BT- It Nice Guy
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The document discusses a study on IT support roles in small-to-medium enterprises (SMEs) in Ireland. It finds that most SMEs rely on a informal "IT Nice Guy" role to handle IT issues rather than employing a dedicated IT professional. The "IT Nice Guy" is typically a staff member who took on IT responsibilities in addition to their regular job without formal IT training. Over half of SMEs surveyed said network and internet connectivity were the most common IT problems.
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The document discusses managing information and communication technology (ICT) in nonprofit organizations. It emphasizes that while ICT expertise is not required, trustees and managers must provide strategic direction and oversight of ICT to ensure it is properly managed and delivers benefits to the organization. Several resources are listed that can help nonprofit leaders develop ICT strategies and policies.
Technology from the top -morales
One key differentiator for the top tier nonprofits of any size is the attention paid to technology resources. In these successful nonprofits, a comprehensive technology strategy is aligned with the mission and the strategy is understood at all levels of the organization. During this session we will discuss how to align technology and mission for the success of the organization.
8 Benefits of Outsourcing Your IT
The document outlines 8 benefits of outsourcing IT to a managed services specialist. It discusses how outsourcing can help businesses 1) control IT costs through flexible support options, 2) focus on their core business rather than IT issues, and 3) leverage experienced IT specialists. Additional benefits include staying up-to-date on new technologies, ensuring security and compliance, supporting business growth, reducing business risks, and gaining peace of mind by outsourcing IT worries. The document aims to convince small and mid-sized businesses to outsource their IT needs to a managed services provider.
Requirements Capabilities, Alignment, and Software Success - Kappelman ASEE 2015
For over four decades, IT strategy has been about the alignment of technology with the needs of the “customer,” be it an organization, business, end user, or device. The most important part of system acquisition is deciding what to build or buy, as it is better to deliver no solution at all than it is to deliver the wrong solution. But there are two distinct dimensions to getting requirements and ensuring that they, and the IT solution that results, not only aligns with the business as it is, but is built in such a way that it can sustain that alignment in a cost-effective and time-efficient manner. Specifically, (1) narrow requirements, which focus on the short-term needs for specific parts, functions, or processes of the business; and, (2) broad requirements, which focus on a comprehensive, enterprise-wide approach with holistic and longer-range objectives like simplicity, suppleness, and total cost of ownership. We typically call these “Systems Analysis and Design” and “Enterprise Architecture” respectively. Ideally, organizations should be able to do both well, and effectively balance the inevitable tradeoffs between them. Sadly, in the vast majority of organizations, that is not yet the case.
Professor Kappelman will present the results of a ground-breaking study from the Society for Information Management (SIM) Enterprise Architecture Working Group that developed and validated measures for these two distinct types of requirements capabilities. Findings include:
• Empirical validation that there is, in fact, a difference between requirement capabilities in a narrow or individual system context (i.e., Systems Analysis and Design within the bounds of a specific development project), and requirements capabilities in a broad or enterprise context (i.e., Enterprise Architecture regarding how those individual systems fit together in an enterprise-wide strategic design).
• Strong evidence that requirements capabilities overall are immature, with narrow activities more mature than the corresponding broad enterprise capabilities.
• Solid evidence, based on fifteen years of studies, that software development capabilities are generally maturing, but are still fairly immature.
This research provides requirements engineers, software designers, software developers, and other IT practitioners with tools to assess their own requirements engineering and software development capabilities. and compare them with those of their peers. Suggestions for improvements are made.
Common IT Mistakes
Rick Crane discusses common mistakes he has seen in over a decade in the business technology industry.
Cfo insights evaluating_it
The document discusses how CFOs can better evaluate IT departments and technology investments. It recommends that CFOs focus on three key areas: communication between finance and IT, governance over technology spending and projects, and assessing IT capabilities and risks.
