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Alan Hansell

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Alan Hansell is an IBRS advisor who focuses on IT and business management. Alan is able to critique and comment on IT and business management trends, ways to justify and maximise the benefits from IT-related investment, IS management development and the role of the CIO. Alan has extensive experience in IT management, consulting and advising senior managers in matters related to IT investment. He was a Director in Gartner's Executive program and adviser to over 50 CIOs and business managers and before joining Gartner a consultant with DMR Group. He also worked as an IS professional, manager and industry consultant for IBM for nearly 30 years. Alan is a CPA and Associate of Governance Institute of Australia.

Conclusion: Unless software testing practices are rigorous and enforced, system defects will continue and compromise meeting of service delivery objectives. Whilst defect-free code, and clean vendor software patches, are an objective, their realisation may be as elusive as the so-called paperless office.

To significantly reduce defects, and minimise risks, IT management must implement a program that elevates quality ahead of expediency and pragmatism, even if it is at the expense of the project’s schedule.


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 IBRS found the following vendors had a sustainable solution, ie local support, value for money and met functional requirements:
 
 
•Nimblex based in Melbourne with local development team and a configurable (not customised) solution
•Open Windows with a large Local Government client base and local development / support in Melbourne
•Agiloft with a Sydney office and development based in NZ
•Gatekeeper which has a Sydney office, with local support. It is owned by Cinergy UK and Its user base is primarily outside Australia.
 
 
 
IBRS conducted the market scan, evaluation of responses and developed the demonstration assessment criteria. An RFI was developed which included IBRS' high level evaluation criteria for vendors and demonstrations were arranged which typically took 90 minutes.
 
 
IBRS found the responses of other vendors to the RFI was patchy and did not recommend proceeding to demonstration..
 
What surprised IBRS was the moderate pricing for the licence, implementation.and hosting services. 
 
Pricing was typically based on number of contracts and seats and ranged from $50K to $155K pa (30 users).
 
Nimblex was chosen which quoted one of the lowest prices.
 
 
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Conclusion: Agile teams will struggle to deliver a viable solution (or product) unless they can tap into the business knowledge of an astute product owner who can communicate the objectives of the product and work with the scrum to ensure it meets the stakeholder’s requirements. Without a proficient product owner, the Agile team may lack direction which would put successful outcomes at risk.


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 IBRSiQ is a database of Client inquiries and is designed to get you talking to our Advisors about these topics in the context of your organisation in order to provide tailored advice for your needs.
 

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Conclusion: Keeping the executive informed on how the ICT function is performing while advising it how to take advantage of changes in business technology is an ongoing challenge for every CIO or ICT manager.

Astute CIOs know that to get traction with the executive (or equivalent) they must deliver services required by stakeholders while contributing to strategy debates on how to use new technologies to meet the challenges of the future. Getting traction starts with presenting the right ICT-related information to the executive at the right time.


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Related Articles:

"Can IBRS provide a Checklist for reporting to the Board on Cyber Security?" IBRS, 2017-06-29 01:41:08

"Digital transformation: Top 4 lessons" IBRS, 2018-10-04 13:03:00

"Mind the Gap in the IT and Business Partnership" IBRS, 2014-10-01 20:39:56

 
 IBRSiQ is a database of Client inquiries and is designed to get you talking to our Advisors about these topics in the context of your organisation in order to provide tailored advice for your needs.

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Conclusion: Every dollar spent in supporting legacy systems or BAU (business as usual) represents a dollar that cannot be allocated to digital transformation initiatives. Conversely, organisations without legacy systems (digital natives) can be quicker to market with innovative solutions supporting the digital strategy, as there is no residual debt to repay.

Compounding the problem for organisations with legacy systems is that skilled IT professionals supporting them are likely to be fewer each year, as they leave for greener pastures or retire. To back fill, management must pay a premium to engage skilled contractors who will need time to understand the nuances of the legacy systems and become productive.


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Related Articles:

"Digital transformation: More than a technology project" IBRS, 2018-06-01 04:04:24

"Innovation: Taking action in 2018" IBRS, 2018-08-01 09:14:16

"Make the process for allocating IT resources transparent" IBRS, 2018-06-01 04:17:01

Conclusion: Carried out using reliable cost and performance metrics, a benchmarking exercise can yield significant benefits. Conversely, when costs are unclear and few performance measures are available, IT managers may struggle to justify their budget and enhance service delivery.


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Related Articles:

"Benchmarking - A Waste of Time or a Taste of Wine" IBRS, 2003-07-28 00:00:00

"Identifying and comparing IT costs - Why it is a must" IBRS, 2010-08-30 00:00:00

Conclusion: Just as one size car does not suit everyone, so one IT management reporting structure will not meet the needs of all firms or agencies. While there is no blueprint for developing an IT management structure, there are guiding principles and workplace change management practices to help get the restructure right the first time.

Due to fluctuating IT investment cycles and business transaction volumes changes, IT management reporting structures are rarely static. Consequently, management must be prepared to change IT management reporting structures quickly in response to business changes or when they are not meeting the purpose for which they were designed.


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Related Articles:

"A Digital Transformation Maturity Self-Assessment Checklist" IBRS, 2015-06-30 22:34:46

"Getting traction at the executive meeting" IBRS, 2012-09-23 00:00:00

"Taking care of business - the CIO and the Board" IBRS, 2011-12-27 00:00:00

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