Conclusion: Project Health Checks and Gateway Reviews are an excellent way of assessing the progress of a significant project, identifying issues and taking a corrective action approach that is in the best interests of the organisation. One of the obvious and highest risk periods for projects to go off the rails is the period between when a contract has been signed with a supplier and go-live day. Organisations can ensure that they have all the other elements for a successful project in place such as aligning with the strategic goals of the organisation, a rigorous options assessment resulting in a robust business case, a good governance framework and solid project team, and still have major challenges. There are some softer signs to watch, so that if is action is taken quickly, project failure can be averted.
Governance & Planning
Conclusion: Cloud migration should not be a quick and dirty job just to upload the current business systems with their inefficiencies, only to get rid of the in-house hardware ownership. It should be considered as an opportunity to clean IT and business inefficiencies at the same time. IT organisations wishing to migrate to public Cloud require a new methodology to avoid incurring unforeseen consumption cost and to address business processes overheads. Strategies are needed to measure code inefficiencies and develop a remedy roadmap whilst building the case for public Cloud. Only efficient code should be released to public Cloud unless there are other benefits which make the overall migration cost-effective. This will ensure IaaS usage remains within IT budget.
Conclusion: When architecting a payroll environment it is best to align to employment types not to departments. The payrolls are simpler to establish and run, cost less, and are in a form that can be outsourced to specialist payroll BPaaS providers.
Conclusion: Productivity is one of management’s major objectives. This is generally understood but not always executed. As an enabler of organisational functions and productivity, IT needs a precise understanding of the concept in order to fulfil organisational productivity.
Conclusion: Failure to understand the nuances present in clinical environments can lead to experienced ICT professionals making fundamental errors. These errors can impact patient safety.
Conclusion: IT managers who discourage staff from using consumer oriented technologies could be doing themselves a disservice. Whilst there are risks of data leakage or cost blowouts from over-usage of external computing resources, the unexpected benefits such as identifying new patterns of buying behaviour or using data analysis to identify welfare fraud, far outweigh management’s concerns.
Conclusion: Financial models provide insights and support better understanding. Using the right model depends on a thorough knowledge of its output and what it means. A powerful and valid model must have currency outside IT.
Conclusion: Over the years, many ICT professionals have moved from roles in commerce to roles in Health without recognising the unique challenges presented by clinical environments. The result is an underperforming, expensive and misaligned ICT service that soaks up hundreds of millions of dollars annually for minimal patient benefit.
Conclusion: While the concept of bundling and outsourcing of IT services is simple, its pricing regime based on dedicated devices available and not client applications processed, frustrates efforts to make IT costs transparent to business managers.
Conclusion: With increasing pressure to digitise extra services to clients, now is the time to review the effectiveness of the partnership between IT and business units. Unless it is strong the capacity to deliver the extra services will be at risk.