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.

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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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Improving Business Processes: How to Run a Value Stream Mapping Workshop

Value Stream Mapping (VSM) has its origin in manufacturing, but has been successfully adopted for business processes. Why should IT consider conducting a VSM workshop?

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IT Must Learn to Fail Fast to Succeed

Innovation is an imperative for all organizations, and particularly IT. With that imperative comes the need to fail fast.

In Fail Fast or Win Big, Bernard Schroeder writes that it is not just leadership, culture, and technology that make for a successful startup, but also speed and timing. It has become easier to launch prototypes and get instant feedback via such tools that range from free online tools, social media, crowdfunding, and crowdsourcing. Startups can learn faster and pivot to new options, thus reducing the risk of outright failure.

Entrepreneurs have reached an extraordinarily high maturity level of innovation and failing fast. Startup methodologies have been honed in the US and globally, making small innovators big threats to established enterprises. As a result, larger companies are adopting startup methodologies—including fail fast—for themselves. Unfortunately, many IT organizations are laggards in this regard.

IT should be leading the way. If we don’t, we will be asked to get out of the way!

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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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Lessons on Failing Fast from Outside the Corporate Bubble

The benefits of “failing fast” have been well documented and embraced in startup circles. Yet in IT, project cancellations are rare. Organizations exert tremendous energy on making the best of IT initiatives that are bound to fail. When failure is not an option, failing fast is a foreign concept.

There are many factors contributing to the fear of failure in IT: culture, governance, strategic alignment, budgeting practices, contract structures, and more. That said, IT leaders need to learn from others.

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IT Governance Must Evolve or Die

Bureaucratic, static IT governance models of the past no longer work in organizations where the IT function is to enable business innovation and customer engagement. For IT governance models to be effective in today’s evolving marketplace, they must be more closely linked with business governance.

What concrete benefits and tangible value are you receiving today from your IT governance processes?

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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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