An Agile transformation is a journey. A journey has many ups and downs, and an Agile journey is no different. Another way of thinking about this is how a company can reach Agile maturity. Just like playing an instrument or participating in a sport, practice makes perfect. However, that is not the full story.Read More
Today, headlines about digital transformation dominate blogs and journals. IT leaders feel that they should have already started their organization’s transition into the digital age. But the amount of buzz around this trend shouldn’t force you into a hasty decision.
For years you’ve been told to avoid technology for technology’s sake – yet the same trap is catching CIOs pushing for digital transformation because everyone else is doing it. Like any IT initiative, digital transformation only makes sense if it supports your organization’s overall strategy.Read More
Leadership requires taking risks. But technology must work reliably. How do IT leaders square these two realities?
CIOs are driving organizational strategies now more than ever. The more a CIO’s success is tied to business outcomes, the more risk they assume. Traditionally, CIOs have been responsible for KPIs like uptime and system availability to support internal productivity and operational efficiency. But suddenly—now that all industries are becoming digital—there is much more at stake.Read More
User Acceptance Testing can be a daunting and frustrating experience. Too often, the exercise becomes an ordeal of tight deadlines, stress, and system issues. While UAT will always be a high-effort activity, good preparation, responsiveness, and follow-up will multiply your chances of success.Read More
Sure, we all want our IT initiatives to succeed. We regularly evaluate our projects, in-flight or upon completion, looking for tangible lessons to learn. We apply these strategic and tactical takeaways in hopes of increasing the chances of success for each subsequent initiative. We seek approaches that work for different industries, organizations, teams, and technologies.
But looking back at the many IT projects I’ve been a part of in my career, I can’t help but notice a common theme associated with success: people who genuinely care tend to find a way to get it done.Read More
Managing an IT project often requires working with resources across other teams—not just those fully allocated to your initiative. Supporting resources and teams can be important to the success of your project. (Ideally, all the resources you need are fully dedicated to your project. In reality, this isn’t always possible.)
How do you ensure your team can deliver results if you’re dependent on these partially allocated supporting teams?Read More
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.Read More
There are dozens of definitions for “IT governance” out there. They use words like efficiency, effectiveness, alignment, control, and strategy—which are all valid terms. But the fact is, IT has only so much capacity and can get only so much done. Organizations need a mechanism for agreeing to what is (and what is not) on IT’s plate. That mechanism is IT governance.
The purpose of IT governance is to optimize IT’s workload.
Like most things, the more effort you put into governance, the more you will get out of it. However, IT stakeholders usually have their own areas of responsibility and limited capacity.Read More
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:
- Change is not my job. I am here to deliver technology, not drive change in the enterprise.
- Change is opaque. People are not binary. They have feelings, opinions, and agendas. I do not know how to alter things like mindsets.
- 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.Read More
Communication plans for an IT project might come off as overkill, or even remind you of a nagging parent’s chore chart. In fact, the two organizational methods do have something in common: they tackle and alleviate misalignment. However, unlike helicopter parents, a strong IT project communication plan empowers workers and frees up their time. In an age where 1 in 5 projects are unsuccessful due to ineffective communication, taking the time to plan out and manage communication is crucial.
A successful communication plan ensures that:
- expectations are aligned across the organization;
- project managers have the information they need to guide the project; and
- purposeless meetings are eliminated so that everyone’s time is optimized.
To get started with your Project Management Communication Plan—and increase the chance of project success—make sure you’re prepared to perform the following 6 tasks.Read More