This document provides an overview of IT governance and standards. It discusses the value of IT governance in facilitating decision making and communication. Good governance requires leadership and the ability to make tough decisions. The right governance structure depends on factors like long term investment needs. The document also defines IT governance according to several sources and discusses different IT governance structures. It notes some mistaken uses of governance like using it for its own sake. The major assignment involves implementing an IT capital planning process including stakeholder analysis, governance structures, and metrics to measure technology usefulness.
This document summarizes key aspects of ITIL v3 and how it compares to the previous version, ITIL v2. Some of the main points covered include:
- ITIL v3 aims to better bridge the gap between IT and business units within organizations.
- While ITIL v2 focused on introducing more formal processes, ITIL v3 emphasizes teamwork between IT and business as crucial to success.
- For organizations currently implementing ITIL v2, the summary recommends continuing with those projects but reviewing ITIL v3 afterwards to identify any important differences.
See my blog for commentary
http://www.e8consulting.com/blog/practiceareas/projectgovernance/boardroom-readiness-for-business-project-governance?preview=true&preview_id=307&preview_nonce=666c7f0fa3
Emerging Demand For Business Project AuditsUNSW Canberra
The document discusses the emerging demand for audits of business projects from boards and senior management. It notes that boards are increasingly interested in improving performance and looking for guidance on IT projects, but often rely too heavily on management and external consultant recommendations without thorough review. Standards for IT project management exist but provide little practical guidance for ensuring projects deliver above-average returns. The document argues that a new standard focusing on evaluating expected benefits, sponsorship, accountability and realizing benefits could help meet the emerging demand for better governance and outcomes from business projects.
This document discusses plans to reform and improve the Department of Defense's information technology policies and processes. It outlines the vision of the new DoD Chief Information Officer to make IT systems more agile, secure, and effective in supporting the military. Key initiatives include consolidating infrastructure, standardizing platforms, developing an enterprise cloud, streamlining investment processes, and strengthening cybersecurity. The document argues that current IT acquisition is too program-centric and stovepiped, and a new approach is needed that takes an enterprise-wide, capabilities-based view to deliver capabilities more quickly through incremental releases. It cites studies recommending shifting to an adaptive ecosystem with user-centered expertise that can evolve quickly to meet changing needs.
This document is the May/June 2008 issue of the AIIM E-DOC Magazine. It contains articles on topics related to enterprise content management such as defining ECM strategies, developing sound records retention schedules, integrating ECM with service-oriented architectures, planning ECM projects, and using Microsoft SharePoint for ECM. It also includes a case study on how a company automated document-based processes using capture and workflow tools. Upcoming changes to the magazine are noted, indicating it will be renamed to "Infonomics" starting with the September/October issue to feature a new design and improved content.
The document discusses how IT governance can help solve the problems caused by organizational "silos" by promoting collaboration between business units and IT. IT governance establishes a process that brings together business and IT experts to communicate, align goals, share risks, prioritize projects, and make joint decisions. This helps ensure IT expenditures deliver business value by overcoming the isolation of separate business units working independently without coordination.
Defining high level organizational architecturesNicolay Worren
The consultant was hired to help clarify roles and responsibilities across a large Nordic bank's organizational units. They gathered data through interviews and documentation. They mapped the bank's high-level functions to its organizational structures, noting deviations from its governance principles. They also modeled alternative structures with more independent functions to potentially improve performance by reducing coupling between roles. The analysis aimed to increase understanding of current issues and raise awareness of design options.
1. Knowledge management systems face challenges due to how knowledge is embodied, threats to identity, different learning styles, incommensurability between disciplines, and power dynamics.
2. Effective knowledge management requires addressing these issues through an interactive process that aligns incentives and culture while navigating power and influence from internal and external forces.
3. The goal is a sharing model where all participants continuously work to develop a shared understanding and jointly contribute to new knowledge.
This document summarizes key aspects of ITIL v3 and how it compares to the previous version, ITIL v2. Some of the main points covered include:
- ITIL v3 aims to better bridge the gap between IT and business units within organizations.
