Governance & Planning - IBRS https://ibrs.com.au/governance-planning Thu, 23 Nov 2017 05:34:35 +1100 en-gb nbowman@ibrs.com.au (IBRS) Download Finding IT Maturity MAP https://ibrs.com.au/governance-planning/8387-download-finding-it-maturity-map https://ibrs.com.au/governance-planning/8387-download-finding-it-maturity-map Many enterprises are simply not capable of implementing the ICT programs and projects that they attempt because they lack the experience, skills, sophistication and organisation required to address these developments adequately.

The "fix" is at Governance level. Businesses must assess their native capability to contemplate, manage and complete the IT solutions planned to support their business operations.

This MAP addresses the need to identify an organisation's level of IT Maturity and outlines the steps that should be followed to improve on that level. 

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gjohnson@ibrs.com.au (Geoff Johnson) Governance & Planning Thu, 15 Dec 2016 10:47:27 +1100
Essential components of a Mobility Solution Delivery Framework (Video) https://ibrs.com.au/governance-planning/8321-essential-components-of-a-mobility-solution-delivery-framework-video https://ibrs.com.au/governance-planning/8321-essential-components-of-a-mobility-solution-delivery-framework-video 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 can help maintain agility in mobility solution delivery and reduces risks. Moreover, it ensures a close alignment between business needs and investments in mobility.

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jsweeney@ibrs.com.au (Joseph Sweeney) Governance & Planning Thu, 15 Sep 2016 08:02:00 +1000
Why you need a Mobility Solution Delivery Framework (Video) https://ibrs.com.au/governance-planning/8304-why-you-need-a-mobility-solution-delivery-framework-video https://ibrs.com.au/governance-planning/8304-why-you-need-a-mobility-solution-delivery-framework-video You have probably already started some mobility initiatives for your organisation, and that is a good thing, because mobility has the potential to be truly transformative to many, many industries.

Not only does it change where work gets done, but in many cases it can change how work gets done, and even who does the work. It can actually alter the structure of your workplace. So mobility clearly is something that you want to look for, if you're striving for innovation.

But one of the things that we've noticed with many, many organisations that we have dealt with and many, many case studies we have been involved with, is that over about two or three years tops, many mobility initiatives start to bog down. It starts getting harder and harder and harder for organisations to really keep up that speed of development, to maintain that rate of innovation.

This is so common that we have a term for it: we call it the Burning Rabbit syndrome,

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jsweeney@ibrs.com.au (Joseph Sweeney) Governance & Planning Mon, 29 Aug 2016 11:58:07 +1000
Embedding research and advisory into an organisation https://ibrs.com.au/governance-planning/8145-embedding-research-and-advisory-into-an-organisation https://ibrs.com.au/governance-planning/8145-embedding-research-and-advisory-into-an-organisation Conclusion: Organisations source and procure research and advisory services for a range of reasons. The benefits of access to external research and advisory can vary widely from organisation to organisation. Today’s business and technology environment is changing in more radical and rapid ways. Organisations that fully access and embed the information and advice available from research and advisory services can enhance the problem identification and solving process, ensure staff are incorporating a broad range of information into their thinking and systematically include changing environmental information at strategic, tactical and operational decision making levels. Research and advisory can also be used to improve staff analysis and presentation skills. 

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sjohnston@ibrs.com.au (Sue Johnston) Governance & Planning Sat, 02 Jul 2016 14:20:00 +1000
The journey to Office 365: Part 4 – Skills https://ibrs.com.au/governance-planning/8166-the-journey-to-office-365-part-4-skills https://ibrs.com.au/governance-planning/8166-the-journey-to-office-365-part-4-skills Conclusion: Migrating to Office 365 requires a significantly different set of skills from on-premises office suite upgrades. Traditional skills will need to be reassessed and new skills will be needed internally. Also, some specialist skills are only required during the migration so may best be acquired from experienced external providers. Understanding which skills need to be developed, added or outsourced is essential for a successful and economical Office 365 (O365) migration.