For communication, the document suggests CFOs and CIOs develop a shared language focused on business value and processes rather than just technology. For governance, it advises implementing two levels - one for strategic initiatives and one for individual projects. And for assessment, it provides questions for CFOs to ask about information quality, technology capabilities, reliability, and risks. Taking steps in these three areas can help CFOs optimize IT spending and prepare their companies technologically for the future
Define an IT Strategy and Roadmap
Info-Tech Research Group provides research and advice on IT issues. They have a methodology for developing an IT strategy in 8 steps that involves determining the scope, assessing the current state of IT and business drivers, developing a target vision, defining initiatives, building a roadmap, executing the plan, and reviewing progress. Their process is grounded in established frameworks and is designed to ensure business needs are understood and the strategy delivers value. Info-Tech can help organizations develop an effective strategy by gathering diagnostic data, overcoming common barriers, and tailoring the approach based on an organization's size and needs.
Data and Findings - Accelerating IT Transformation with DATA
Despite a global IT spend of over $4 Trillion, 67% of CEOs & CIOs are misaligned on how IT should be enabling the business* With the dramatic increase in digital technology & the business’s appetite to understand and enable their own innovations through technology, CIOs are challenged with the need to rapidly understand business inputs, stakeholder satisfaction, and assess their own teams internal capabilities. A new model is needed to enable the CIO to rapidly make decisions, prove success & analyze challenges with DATA.
By the Numbers:
• 66% of CEOs don’t understand how to use IT to transform the business.
• 84% of IT Organizations score below 80% on IT satisfaction
• 43% of CIOs overestimate the size of their next budget.
• 78% of CEOs/CIOs are aligned on what IT issues impede innovation BUT are Highly Misaligned on the Business Barriers that Impede Innovation
• 72% of business leaders misjudge which services really matter to them
* Info-Techs CEO/CIO Alignment study
Tech-Savvy Business Leaders
As organizations continue to undergo digital transformation in every aspect of
business, is the separation between business and technology disappearing? How
tech-savvy are business leaders today, and do tech decision makers believe they will
need to be in the future?
One-Minute Insights on timely topics are available to Gartner Peer Insights members.
Sign up for access to over 100 more, and new insights each week.
Data collection: October 26, 2021 - February 26, 2022
Respondents: 341 IT, engineering and information security professionals
Information Security Awareness
This webinar covered the importance of security awareness education for employees. It discussed how human error is the primary security risk for most companies and how training employees can help reduce that risk. The webinar provided an overview of the key elements of a security awareness program, including content, delivery methods, and reinforcement strategies. It also reviewed the benefits of implementing a program, such as a potential seven-fold return on investment, and the typical costs involved, which range from $10-14 per user per year. The presentation recommended that security awareness education be one part of a company's overall security strategy.
IT Alignment Is Not Enough
The document discusses how to better integrate business and information technology. It argues that IT needs to be integrated into the core business strategy and operations, not treated as an afterthought. The author provides examples from their experience of embedding senior IT leaders directly into business units so they understand the business goals and can help identify technology solutions. The document then outlines four steps to achieve better integration: 1) Open communication between IT and operational groups, 2) Understanding business needs, 3) Validating IT plans with senior management, and 4) Conducting periodic surveys for feedback. The overall message is that IT must think, act and function like business executives to truly support business objectives.
My Presentation
The company is looking for an employee who can efficiently escalate and delegate responsibilities, identify process improvements, and communicate across departments. The ideal candidate is creative, dependable, detail-oriented, self-motivated, reliable, and able to research and resolve complex problems as part of a team. The document also introduces Steven Coher, who has 15 years of experience providing helpdesk support, technical support, and administration with CompTIA A+, Network+, and Security+ certifications.
ATL Master Class-2
This document discusses how non-profits can align technology with their mission. It outlines stages of alignment from chaotic to value-driven. It emphasizes investing in technology rather than just spending and measuring returns broadly rather than just financially. It recommends growing "champions" by defining technology needs, considering cultural fit for roles, addressing fears of change, and empowering staff. The overall message is that technology should serve and enhance an organization's mission, people, and programs.