- While ITIL v2 focused on introducing more formal processes, ITIL v3 emphasizes teamwork between IT and business as crucial to success.
- For organizations currently implementing ITIL v2, the summary recommends continuing with those projects but reviewing ITIL v3 afterwards to identify any important differences.
See my blog for commentary
http://www.e8consulting.com/blog/practiceareas/projectgovernance/boardroom-readiness-for-business-project-governance?preview=true&preview_id=307&preview_nonce=666c7f0fa3
Emerging Demand For Business Project AuditsUNSW Canberra
The document discusses the emerging demand for audits of business projects from boards and senior management. It notes that boards are increasingly interested in improving performance and looking for guidance on IT projects, but often rely too heavily on management and external consultant recommendations without thorough review. Standards for IT project management exist but provide little practical guidance for ensuring projects deliver above-average returns. The document argues that a new standard focusing on evaluating expected benefits, sponsorship, accountability and realizing benefits could help meet the emerging demand for better governance and outcomes from business projects.
This document discusses plans to reform and improve the Department of Defense's information technology policies and processes. It outlines the vision of the new DoD Chief Information Officer to make IT systems more agile, secure, and effective in supporting the military. Key initiatives include consolidating infrastructure, standardizing platforms, developing an enterprise cloud, streamlining investment processes, and strengthening cybersecurity. The document argues that current IT acquisition is too program-centric and stovepiped, and a new approach is needed that takes an enterprise-wide, capabilities-based view to deliver capabilities more quickly through incremental releases. It cites studies recommending shifting to an adaptive ecosystem with user-centered expertise that can evolve quickly to meet changing needs.
This document is the May/June 2008 issue of the AIIM E-DOC Magazine. It contains articles on topics related to enterprise content management such as defining ECM strategies, developing sound records retention schedules, integrating ECM with service-oriented architectures, planning ECM projects, and using Microsoft SharePoint for ECM. It also includes a case study on how a company automated document-based processes using capture and workflow tools. Upcoming changes to the magazine are noted, indicating it will be renamed to "Infonomics" starting with the September/October issue to feature a new design and improved content.
The document discusses how IT governance can help solve the problems caused by organizational "silos" by promoting collaboration between business units and IT. IT governance establishes a process that brings together business and IT experts to communicate, align goals, share risks, prioritize projects, and make joint decisions. This helps ensure IT expenditures deliver business value by overcoming the isolation of separate business units working independently without coordination.
Defining high level organizational architecturesNicolay Worren
The consultant was hired to help clarify roles and responsibilities across a large Nordic bank's organizational units. They gathered data through interviews and documentation. They mapped the bank's high-level functions to its organizational structures, noting deviations from its governance principles. They also modeled alternative structures with more independent functions to potentially improve performance by reducing coupling between roles. The analysis aimed to increase understanding of current issues and raise awareness of design options.
1. Knowledge management systems face challenges due to how knowledge is embodied, threats to identity, different learning styles, incommensurability between disciplines, and power dynamics.
2. Effective knowledge management requires addressing these issues through an interactive process that aligns incentives and culture while navigating power and influence from internal and external forces.
3. The goal is a sharing model where all participants continuously work to develop a shared understanding and jointly contribute to new knowledge.
This document provides an overview and introduction to a lecture on mega-trends in business and IT, and business and IT fusion. It discusses several mega-trends including the agricultural and industrial revolutions, the internet and web 2.0, and various IT mega-trends such as Moore's Law, advances in data storage and networking, and the emergence of broadband communication and wireless technologies. It also discusses how ICT has become central to work and life and the evolution of IT use from automation to business transformation. The major assignment for the course is presented, involving implementing an IT capital planning process to best infuse technologies into organizations.
