VIDEO Cascading IT Governane

Cascading IT Governance

We believe the only way for an IT governance function to affect the execution of a strategy is to cascade the governance function. When middle management from IT and the business participate in governance, great things happen.

Watch this video to learn how we do it:

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[VIDEO] @mpapov http://ctt.ec/55T0U+

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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 Can’t Please Everyone

Sorry to break it to you this way. It’s a fact of life: IT cannot complete its work faster than the business can think of it.

The dependence on IT is growing exponentially, priorities shift constantly, and new opportunities come up daily. The gap between expectations of IT and its capacity is often widened by those executives who claim they are not technologically well-versed, yet assume IT can waive a magic wand and technology will just work.

That IT cannot please everyone is not a problem – it is a reality. Frankly, a hypothetical IT department that satisfies everybody 100% would be so expensive it would defeat the purpose. The key is finding the balance between responsible spending and internal customer satisfaction.

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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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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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QC, QA, and Cost of Quality

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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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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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