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jsweeney@ibrs.com.au (Joseph Sweeney) Governance & Planning Thu, 02 Jun 2016 10:26:00 +1000
APRA and the Cloud: Organisations must be able to show their working https://ibrs.com.au/governance-planning/8163-apra-and-the-cloud-organisations-must-be-able-to-show-their-working https://ibrs.com.au/governance-planning/8163-apra-and-the-cloud-organisations-must-be-able-to-show-their-working 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 organisations consult with APRA so that APRA can gauge the maturity of the proposed plan. This is not a mechanism to forbid Cloud, but rather a sanity check to ensure the stability of the Australian financial market by ensuring that organisations are not abrogating their risk identification and management responsibilities.

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jturner@ibrs.com.au (James Turner) Governance & Planning Thu, 02 Jun 2016 10:09:00 +1000
The IT Investment Growth Rate 1981–2020 https://ibrs.com.au/governance-planning/8157-the-it-investment-growth-rate-1981-2020 https://ibrs.com.au/governance-planning/8157-the-it-investment-growth-rate-1981-2020 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 likely to provide the same business environment in the near-term either.

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gcranswick@ibrs.com.au (Guy Cranswick) Governance & Planning Thu, 02 Jun 2016 08:49:00 +1000
Design thinking – do not rush the empathy https://ibrs.com.au/governance-planning/8143-design-thinking-do-not-rush-the-empathy https://ibrs.com.au/governance-planning/8143-design-thinking-do-not-rush-the-empathy

Conclusion: Design thinking is increasingly being utilised by organisations in Australia and globally to create new products and services. Based on the current level of adoption by leading organisations and those investigating design thinking it could be considered the next best practice concept. However, like other best practices, it is the art of applying the technique that reaps benefits, rather than just following the process.

In other words it is the nuances that need to be considered closely and not just the elements that can be seen and touched. Understanding the elements of design thinking and, most importantly, applying the right people using the right approach with the right expectations will ensure that the results match the promise. Empathising with users, customers or consumers is the first step in the process and is critical to the success of all the effort that follows.

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sjohnston@ibrs.com.au (Sue Johnston) Governance & Planning Thu, 05 May 2016 13:03:00 +1000
Team Collaboration and Data https://ibrs.com.au/governance-planning/8156-team-collaboration-and-data https://ibrs.com.au/governance-planning/8156-team-collaboration-and-data Conclusion: The analysis of various and complex data sets could provide a catalyst for team collaboration. One of the challenges organisations will face in combining teams is setting out the conditions in which they will work together. Looking past obvious differences in background, or so-called professional culture, will be necessary to organise roles with the talents available.

Initially devise pilots to assess teams and roles and the value of the output. The development of data projects should produce quick benefits in terms of output and team cohesion. Understanding of the analytical insights should be shared widely in order for the benefits to reach as many within an organisation and bring change where it is needed.

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gcranswick@ibrs.com.au (Guy Cranswick) Governance & Planning Thu, 05 May 2016 08:47:00 +1000
Learning Lessons From Others – Keeping a broad view https://ibrs.com.au/governance-planning/8101-learning-lessons-from-others-keeping-a-broad-view https://ibrs.com.au/governance-planning/8101-learning-lessons-from-others-keeping-a-broad-view Conclusion: Organisations often look to their competitors for new ideas and innovations and to provide a comparison to their own operations and business direction. Public sector organisations tend to look at other public sector organisations at different levels such as local, state or federal and public sector operations in other countries. Australia generally looks to Canada and the United Kingdom for advances in public sector administration and operations.

However, there are many lessons to be learned from other sectors and industries that could have significant benefit for individual organisations. Failure to identify and harvest the lessons and ideas from other industries will place organisations at a significant disadvantage in the future.

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sjohnston@ibrs.com.au (Sue Johnston) Governance & Planning Fri, 01 Apr 2016 15:37:00 +1100