ConclusionTurning expected outcomes identified in the business strategy into reality, is high on the agenda of most senior managers. What is not well understood though is the role sound planning has to play in ensuring the outcomes are realised while meeting the typical project performance criteria such as delivery on time, costs kept within budget and ability to meet agreed service levels.

Project planning skills are not acquired overnight. They are based on a sound understanding of the project life cycle, as depicted in the diagram below, the ability to unravel the business strategy and plan the IT-related activities (tasks) needed to facilitate workplace change.

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Alan Hansell

About The Advisor

Alan Hansell

Alan Hansell is an emeritus IBRS advisor who focused on IT and business management. Alan specialised in critiquing and commenting 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.