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Governance & Planning

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.

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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 pragmatic approach which considers the culture and relative maturity of the organisation will assist in improving this key area of IT investment governance.

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Conclusion: One IT-as-a-Service strategy remains to migrate legacy systems to SaaS to reduce cost, improve service level and achieve excellence in end user experience. However, large-scale ERP SaaS migrations are still not imminent, primarily due to the significant ERP customisation made by Australian organisations during the last twenty years, which prevent the use of standard SaaS architecture without re-engineering the business processes. However, it is worth noting that there are third party ERP maintenance and support services, which used in the short term may result in up-to 50 % reduction in the current yearly maintenance and support cost.

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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 digitally based transformation of the business.

Take the necessary actions in a graduated approach to make the required transitions endure.

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Conclusion: In order to develop an IT transformation program it is important to understand today’s operational and workplace context and use the insights gained to shape the way change can be achieved with a minimum of risk.

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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 non-digital organisations that have lost out to digital competitors.

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Conclusion: The full financial maturity model provides more detail which can be applied to organisational requirements.

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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 and sponsors – that if the project fails to deliver they are not to blame.

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Conclusion: Proficiency in financial analysis and concepts is critical for management. Assessment of an organisation’s skills establishes the requirements necessary to raise abilities. The financial maturity model can assist with the process of setting those requirements.

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Conclusion: Big data and analytics projects can learn important lessons from the domain of information security analytics platforms. Two critical factors to consider when planning deployment of an analytics platform are: the need for a clear business objective and; the depth and duration of organisational commitment required. Without a clear understanding of the objective of the analytics project, or adequate resource commitment, the project will likely fail to deliver on expectations. The worst outcome is that inadequate investment in people could result in an organisation drawing incorrect conclusions from the analytics platform.

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In the News

New cyber security rules reset $8b cloud marketplace - Financial Review - 26 July 2020

Philip Nesci, IBRS adviser and former CIO, has warned that agencies will need to get their information management sorted out to capitalise on the new rules. ‘‘Agencies need to identify their...
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Australia can build a culture of employee-led innovation - DropEverything - 24 July 2020

IBRS advisor Dr. Joseph Sweeney discusses why it falls to individuals to look at improving their work in a post-COVID world. Dr. Sweeney comments on the need to build a culture of innovation that...
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Outdated work from home policies bog down Aussie businesses - Computer Reseller News - 6 April 2020

IBRS analyst Dr. Joseph Sweeney provides best practice-advice on working from home in the current pandemic situation. Dr. Joseph Sweeney discusses current working from home policies which are...
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Centrelink crashes under demand for crisis payments - Australian Financial Review - 23 march 2020

IBRS workforce transformation advisor Joseph Sweeney said many government departments had to navigate difficult IT environments that were only part-way through their digital transformations, with...
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Inside EY's security work at ANZ - Australian Financial Review - 3 March 2020

"There is more security work to go round than there are resources. So I don't think the market is that crowded. It's important to remember that security is not something you buy and then it's done;...
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