IT Portfolio Management and the Squeaky Wheel Effect

We’ve all seen it: “the squeaky wheel gets the grease.”

This idiom has become synonymous with the idea that, in any organization, the person who complains, bellows, shouts, and stomps their feet the loudest will be first to get attention.

Squeaky-wheel types aren’t necessarily negative or harmful. Some Squeaky Wheels are simply annoying. Some have valid ideas that deserve the attention they seek.

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Lack of Governance is Always* the Problem

*For every single Abraic client engagement over the past 20 years, a lack of effective governance has been one of the first issues we identify and resolve.


When IT assets (e.g. software, hardware, or XaaS) are underutilized, underperforming, or underwhelming the business, the root cause of the problem is almost always ownership.

Consider an underperforming asset at your company. Is the department managing the technology the same department that paid for it?

Typically, IT assets are not purchased by IT.

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Everyone Is Moving to Agile. Should I

Everyone Is Moving to Agile. Should I?

Ever since the Manifesto for Agile Software Development was introduced back in 2001, organizations have questioned whether the newer alternative methodologies would be a good fit for their business.

Meanwhile, as Agile’s popularity grows, there is increasing pressure on IT departments to adopt the approach.

While the benefits of Agile can be compelling, those benefits are contingent on a specific set of pre-existing organizational characteristics. The presence or absence of those characteristics will determine whether the Agile approach will result in success or failure.

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Project Charter - Abraic

Making the Most out of the Project Charter

When a project charter is not focused on outcomes the eventual results are bound to be disappointing. A business case for a project typically describes expected benefits as a justification for the effort. However, the charters typically fail to mention these benefits and lay out operational aspects of a project, such as scope, timeline, budget, approach, governance, workflow and team structure.

Why do we lose sight of the reasons we are doing this? The answer may be that it is easier to measure and manage operational metrics, while outcomes are not hard wired to a technology solution.

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Why Projects Fail to Deliver Business Value

What stands in the way of business value? Business executives often feel that their organizations’ IT departments simply don’t deliver what’s needed from expensive projects and programs. Sometimes they will say “Well, it took a long time, but we finally have a system that is making a difference for us,” or, “It cost us double what was originally promised, but it’s a night-and-day improvement over what we had before.” These are actually positive comments because they speak to the overall success of a project.

Unfortunately, more often than not, we hear that a solution fell below expectations – the business did not get what they paid for.

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