The Iterative Vendor Engagement Model

Whitepaper Preview: The Iterative Vendor Engagement Model

The following post is an excerpt from The Iterative Engagement Model: A Calculated Risk and a Whole Lot of Reward.

The traditional vendor engagement model is flawed.

Technology initiatives are only getting more and more complex, time consuming and costly. Consequently, the risks associated with technology investments continue to pile up.

Complexity increases the number of weak links, prolonged timelines introduce changes to landscape and priorities, and budgets are inevitably blown by vendors that offer unrealistically low costs that they cannot later sustain. While some organizations may feel that the problem is the result of selecting the wrong vendor, the challenge may in fact be the typical vendor contract.

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That “Status Quo” IT Approach Is Putting You at Risk

You’ve heard the phrase, “If it ain’t broke, don’t fix it.”

There are many areas in business where that advice may hold true, but your IT assets are not one of them.

IT assets—including hardware, software and data—start deteriorating the day they are acquired. Yet the tendency today is to purchase, install, and then promptly forget about a technology. Few people or companies realize that when it comes to IT assets, maintaining status quo carries great risks.

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Exploring the Benefits of the I.D.E.A. Continuous Process Improvement Model

Value creation is the main goal of any business. Managers should make decisions in order to maximize the value of their company, using minimal resources.

Many organizations utilize Lean management strategies to prioritize customer interests and enable workers to improve processes. Instead of the optimization of separate processes, Lean thinking focuses on processes alignment and continuous improvement.

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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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PDCA to Jump Start Process Improvement Initiatives

Deploying “Plan-Do-Check-Act” to Jump-Start Your Process Improvement Initiatives

When you think of Lean Six Sigma, what is the first thing that comes to mind? For most people, it is associated with manufacturing organizations. This was true in the past, but today organizations outside of manufacturing have adopted the Lean Six Sigma framework for continuous improvement. These organizations can be found in a diverse set of industries, including services, financial, healthcare and nonprofit.

Just about any organization that has processes can put Lean Six Sigma to work. You might ask, doesn’t every organization have processes? The answer is YES, and more importantly, every process has some form of waste.

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PDCA (Plan-Do-Check-Act)

tweet-graphic-transTweet: A Primer on #PDCA: the simple but effective approach to solving
problems & managing changes. #ITManagement http://ctt.ec/B9nEc+

There are many models of quality improvement used today, from Total Quality Management to Continuous Quality Improvement to Lean Six Sigma. (Each business management consultant has their favorite…) But there’s one trial and error approach to quality improvement that could benefit every management team.

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QC, QA, and Cost of Quality

tweet-graphic-transTweet: QC, #QA, and Cost of Quality | #Abraic blog
@mpapov http://ctt.ec/dq0do+

Quality Is What the Customer Says It Is

All customers, regardless of industry or market, internal or external to an organization, want quality. Quality is crucial to maintaining a competitive edge. But what is quality? The best definition of quality I have seen is “fitness for purpose.” This works everywhere from a business setting to a family meal.

No matter what definition you use, the quality of a product or service is ultimately defined by the customer.

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ROI vs. Outcomes: Prioritizing IT Projects for the Greater Good

How do you prioritize your IT project portfolio? If ROI is the driving force behind what gets funded and what doesn’t, you’re not alone.

When an organization views the IT department as a cost center, technology projects are typically justified based on ROI. These ROI calculations are made based on direct cost savings alone, not on the most effective use of time and resources.

“Cost savings” is a suboptimal reason for doing things.

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Establishing SLAs for Internal IT Services

Service Level Agreements (SLAs) are standard for measuring performance of an outsourced service.

But what happens when an IT service is managed internally? How are expectations set? How is performance measured?

When IT services are insourced, there should still be SLAs in place in order to sustain internal customer satisfaction and alignment with business priorities.

Without SLAs, the business resorts to a subjective assessment, often concluding that IT services are overpriced, slow, or inadequate, without the information needed to evaluate the real value of the team.

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