A Software Developer Makes a Great Executive Advisor

A Software Developer Makes a Great Executive Advisor

When executives don’t see the outcomes they expect from a technology, they often bring in external help to assess the situation and propose a get-well plan. We have all been a part of those meetings where someone says: Enough is enough! We keep discussing the same issues over and over, but the answer is not in this room. Let’s ask someone outside of this room for an independent opinion.

Often, it’s a management consultant who gets the call for help. But, for most IT issues, executives also need to talk to software developers for their advice and perspective.

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Every Business Is Becoming Digital. Are You Keeping Pace?

Author and professor Venkat Venkatraman recently spoke to the SIM Boston chapter about how IT leaders within established companies can recognize and respond to digital shifts.

The observations and advice that Venkatraman offers in his book The Digital Matrix: New Rules for Business Transformation Through Technology are practical and prophetic at the same time. He covers many valuable concepts including the digitization of business models (products, services, and processes), the future of digital (based on the trajectory of bandwidth, connectivity, and computational power), and how to create and capture value (through scale, scope, and speed).

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Embracing Digital Transformation: Advice from the Big Guns

I’ve come across a few good resources that will be helpful as you navigate your own Digital Transformation journey. More on this in the coming months, but in the meantime:

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Improving Delivery Through Empowerment: 4 Steps to Empower an Agile Team

Your company is moving to Agile from waterfall, and you want to ensure a smooth transformation that keeps projects healthy. As a scrum master working to transform a traditional waterfall SDLC process into an Agile one, I have learned a few pointers when navigating this transformation. An important concept to keep in mind during this transformation is empowerment.

One of Agile’s core tenets is the value of “individuals and interactions” over “processes and tools”. The idea is to foster a high-velocity decision making process, which hinges on open and honest communication in a co-located environment. However, implementing this change can be very difficult for team members who have previously worked on waterfall projects. You may find employees reluctant to volunteer for work, or hesitant to take on new challenges. Why is this so?

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A Maturity Model for Vendor Relationships: You Can’t Marry All of Them

Vendor management is an internal IT function that often has room for improvement. A maturity model is a helpful tool for evaluating the state of any given vendor relationship, and determining the overall balance of your organization’s dependency on vendors.

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The Cost of Quality

Every organization thinks about the quality of the goods and services they produce. After all, their name is on the line. Not all companies, however, pay attention to the money they’re spending to reach that level of quality. On average, a company’s total cost of quality is equal to about 25% of their sales. Keep in mind this is only an average—some spend as much as 40-50%. These big spenders are the ones who can benefit most from tracking their cost of quality.

IT departments are increasingly responsible for not only the quality of internal IT services and projects, but also for customer-facing deliverables. Digital transformations are sweeping across businesses in all industries, heightening the need for IT leaders to understand, analyze, and track this key metric.

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How to Prioritize IT Initiatives Without Losing Friends: 5 Success Factors

A Black-and-White Prioritization Process: Quick and Uncomplicated

First, a common definition of success: IT initiative prioritization is a mechanism to calendarize and budgetize investments in IT, which is agreed upon by all stakeholders. This is a stretch goal for most organizations. In fact, some may argue that achieving a consensus among all stakeholders is not possible. But the only way to increase IT’s effectiveness is to drive consensus on how to use limited resources to achieve the most critical outcomes.

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IT Professionals Should Watch Their Language

When someone’s job description is “firefighter,” you know exactly how they can help you. If your house is on fire, they will put it out. We don’t call a firefighter a “long hose operator.” That may be technically accurate, but incomplete and unclear to those of us outside the fire station.

Naming conventions based on consumption make so much more sense than those based on operational or technical specs.

IT professionals want to be recognized for creating business value. Yet too often they are referred to as people who merely provide technology. It’s frustrating. To understand the disconnect, consider how IT professionals talk about themselves and their projects. Common IT titles include software development lead, SAP project manager, or something else referencing their specialty. A lot of project names I see include “cloud migration,” “system integration,” or “upgrade.” If you verbalize what you do through technology, you will be perceived as a technology-centered person.

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PM Pointers: Managing Superstars

Part 5 in our 5-part Managing Needy Team Members series.

As project managers, we often run into team members that require a great deal of attention. In an opening post for this series, we discussed a general approach to dealing with resources that need TLC. This post offers techniques for managing superstars, who are often in need of TLC but it is not as apparent.

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PM Pointers: Managing a Team Member with a Personal Agenda

Part 4 in our 5-part Managing Needy Team Members series.

As project managers, we often run into team members that require a great deal of attention. In an opening post for this series, we discussed a general approach to dealing with resources that need TLC. This post offers techniques for getting the most output out of folks who see the project as a way to achieve a personal agenda. In one way or another, these team members have no interest in doing what is best for the team, but rather what is best for themselves.

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