Governance & Planning

Conclusion: Project Management in organisations is commonplace. Reviews are essential, but often overlooked. Project reviews completed during the life of a project should include appropriate stakeholder groups and focus areas. Reviews that are inclusive of the groups not directly involved in the delivery of project activities and objectives can assist in identifying communication and brand perception issues. A clear and concise review program applied to projects can increase the likelihood of project success and improve the organisation’s brand image.

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Conclusion: Australian organisations in both public and private sectors enthusiastically identify and implement best practices from around the world. After considerable time and effort has been allocated to implementing these processes and tools the results are all too often less than satisfactory. There are many best practices, frameworks and tools to assist in the optimisation of IT but there are two key problem areas that if overcome, can make a significant difference in the benefits that organisations will derive from best practice implementation.

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Conclusion: With the migration to complex hybrid sourcing strategies, traditional IT organisations based on ‘plan/build/run’ models won’t be suitable for acquiring public cloud services in an increasingly changing market. This is due to vague understanding of service total cost of ownership and limited contract negotiation skills. IT organisations wishing to rely on external services must evolve to ‘plan/procure/govern’ structure to emphasise strategic service planning and hire specialised service procurement skills. This paradigm shift requires CIOs to restructure IT procurement with a view to run it as-a-service to other IT groups and business lines.

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Conclusion: The rapid adoption of SaaS by HR departments is a herald of the way IT departments will need to reinvent themselves. SaaS means that IT will not control everything, but there is an important role for influencing how the organisation adopts. IT needs to proactively develop relationships with business units in order to establish itself as a partner to business and create an environment which will ensure that advice is sought early, and not only when integration issues arise. This mind shift, from utility to partner, is critical but may not come naturally to the mindsets that have been so good at running traditional IT departments.

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Conclusion: CIOs have a pivotal role in ensuring business and IT transformation and major change initiatives succeed. As they are both disruptive to business and IT operations and typically involve retraining staff while implementing new information systems, CIOs must be innovative and exercise a strategic leadership role. If they do not, project failure is almost inevitable.

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Conclusion: There has been considerable research and media coverage on the role of the CIO and its relevance in the new digital era. Cloud services are making big inroads and traditional responsibilities are changing. This could signal the end of the role of CIO in organisations or, at the very least, dramatically change the scope of responsibility and divide the function. Over the next 3-5 years many CIO roles will be restructured into two roles and this is already occurring internationally and Australia wide. Organisations are making this change because they need to position for change and growth and they do not feel that the CIO can lead that change. In many instances the CIO either leaves the organisation or is allocated to run internal operations and a new digital chief is appointed for the more externally facing growth positions. Savvy CIOs will position themselves to lead this alignment activity, divest responsibility for low growth value activities and remain relevant into the future.

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Conclusion: Software Asset Management (SAM) is not simply a set of technologies: it is a set of ongoing organisational practices and processes. Prior to embarking on SAM, organisations need to ensure that the foundations for a successful program are in place: identification and education of executive stakeholders, clarifying the scope of the SAM and setting clear and measurable objectives as well as identifying the sources and quality of information required.

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Conclusion: Innovation is becoming increasingly important in the 21st century organisation, whether it be companies growing or keeping their customers or the public sector, trying to deliver services with ever decreasing budget – innovation will play a key role as established models for business processes become increasingly under strain. A crucial part of innovation is ideas management. Ideas management involves how to generate and capture ideas, how to select and progress ideas and how to diffuse ideas.

Many organisations focus on the tools and technology available to improve idea management within their organisation, but this ignores the other important elements including strategy, people and processes, resulting in a low level of maturity and often a poor performance of implementing ideas. Improving maturity across all the elements of idea management increases the opportunity to find the best ideas and get them implemented. While a high level of maturity across all elements may not be feasible or desirable, organisations should identify those areas that are important and ensure they optimise these.

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Conclusion: Some SaaS service providers can exercise ‘exit for convenience’ contractual terms by giving no more than thirty days termination notice. As a result, SaaS users will be at a high risk to recover services on time and without data loss. Therefore, IT organisations wishing to migrate critical services to public SaaS should develop a Contingency Plan and test it regularly. The Contingency Plan establishment cost should be incorporated into the business case for public SaaS migration.

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