Bus2.0 Business 2.0 - developing strategy in BhutanUNSW Canberra
The document discusses the targets of Bhutan's 5-year plan from 2008 to 2013. Some of the key targets included increasing the economy and jobs, reducing crime rates and improving safety, enhancing health outcomes like reducing waiting times, raising education levels like literacy and high school completion, boosting transportation infrastructure by lowering commuting times, and protecting the environment by decreasing water usage. It also notes that asset investments alone will not achieve strategic goals and outlines various plans that IT organizations should maintain, such as business recovery, capacity, technology upgrades, security compliance and network evolution.
A short & plain english definition of Business Rules, which are a key element in systems definition. In theory, you can express a system entirely through the constructs of Business Rules. However, in practice, there is a law of diminishing returns in this effort, which the practitioner begins to sense through experience. The need to identify business rules as early as possible in the discovery phase is increasingly driven by the possibility to feed these rules together with process maps and thereby automatically generate executable code
This webinar focuses on business rules and on Business Rules Management Systems as a platform for Decision Management Systems. You will learn how a Business Rules Management System makes the agility and transparency you need possible and what the key components are for an effective Business Rules Management System. The power of business rules to support both policy and analytic rules and the role of decisions in effective business rules solutions will also be discussed.
This document discusses critical thinking and decision making in nursing. It begins by defining critical thinking as the process of applying reasoning to guide beliefs and actions. Key concepts of critical thinking discussed include interpretation, analysis, evaluation, and self-regulation. Common pitfalls and biases are also outlined. The document then discusses decision making, noting that nurses must make many rapid decisions. A case example illustrates the decision challenges nurses may face. The conclusion emphasizes that nurses are key decision makers expected to use evidence in their judgments.
This document outlines the steps in a group decision making process at a management level. It discusses (1) introducing decision making and identifying group members; (2) examining factors like rational decision making models, barriers to effective decision making, and quantitative/behavioral decision making tools; (3) exploring group decision making formats, their advantages and disadvantages, and tools to improve group decisions. The overall aim is to acquaint students with the decision making process and factors that influence management decisions.
1) The document discusses the steps of the decision making process which includes identifying the problem, criteria, weighting criteria, developing alternatives, analyzing alternatives, selecting the best alternative, implementing it, and evaluating.
2) It provides an example of getting a job in a school and lists the relevant criteria as salary, opportunity to progress, job environment, incentives, facilities, job security, location, and timings.
3) The alternatives provided are jobs at Unique, American Lycetuff, LDA, Allied, and Cathedral schools. Each alternative is then analyzed and weighted against the criteria to select the best option.
The document discusses decision making and problem solving. It covers defining problems, gathering relevant information to analyze problems, and generating and selecting alternatives. The problem solving process involves defining the problem, collecting information and measures, analyzing the problem, generating alternatives, selecting alternatives, and deciding on and implementing a solution. Cause and effect diagrams like fishbone diagrams can be used to identify and analyze the root causes of problems. Collecting the right information through questions is important for fully understanding problems before attempting to solve them.
Group decision making involves making choices collectively from alternatives. It can be more effective than individual decisions but also prone to flaws. Some techniques for group decision making include brainstorming, nominal group technique, and Delphi technique. While group decisions benefit from shared information and synergy, they also risk diffusion of responsibility, lower efficiency, and groupthink. Factors like leadership, personalities, and time constraints can influence group behaviors and decisions.
This document discusses return on investment (ROI) for IT project governance. It outlines challenges with best practices, reports success rates ranging from 10-40% and costs of failure. Assumptions are presented for calculating ROI under current, better, and excellent governance. A case study estimates ROI could increase from 30% currently to 135% with better governance. The conclusion calls for further research on quantifying national economic impacts and implications for governance frameworks and assurance.
The document provides an overview of COBIT (Control Objectives for Information and Related Technologies) as a risk management framework. COBIT is an IT governance framework that consists of 34 high-level IT processes mapped to business goals and objectives. It covers IT governance, management of IT resources, delivery and support of IT services, and monitoring of IT performance. The document outlines the key components of COBIT including its domains, processes, and maturity model.