IT Governance in Banks, May, 2014
IT Governance in Banks, workshop organized by USAID Finance for Economic Development (FED) Program in Yerevan, Armenia in May, 2014
Accelerating transformation hmg - pa
Despite a global IT spend of over $4 Trillion, 67% of CEOs & CIOs are misaligned on how IT should be enabling the business*.. With the dramatic increase in digital technology & the business’s appetite to understand and enable their own innovations through technology, CIOs are challenged with the need to rapidly understand business inputs, stakeholder satisfaction, and assess their own teams internal capabilities. Info-Tech has found too often this is done through ad-hoc and informal processes, making improvement hard to measure, and success impossible to define. A new model is needed to enable the CIO to rapidly make decisions, prove success & analyze challenges with DATA.
In this session Info-Tech will present how CIOs can overcome these challenges, and forge a new data driven approach to rapidly accelerate decision making, as well as measure the benefits of IT with DATA. Info-Tech will share insights from Info-Tech’s 3 year Stakeholder Satisfaction Study & how IT can enable transformation at unparalleled rates.
By the Numbers:
• 66% of CEOs don’t understand how to use IT to transform the business.
• 84% of IT Organizations score below 80% on IT satisfaction
• 43% of CIOs overestimate the size of their next budget.
• 78% of CEOs/CIOs are aligned on what IT issues impede innovation BUT are Highly Misaligned on the Business Barriers that Impede Innovation
• 72% of business leaders misjudge which services really matter to them
* Info-Techs CEO/CIO Alignment study
Accelerating IT Transformation with Data & Analytic s
Despite a global IT spend of over $4 Trillion, 67% of CEOs & CIOs are misaligned on how IT should be enabling the business*.. With the dramatic increase in digital technology & the business’s appetite to understand and enable their own innovations through technology, CIOs are challenged with the need to rapidly understand business inputs, stakeholder satisfaction, and assess their own teams internal capabilities. Info-Tech has found too often this is done through ad-hoc and informal processes, making improvement hard to measure, and success impossible to define. A new model is needed to enable the CIO to rapidly make decisions, prove success & analyze challenges with DATA.
In this session Info-Tech will present how CIOs can overcome these challenges, and forge a new data driven approach to rapidly accelerate decision making, as well as measure the benefits of IT with DATA. Info-Tech will share insights from Info-Tech’s 3 year Stakeholder Satisfaction Study & how IT can enable transformation at unparalleled rates.
By the Numbers:
• 66% of CEOs don’t understand how to use IT to transform the business.
• 84% of IT Organizations score below 80% on IT satisfaction
• 43% of CIOs overestimate the size of their next budget.
• 78% of CEOs/CIOs are aligned on what IT issues impede innovation BUT are Highly Misaligned on the Business Barriers that Impede Innovation
• 72% of business leaders misjudge which services really matter to them
* Info-Techs CEO/CIO Alignment study
The CIOs Agenda In Turbulent Times By Tariq Elsadik
The document discusses the challenges facing CIOs in turbulent economic times. It notes that according to the IMF, the 2007-2009 global financial crisis was so severe that it caused the first global economic contraction in 60 years. CIOs are facing budget pressures and need to prove the value of IT investments. Effective IT governance approaches are needed to ensure alignment between business and IT goals and priorities. The document advocates for CIOs to take a strategic role in enabling business strategies and pursuing opportunities rather than just focusing on productivity and efficiency gains.
Strategy - Ian Pritchard, Sayer-Vincent
Sayer Vincent is a consulting firm that specializes in strategic planning for information technology (IT) in nonprofit organizations. The document discusses why IT strategic planning is difficult, the common reasons why IT projects fail, and provides tools and techniques for effective IT strategic planning, including determining organizational priorities, processes, roles and responsibilities, and software needs. It emphasizes starting with the organization's aims and priorities, and using methods like interviews, SWOT analysis, and prioritization frameworks to develop an IT strategy that outlines the organization's direction, how IT can help achieve goals, and a plan for implementation.
