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Conclusion: Organisations either recognised early that digital transformation was essential to meet the competitive demands of their respective markets or accepted that general community expectations had increased where digital transformation of traditional business operations, processes and services was no longer expected and demanded. Digital transformation became the next big thing in organisations and initiatives were launched in earnest everywhere. While there are always success stories, many more have been less than successful and their stories have some very common themes. To make digital transformation work for the long term it is critical to avoid these mistakes.

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"Agile: The other considerations" IBRS, 2018-03-31 06:46:04

"Digital transformation will fail without capable leaders" IBRS, 2018-09-04 13:40:06

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

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 behaviour and strategies adopted in the IT professional role are unlikely to guarantee success in the new role. This is because the new role is typically a multi-dimensional one in which there are more stakeholders, outcomes are elusive and feedback is minimal.

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Conclusion: Organisations undertake strategic planning activities on a regular basis, whether it be every three years or a rolling review every 12 months, to establish goals for the following three years. However, a review of many strategic plans and more specifically the resulting programs of work are often developed from the perspective of the project rather than the business benefits being sought. Understanding each investment and plotting that investment within an investment matrix will provide executives with a perspective about the balance of their ICT investment portfolio. Strategic investment goals such as planning an allocation for innovation will support execution of plans and achieving strategic goals.

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"Benefits management: Keeping it real" IBRS, 2018-07-05 03:02:17

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"Project review: Active assurance" IBRS, 2018-03-06 07:02:37

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

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.

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"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: Strategic thinking, planning and problem solving often involve bringing together a team of knowledgeable contributors who need to analyse, debate, discuss and decide on key issues around the topic they are trying to address. Mind mapping can be a powerful technique for helping to stimulate the ideas, plan actions, and even communicate the output of the thinking.

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

"Mind Mapping Practitioners Course" IBRS, 2018-03-04 05:45:02

"Mind mapping at work Part 1: Core business skills" IBRS, 2018-07-05 03:15:19

"Mind mapping software: Going beyond pen and paper" IBRS, 2017-11-02 04:20:45

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.

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"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: Innovation is top of mind for many CEOs across Australia. In fact, more than 86% recognise that they need to invest more in R&D and innovation as part of the company strategy. However, there is a significant gap between the aspirations of organisations and the reality of innovation within these companies and entities. Knowing what behaviours should be demonstrating and having a plan will improve the alignment betwee.g.als and achievements. Most CIOs are being asked to drive innovation for the business, yet innovation is still more rhetoric than substance.

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

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

"Running IT-as-a-Service Part 39: Keeping digital transformation alive" IBRS, 2018-03-06 06:50:51

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.

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

Conclusion: With business demands driving CIOs to be more innovative and apply digital innovation, Agile project management methodology is being adopted to manage customer-centric projects to create minimal viable products quickly. Agile methodology is used across technology teams in government, healthcare, education and the private sector. The benefits of Agile versus traditional waterfall project methodology such as PRINCE2 include stronger engagement with the business and product owners, better business outcomes, reducing the time to deliver a minimum product and cost savings.

This research paper looks at Harvard Business Review’s comparison of when to adopt Agile project management or when it may be more suitable to apply a PRINCE21. With the prevalence of Agile projects, 50 % of IT staff interviewed across NSW are seeking to upskill and become accredited in Agile project management techniques. This paper includes reference sites on where to gain further insights on Agile project methodology and accreditation.

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"Agile: The other considerations" IBRS, 2018-03-31 06:46:04

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Conclusion: Mind mapping is a tool that facilitates “whole-brain” thinking. It is a technique that can be applied to all forms of the thought process, particularly to memory, creativity and learning. Within an organisation, the use of mind mapping as a visual and graphic thinking tool can help improve business processes and practices, solve problems, improve decision making, rethink strategies, set goals or simply improve the day-to-day efficiency of working within the organisation.

By encouraging and training individuals and teams within organisations to utilise mind mapping, organisations can benefit by improving thinking processes and developing daily habits that improve productivity and outcomes.

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"Mind Mapping Practitioners Course" IBRS, 2018-03-04 05:45:02

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