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Governance & Planning

Conclusion: Until recently, Digital Rights Management (DRM) has been viewed primarily as an antipiracy technology. The recent advances in DRM and digital media management technology now mean that DRM is able to provide significant and new revenue generating opportunities for suppliers of existing or new digital products.

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Conclusion: In politics it is generally considered that the first 100 days of office are critical for a new leader to assert his or her authority. Insightful and visible actions taken during that time instil confidence in the new leadership and set the right tone for the future. Arguably, a similar dictum applies to IT leadership.

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The challenge going forward is to implement the IT Strategic Plan over the next three to five years while continuing to service the business both from an operational point of view, and through the delivery of the appropriate business systems. A particular issue is how to balance the introduction of a new IT architecture based on a services orientated model, while delivering application systems which may not comply with this architecture but are perceived by the business to meet their requirements.

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Conclusion: Tesco’s move to sell its own brand of software has been perceived as a direct threat to Microsoft, but the UK retailing giant signals several broader effects for IT vendors and suppliers, for users, and an opportunity for other companies.

As the world’s fourth largest retailer, Tesco’s market share influences markets and by selling its branded software, it may, over the next two to three years, be a catalyst for change in the consumer software industry.

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Conclusion: Conflicts will arise during the process of purchasing IT assets and services unless there is a clear definition of roles. Put simply, IT management’s role is to identify what is required and implement it, while Purchasing’s is to ensure what is required is supplied at the best value for money and the transaction meets probity requirements.

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Conclusion: Risk management for IT projects or services that involve suppliers e.g. software and hardware suppliers or system integrators, is a more complex activity than the risk management of a project when there is no supplier involvement. There are not only additional considerations that must be addressed in the risk management process; there are also additional risks that will have been introduced through the involvement of supplier(s) of IT products, services or other resources.

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Conclusion: Weaknesses in the approach to risk management, when applied to IT projects, can lead to poor project outcomes. A holistic approach that encompasses people, structure and organisational culture, as well as tools and process, is needed for the successful management of project risk.

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Conclusion: Deciding whether major business solutions, or ICT enabled projects, should proceed to the next stage during a review is pivotal for sound governance.

When lip service is paid to the review process project failure may just be around the corner. This view was put forward by the UK National Audit Office, and was endorsed in the November 2006 Review of ICT Governance by Queensland Government, which stated that one of the three prerequisites to project success is ‘rigorous challenge and scrutiny of projects and programs at each stage of the life cycle’.

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Conclusion: IT/MIS within an organisation can be thought of as a business and, like any business, should have an active marketing plan in place. Such a plan helps the CIO and key members of the MIS group actively promote to all parts of the organisation the value of the services delivered by the MIS Department. The plan should be couched in business terms understood by each user community and not in “IT-speak”.

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As the company has grown a need for more transparency and accountability for IT costs has been identified. Consequently we have revisited our recovery model and made the decision to alter the charge from a fixed percentage of project turn over to a monthly fee per computer. The decision was also made, in line with the new IT Strategy for the Leighton Contractors Group, that ownership and life cycle management of all IT Assets would be the responsibility of the Corporate Information Systems Department and that the monthly charge should apply to all business units.

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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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