CEO Best Practices for Information Technology - Bruce McCullough, CIO Advisory
I've been fortunate in my career to have direct exposure to successful CEOs through CIO consulting advisory, speaking to CEO peer groups such as Vistage and Renaissance Forums, participating in prestigious CEO summits, serving as a member of executive steering committees, as a certified corporate director and as a former member of the National Association of Corporate Directors (NACD).
For most CEOs that have come up through the CFO and COO ranks, IT can be viewed as an overly complex, hard to understand cost only center. IT is incredibly complex to lead and technology continues to change at a dizzying pace. IT can sometimes be seen as an inhibitor and not a partner that drives innovation for top line results while improving processes and that positively impact the bottom line.
I've noticed some common IT management problems that occur for CEOs that can be easily addressed through the use of best practices. I can't cover all the best practices in this article but I can highlight some key observations based upon my experience reporting to and collaborating with CEOs.
- Bruce McCullough, CIO Advisory
Endpoint Security & Why It Matters!
This webinar discussed endpoint protection and managing risks for small and medium-sized businesses. It covered the essential elements of endpoint protection like perimeter security, email defense, and endpoint protection. Attendees learned about defining organizational standards, understanding their risk without protection, and assessing their current security practices. The presentation recommended regularly reviewing standards, selecting the right tools, and ensuring ongoing staff training to properly manage endpoints and security risks.
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Requirements Capabilities, Alignment, and Software Success - Kappelman ASEE 2015
Requirements Capabilities, Alignment, and Software Success - Kappelman ASEE 2015
Data and Findings - Accelerating IT Transformation with DATA
Data and Findings - Accelerating IT Transformation with DATA
Accelerating IT Transformation with Data & Analytic s
Accelerating IT Transformation with Data & Analytic s
The CIOs Agenda In Turbulent Times By Tariq Elsadik
The CIOs Agenda In Turbulent Times By Tariq Elsadik
CEO Best Practices for Information Technology - Bruce McCullough, CIO Advisory
CEO Best Practices for Information Technology - Bruce McCullough, CIO Advisory
More from Oisin Byrne
Point of Experience Measurement
Introduction on techniques and methods to measure consumer experience at the point of experiece or moment of thruth. iPick from iReach is a mobile/sms based platform to capture feedback from consumers at the point or moment of experience.
Social media in Ireland Overview
Introduction to Social Media in Ireland based on research completed by iReach Market Research in 2010. Presention looks at the relationship between Online Advertising, Social Media and traditional Ads media
2011 Market Research in Ireland
Introduction to Market Research in Ireland with introduction to new approaches and techniques available using tech savvy tools and methods to get close to the consumer
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Presentation from sheCommerce event in Dublin on 6th October including new Market Research by iReach on purchasing influence of females and influence of different media platforms and approaches.
iReach surveyed 2,000 females in Ireland during the summer of 2012
Bite I Predict2008 Presenation
This document summarizes key trends and directions for IT executives in 2008 according to a research firm called iReach. It finds that CIO priorities in 2008 will be improving support for business projects and reducing operational costs. Telecom costs will remain a priority and IP telephony/VoIP deployments are expected to double. Enterprise software licenses are expected to grow again and managed services and outsourcing will continue growing substantially over 2007 levels as companies seek improved IT support and cost savings.
CIO Concerns Introduction Slides
www.cioconcerns.com is a new knowledge portal for IT professionals with discussion boards, news, multimedia features, eLearning, and resources from vendors. It aims to support networking, information sharing, and knowledge transfer for IT topics. Vendors, IT professionals, and associations are encouraged to contribute and connect. Registration is free at www.cioconcerns.com, powered by ireach.
CIO Knowledge Portal Introduction Slides
This document introduces www.cioconcerns.com, a new knowledge portal for IT professionals powered by iReach. The portal provides discussion boards, news and alerts, multimedia features, eLearning resources, vendor information, and podcasts from Irish industry specialists to help IT professionals network, share information and improve their knowledge. Users can register for free at www.cioconcerns.com to access the portal and its resources.
