Main
Log in

Peter Bickerton

This email address is being protected from spambots. You need JavaScript enabled to view it.

Peter Bickerton is an IBRS advisor covering strategy, program and project governance, developing and critiquing business cases and reviews. Peter is an experienced program board executive in enterprise ICT transformations across business development and national infrastructure replacements.  Peter is an executive mentor and coach improving workplace environments and maximising productivity and improving key stakeholder relationships. Peter has held senior executive positions including CIO and Deputy CEO in both operational and service delivery roles in the Federal Government as well as twenty years of experience in law enforcement both overseas and in Australia.

Conclusion: Conducting effective business impact analysis details the business functions and provides further insight into the relative importance of each function and its criticality. The information is then used as the main source to develop business recovery strategies, the priority of restoration and identification of resources to aid in the restoration of business services. However, there are many challenges in performing this critical step in order to be best prepared when those business disruptions do occur.


Register to read more...


Conclusion: Effective project managers prize the importance of capturing lessons learnt during the life of a project, but too often, it is just a necessary task to complete at project closure. By following simple tips and adhering to some techniques, project managers can get increased benefits for themselves and the organisations they work with.


Register to read more...


Conclusion: Organisations need to plan to quickly and successfully recover business operations by creating and updating business continuity plans (BCPs) supported by disaster recovery plans (DRPs). However, there are many challenges to overcome in order to keep these plans useful in readiness when business disruption eventuates.


Register to read more...


Conclusion: “C-suite” leaders including CIOs and IT managers must continually adapt and change their mindset to be digitally savvy in order to keep pace and influence the digital revolution at the workplace12. Failure to do so will increase risks to implement initiatives whilst harming their own careers and those under their care.


Register to read more...


Conclusion: The 2018 CIO survey1 revealed that the CIO’s influence is stalling, with fewer CIOs on executive boards. However, improving business processing is still the #1 operational priority. To address this priority, CIOs and IT managers should use everyday tools such as calendars to better collaborate with their staff by exploiting and promoting the features of the tools at their fingertips.


Register to read more...


Related Articles:

"Mind mapping at work Part 2: Business thinking and outcomes" IBRS, 2018-08-01 09:56:26

"Real-Time Co-Authoring Part 2" IBRS, 2015-12-02 20:08:00

Conclusion: There are many strategies to consider as well as challenges to be aware of when migrating from a traditional waterfall development methodology to an agile methodology. Plan and prepare carefully and be patient during this transition and anticipated benefits will be realised.


Register to read more...


Related Articles:

"Buying agility" IBRS, 2012-01-30 00:00:00

"SNAPSHOT: Agile services spectrum" IBRS, 2018-05-04 19:10:01

"When the Stars are Aligned use Agile" IBRS, 2016-04-22 23:15:40

"When to use Agile project management" IBRS, 2018-07-05 03:29:21

Conclusion: The CIO’s role has changed considerably over the past couple of decades, from “keeping the lights on” and working on cost-saving initiatives (automation) to expanding into embracing new technologies and enablers to transform the organisation. The importance of this has created additional roles like the Chief Digital Officer (CDO) to lead this critical activity.


Register to read more...


Related Articles:

"Digital Strategy Part 1: What are the traits of digital leaders?" IBRS, 2018-02-01 10:26:23

"Innovation - The new core competency" IBRS, 2012-06-29 00:00:00

"Inspirational leadership core qualities and behaviours" IBRS, 2017-11-02 04:18:41

Conclusion: The role of being a supportive follower is overlooked as compared against the literature of being a leader. Everyone is a follower, yet by a factor of over 1,000 to 11, information is overwhelmingly written about how to be a better leader rather than about being a follower. As a leader, there are many benefits in identifying traits of what is required in a follower. There is also a strong overlap in the behaviours of being an effective leader as there is in being an effective follower. Both roles are just as important as each other and yield significant benefits to the organisation and individuals when realised.


Register to read more...


Related Articles:

"How to select the best candidate using behavioural interview questions and techniques" IBRS, 2018-03-31 06:59:01

"Inspirational leadership core qualities and behaviours" IBRS, 2017-11-02 04:18:41

"Traits of a successful Chief Technology Officer (CTO)" IBRS, 2017-07-03 23:28:58

Conclusion: Being able to deal with workplace conflict quickly and effectively reaps many rewards. There are different strategies that can be used to deal with the differing types of conflict in the workplace. Being mindful that personality classifications are fluid states of being, i. e. there is no such thing as a pure introvert or extrovert1, in a recent survey2, slightly over 50 % of IT professionals classified themselves as introverts, another 20 % as extroverts and a quarter as “ambiverts” (neither one nor the other). So there is also a requirement to be mindful of what strategies work well (or not) with the differing personality traits of all involved at the time.


Register to read more...


Related Articles:

"Benefits of a great working relationship with the CIO" IBRS, 2018-06-01 04:12:19

"Future-proofing your ICT team: Predictions and mitigation" IBRS, 2018-02-01 10:12:40

"Virtual Teams need new skills and behaviours" IBRS, 2017-03-04 16:53:02

In the News

ANZ business users calling the shots in ICT decisions

Conducted by Australia’s Intelligent Business Research Services (IBRS) and commissioned by TechnologyOne, the survey of 261 business leaders in ANZ has shown that business functions are having more...
Read More...

Managed security: a big gamble for Aussie IT providers - CRN - 02 August 2018

TechSci Research estimates the Australian managed security services (MSS) market will grow at a CAGR of more than 15 percent from 2018-23 as a result of the increased uptake of cloud computing and...
Read More...

Kids, Education and The Future of Work with Dr Joseph Sweeney - Potential Psychology - 25 July 2018

What is the future of work and how do we prepare our kids for it? Are schools and universities setting kids up for future success? Does technology in the classroom improve outcomes for kids? Should...
Read More...

PageUp starts rebuilding and looks to learn lessons after data breach nightmare - AFR - 27 June 2018

The timing couldn't have been worse for PageUp; two days before Europe's new data protection regime came into force the Melbourne-based online recruitment specialist's security systems detected...
Read More...

Australia is still in the cyber security dark ages - AFR - 28 June 2018

In terms of cyber security years, Australia is still in the dark ages, a period typified by a lack of records, and diminished understanding and learning. We're only a few months into practising...
Read More...

Subscribe to IBRS Updates

Invalid Input
Invalid Input
Please enter a valid email address
Please enter your mobile phone number
Invalid Input

Get in-context advice from our experts about your most pressing issues or areas of interest

Make an Inquiry

Sitemap

Already a subscriber?

Login to read your premium content.

        Forgot your password?
Recently Viewed Articles