complaints tracking.

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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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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 must be addressed in any digital transformation approach. However, a core element of digital transformation is people and the hardest part of digital transformation is the cultural piece.1 Understanding the people elements of digital transformation and appropriately addressing them can mean the difference between success and failure for organisations.

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Conclusion: There are many strategies to consider as well as challenges to be aware of when migrating from a traditional waterfall development methodology to an agile methodology. Plan and prepare carefully and be patient during this transition and anticipated benefits will be realised.

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"When to use Agile project management" IBRS, 2018-07-05 03:29:21

Conclusion: The CIO’s role has changed considerably over the past couple of decades, from “keeping the lights on” and working on cost-saving initiatives (automation) to expanding into embracing new technologies and enablers to transform the organisation. The importance of this has created additional roles like the Chief Digital Officer (CDO) to lead this critical activity.

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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 extremely costly and while focus is on the project execution elements, many failures can be traced back to poor governance and decision making. Project boards set the tone and show the way forward for projects by helping to resolve challenges or to provide alternative actions. Their behaviour will be reflected whether the tone is positive or negative and has enormous impact.

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

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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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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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