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Governance & Planning

Conclusion: Evaluation and measurement are creative activities in the technology business. In terms of evaluating the productivity benefit of broadband, the creativity needed is quite high. Finding a standard ROI assessment approach is not easy and designing better methods to locate broadband productivity is another challenge.

In terms of measuring broadband, the methodology applied, is critical for understanding how broadband contributes to productivity. As the broadband debate rages over both sides of the Tasman, the need for a better designed research project that determines the extent to which broadband contributes or not to productivity of knowledge workers should be a priority for organisations in the IT industry.

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Conclusion: Most organisations aspire to be innovative and offer better services to their clients at lower costs. In some cases innovation programs span many years and acquire a life of their own, while in others they are tactical and focused on meeting short term goals.

Because most programs focused on innovation rely on having superior business intelligence or a smarter systems solution, active participation from IT management and staff is paramount. The article presumes all opportunities identified have a high IT component.

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Conclusion: When future generations sift through the decade 2000-2010 they will wonder why so much effort was put towards understanding, managing and developing broadband and why many talented minds produced hundreds and hundreds of reports proving the benefits of this broadband. But as the current generation is stunned at the ignorance of history’s scientists, the same fateful judgement may rest on today’s analysts of broadband.

Policy makers and the community rely on interested parties to submit analytical reports which will have a determining influence on Broadband and its many affiliated industries and social projects. Unfortunately many, if not most, of the analysis from the interested parties is poor or even fallacious. If policy makers want to understand and steer broadband they will have to use much better analysis than is the currency of today.

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Conclusion: Many organisations have IT steering committees that are considered to be ineffective due to a combination of poorly defined committee charters and ineffective leadership. Restructuring of the committees and resourcing them with appropriately skilled business executives can result in IT Steering Committees that add significant strategic value to their organisations e.g. by prioritising IT projects based on business need and risk.

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Regularly reviewing the quality and maturity of the IT service management processes in an organisation through a comparison with a comprehensive set of consolidated best practices provided by the IT Infrastructure Library (ITIL) will provide an understanding of where improvements can be implemented and where investments can be made which will achieve an appropriate return. Acting positively on the outcomes from these reviews and, by so doing, providing a measurable incremental improvement, will enhance the relationship between business users in an organisation and the IT Department. Such a review should be undertaken at least annually and preferably by an independent third party.

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Conclusion: Through the 1990s many organisations established Project Management Offices (PMOs). Also known as Project Offices and sometimes as Strategic Project Offices, these were generally set up within the IT organisation and were driven by the desire to take a more focused, financially responsible and standardised (read template-driven) approach to project delivery.

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Conclusion: Environmental issues and conservation are now mainstream in almost all areas of commerce and an increasing focus in computing, driven in part by economic and energy considerations. Governments, ICT vendors, providers and consumers must focus on sustainable computing as part of their quest for good citizenship. All participants in the ICT industry will have to respond by adopting and demonstrating sustainable computing principles, whether they want to or not.

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Conclusion: Even with software to automate research functions and aggregate data, many organisations do not have a clear understanding about their customers. This condition of near blindness is made more difficult in large and diverse organisations, where it is obvious that a whole customer perspective would be commercially advantageous, but is challenging to obtain.

By a mixture of technology and astute strategic planning, it is possible to gain customer insights but to do so requires precise planning, setting objectives and indicators, in conjunction with methodologies to gain feedback.

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Conclusion: Lack of involvement of business unit management in IT has been found to be one of the main contributors to the difficulties that can arise in the IT/ business relationship. There are however a number of initiatives that can be instituted, particularly in Applications Development and Project Management, which have been found to have a very positive impact on the relationship.

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As IT becomes more strategic and essential in organisations, it is important that business management understands the “business of IT”. The “business of IT can be defined as the organisational structure required to deliver IT services, what IT services are to be delivered through that structure, the resources required and the business plan to ensure the delivery. It is imperative that IT costs are totally transparent and that IT performance can be measured and reported regularly to business management to enable informed decision making. Better understanding by clients of the “business of IT” is critical for the creation and maintenance of a productive relationship between IT and the business.

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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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