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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The 4 Most Important Skills for an IT Project Manager

The title of Project Manager (PM) assumes a specific set of skills. While PMs certainly qualify as leaders, and the best possess the same qualities that define a great leader, project management is not an abstract art.

PMI defines a framework that is universal enough to apply to any project execution, anywhere in the world, under any conditions, yet, with a very precise set of tools. Some innate talents cannot be taught, but for the purposes of project management, the most important skills can (and should) be learned—and they improve with experience.

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The Fractional CIO Option - Abraic

Not Your Typical CIO: The Fractional CIO Option

Situations abound where a business could use supplemental C-level IT expertise to get through a transitory period of change. Maybe you’re between CIOs, or your senior IT leader needs some temporary executive-level help. Maybe the executive team needs some strategic IT advice, or the IT department needs a “shot in the arm” to get to the next level or deliver a new capability.

Flexible access to CIO-level expertise on part-time or temporary basis can serve to strengthen your IT function. Staffing services or consulting firms will provide a resource to cover strategic and/or tactical IT leadership needs. The resource can help with a short-term transition, organizational change, or other executive-level responsibility. Such a solution provides a viable and affordable option when an expert IT Leader is needed to augment the IT team or the business executive team.

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How to Choose an IT Outsourcing Partner: The 8-Step Resource Selection Process

IT outsourcing can be risky.

You’ll invest a significant amount of time and resources defining your needs, seeking out promising candidates, and evaluating options. You’ll need to clearly communicate what the organization needs, and what level of performance you will expect.

Then, if you start working together and feel like it’s not a good match, the relationship could turn sour. And if you can’t turn it around, getting out of an outsourcing commitment is not easy—especially once the resource has amassed an in-depth knowledge of your processes and systems.

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Partner in 8 Steps https://ctt.ec/8N19F+

Quantitatively, 50% of companies feel their outsourced suppliers are reactive, not proactive; 40% experience a lack of innovation and underqualified resources; and 30% suffer high attrition and costs. (Source: Deloitte)

To mitigate risk, I recommend the following systematic approach to ensure you pick the best outsourcing vendors for your organization. I have used this process on many occasions with great success.

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Why We Are Afraid of Failing in IT, and How to Get Over It

IT executives, IT managers and other techies: I am coming at you!

It’s time to embrace the concept of failing fast. (If you already have, how is it working for you? Please feel free to comment below and share your lessons learned.)

This doesn’t come naturally to a lot of people. We in the IT industry have baggage. So let’s process that baggage together.

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What Does Talent Management Have to Do With IT_ Everything

What Does Talent Management Have to Do With IT? Everything.

As a leader at an IT organization, your first priority is successfully developing your IT product or services. Yet you might find yourself hindered by poor performing programs, or employees who are ill equipped to execute your vision.

One way to infer that your organization isn’t spending the time and effort necessary on talent management is if your employees say (or think) any of the following statements:

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