Outsourcing in the Irish Public Sector
This document discusses IT spending trends in Ireland in 2005. It shows that the government and manufacturing sectors spent the most on IT, over €383 million and €424 million respectively. The majority of IT spending went to managed services, outsourcing, and consulting/advisory services. There was growing interest in managed services deals and right sourcing various IT functions in both the public and private sectors. However, resistance to outsourcing remained a challenge due to people and scale issues.
IT and Teleco Trends in Ireland
This document provides a summary of iReach's 2007 business briefing. It discusses iReach's research services including events, benchmarking studies, surveys, and briefings. Key findings from iReach's research are presented, including priorities for CIOs in areas such as risk management, infrastructure investment, and managed services. Trends in various technology markets including software, telecom spending, and IT spending in Ireland are also summarized.
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Monitoring and observability aren’t traditionally found in software curriculums and many of us cobble this knowledge together from whatever vendor or ecosystem we were first introduced to and whatever is a part of your current company’s observability stack.
While the dev and ops silo continues to crumble….many organizations still relegate monitoring & observability as the purview of ops, infra and SRE teams. This is a mistake - achieving a highly observable system requires collaboration up and down the stack.
I, a former op, would like to extend an invitation to all application developers to join the observability party will share these foundational concepts to build on:
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BT- It Nice Guy
- 1. IT Nice Guy Research by iReach for BT
- 3. Frequency of Updating IT Systems Q. On average, how often are the IT systems in the organisation updated?
- 5. Rationale for Not Having a Dedicated IT Professional/Team of Professionals Q. You said that you do not have a dedicated IT professional within the organisation. What would you say is the main reason for this? The cost associated with employing a dedicated IT professional IT issues are not that common within the organisation Existing staff members have sufficient IT skills and knowledge to take on the role in addition to their other responsibilities The organisation is still in the start up phase
- 6. Identifying the IT Nice Guy Base: All Respondents (n=150) Q. If a problem regarding IT or computers were to occur in your organisation, who would be most likely to try to address the issue? A member of the management team A member of the administration team PA/Secretarial Support A member of the HR team A member of the sales team A member of the finance team A member of the marketing team Other (Please specify)
- 7. IT Nice Guy’s Training and Skills Base: All Respondents (n=150) Q. Which of the following best describes the individual who addresses IT issues? 1% Other 12% The person has no formal, recognised IT qualification nor attended any external training provided by the organisation 15% The person has attended external training in relation to IT provided by this organisation 54% The person has no formal, recognised IT qualification, but has gained experience “on the job” 18% The person has a formal recognised IT qualification
- 8. IT Nice Guy’s Appointment Q. When this person was appointed to their role, was it specified that they would oversee IT in house? Yes, it was clearly outlined in the job description No, but the person expressed an interest in IT and was allocated the role No, the role evolved naturally over time-there was no formal appointment Don’t Know/Cant Say
- 9. The Burden of IT Base: All Respondents (n=150) Q. On a scale of one to ten, where one is not at all a burden and ten is a significant burden, how do you feel the person who looks after IT would view their role? Not at all a burden A significant burden
- 10. Percentage of Working Week Spent Dealing with IT Base: All Respondents (n=150) Q. What percentage of this person’s working week would you estimate is spent attending to matters related to IT?
- 12. [email_address] Close and Questions www.ireach.ie/alerts Weekly newsletter on ICT www.cioconcerns.com IT Portal www.inspiredawards.com BT Inspired IT Awards
Editor's Notes
- Enterprise IT Security Richard Hunter Victor Wheatman 2–4 June 2003 Washington Hilton Washington, D.C. Information Security Scenario: Toward a Common Defense in Cyberspace These materials can be reproduced only with Gartner’s written approval. Such approvals must be requested via e-mail — quote.requests@gartner.com.