Andy Nemtzow

Andy Nemtzow

Andy is a Lean Six Sigma black belt with over 30 years of IT leadership, consulting, and project management experience, including oversight of ERP, Portfolio Management, Enterprise Architecture, Vendor Management, Business Planning, QA, and BI functions.

Blog Posts

Prix Fixe Menu

Organizational Culture Eats Agile for Breakfast, Lunch, and Dinner!

“Culture eats strategy for breakfast,” is a famous quotation attributed to the late business management guru Peter Drucker. While a debate continues as to whether Mr. Drucker actually said it, the statement itself merits further exploration.  I believe it means that any great strategy regardless of the depth of research, hard work, number of paid consultants, and even its own brilliance, will not achieve its intended future state if it fails to take an organization’s culture into consideration.

For part three in my Agile journey series, I will examine the importance of addressing cultural elements to achieve a successful Agile transformation. (more…)

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Agile Maturity GPS

Before Starting Any Agile Journey, Know Your Destination

The promise of Agile is speed to market for delivering incremental value to the customer, but why is the adoption of Agile in organizations so difficult and slow? As addressed in my recent blog post, “Are you Using, Doing, or Being Agile?” Agile adoption takes more than just checking boxes, but rather is a complex, multi-phase journey. And any unfamiliar journey requires the navigator to know the destination. Have you tried using GPS without entering an address? Understanding where you are headed is a key component of any successful endeavor. (more…)

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The Fallacy of Multi-Project Resource Allocation

Organizations tend to divide the same resources over multiple, simultaneous projects and still expect the same level of productivity as if each person were dedicated to just one project.

PMOs, project managers, and resource managers need to reexamine this practice of assigning the same person to two or more projects at once. A project with many or all resources allocated to multiple projects usually run late, creating a ripple effect on all other projects.

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Finding the Right Champion for Change

Change is HARD. As a matter of fact, I often say “technology is easy, but people are hard.” You can guess the reaction I get from technology-focused individuals when I make this statement. For an organization to grow, be successful, compete, and embrace technology and new processes, change is required.

There are many excuses given for why IT fails to focus on driving change in their organization and across the enterprise? Here are just a few:

  1. Change is not my job. I am here to deliver technology, not drive change in the enterprise.
  2. Change is opaque. People are not binary. They have feelings, opinions, and agendas. I do not know how to alter things like mindsets.
  3. Change is hard to quantify. I can’t tell if change is happening or if I’m making progress toward a desired end state.

Yes, change is hard and often overlooked by IT organizations. But it is required for technology and process adoption and therefore requires dedication in the form of a champion.

Change without a champion is likely to fail.

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agile adoption - changing shapes

How Amica Reshaped Its IT Processes: An Agile Adoption Case Study

Rhode Island-based Amica Insurance provides auto, home and life insurance nationwide and employs more than 3,800 people in 44 offices across the U.S.

Amica was looking to upgrade its web and mobile applications. To reach its goal, the IT team established a digital program and decided to pilot an Agile SDLC framework for rapid and iterative delivery of customer value.

The Agile implementation worked for Amica because the organization from top to bottom accepted a bit of discomfort in the short-term to give the change effort a chance. Management agreed to support decisions made on the front line. Product owners, SMEs, and developers were game to try new approaches and grew professionally. In return, they achieved a level of productivity and speed they had not seen before. Here’s how we helped.

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Tutorial Running a VSM Workshop - Abraic

Tutorial: Running a Value Stream Mapping Workshop

A Value Stream Mapping (VSM) workshop is designed to plan process improvements by mapping the current flow of information and materials, generating an ideal future state for that flow, and putting forth a high-level plan to achieve the future state.

Here is a tutorial explaining the process and expected outcomes from a VSM workshop:

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The Keys to Managing Your Outsourced IT Resources

Congratulations! You’ve decided to outsource some of your IT services, based on a sound resourcing strategy. And you’ve found a reliable outsourcing partner. Now you need to manage your outsourced IT team.

If you’ve ever managed a vendor, you may have had one of the following thoughts cross your mind:

  • “This team just doesn’t get it. I have repeatedly expressed how they can be successful here, but they keep doing the opposite!”
  • “We didn’t award them a new project they bid on, and now it seems there is a lack of interest in the entire account.”
  • “The resources assigned to this contract are incompetent, but the account exec is unwilling to switch them out.”
  • “During management updates, they only focus on the positive. They are not being transparent.”

Such warning signs usually mean a key resource management responsibility has been fumbled or forgotten.

To set yourself up for success, manage your outsourced IT resources on two dimensions: the relationship and the outcomes.

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IT Outsourcing- Selection Process- Abraic1

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.

TWEETTweet: How to Choose an #ITOutsourcing
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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IT Outsourcing- What’s Your Resourcing Strategy?

IT Outsourcing: What’s Your Resourcing Strategy?

IT departments have been outsourcing for decades. At the same time, there are many organizations who still perform most of their IT services with internal resources. Whether you’re a first timer or have years of experience outsourcing, you should constantly review and update your sourcing approach as part of your IT strategy to ensure you are positioned to support your company’s objectives.

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