The document discusses the evolving role of the Chief Information Officer (CIO) over time from an IT operations focus to a strategic business leader. It outlines four main CIO archetypes - business leader, operational expert, innovation agent, and turnaround artist - and how CIOs allocate their time across functions. The document also discusses the potential role of a Strategy Execution Officer (SEO) to ensure effective implementation of business strategies and enterprise platforms.
Using balanced scorecard to build a project focused org (no logo)Glen Alleman
The document discusses using a Balanced Scorecard approach to build a project-focused IT organization at the Rocky Flats Environmental Technology Site. As the site undergoes cleanup and closure, the IT organization aims to use technology to reduce labor needs, never impede closure progress, and withdraw services as closure processes finish. The Balanced Scorecard approach helps connect IT strategy to tactical project delivery and determine where to invest resources to achieve value, while measuring performance and linking investments to strategy.
M. Laudisa Executive Profile (www.exec-profiles.com)Maurizio Laudisa
The document is a summary of Maurizio L. Laudisa's career and accomplishments as an IT executive. It highlights that as CIO of LifeLabs, he rebuilt their IT department in 6 months, delivered projects under budget, and decreased annual operating costs by 42% while increasing system uptime. A 2008 benchmark study found LifeLabs' IT costs were 36% lower than best-in-class peers with lower costs per user. Customer feedback praised the improved service and support delivered by the IT department under his leadership.
Your Leadership Brand - The CIO as Business Strategist driving innovation. CI...Livingstone Advisory
Your Leadership Brand - The CIO as Business Strategist driving innovation
When CIOs think like business strategists, they shift from primarily managing technology projects to become highly business relevant. The ability of CIOs to successfully make this shift is key to underpinning the transformation of IT within the organisation. This transformation is critical to organisations that are looking for ways of driving innovation and entrepreneurship within the IT group, which in turn drives sustainable business value. The role of the CIO is at the core of this transformation.
In this engaging and practical session, Rob Livingstone provides valuable insights on how organisations and CIOs alike can ensure this transition is made successfully, and rapidly.
Agenda included
Surveying the broader landscape
Is enterprise innovation the Job of IT?
The Future-State CIO Model
Getting past ‘Business – IT Alignment’
Creating Influence
Your leadership brand.
Your personal Brand – as you!.
Complimentary report on the current needs of CIOs BMAJCHER
Ahead of the Corporate IT Exchange 2012, we asked participants what the factors and main trends influencing their IT function are and what types of solutions providers could help them deliver on their IT and business priorities. The results are shown in an easy to digest visual presentation
Creating A Necessary Dependence - IT Business Alignmentgmwhitfield
The document discusses IT business alignment and how creating dependence between IT and business leaders is necessary to achieve alignment. It outlines challenges to alignment like focusing only on how IT aligns to business, a lack of tools to measure maturity, and traditional technology-focused solutions. The document proposes an IT2x framework that takes a process-centric approach involving both IT and business to identify projects supporting business goals. This framework aims to eliminate waste, allow more budget for innovation, and provide metrics to improve efficiency and alignment through a shared understanding of goals.
This document discusses the importance of aligning information technology (IT) with business goals and strategies. It provides examples of how IT can add value to products, services, competitive positioning, administrative efficiency, and management effectiveness. It also notes the risks of rapid technological changes and volatile markets. The document emphasizes that IT management should be based on strategic planning rather than ad hoc decisions, and should follow governance frameworks to prevent redundancy and wasted spending. It recommends aligning IT with business through operating models, enterprise architecture, and engagement models to ensure business and IT strategies are integrated and both local and company-wide objectives are achieved.
IT governance is the set of organizational regulations and standards that provide strategic direction for IT and ensure objectives are achieved and risks managed. Governance ensures stakeholder voices are heard in quality decision making and complex IT projects are effectively implemented. Benefits include better business alignment, risk control, cost savings, service quality and delivery times. Frameworks like ITIL and COBIT provide best practices for implementation through areas like service strategy, design and continual improvement. A business case shows enhanced help desk performance and cost savings through governance.
IT governance is the set of organizational regulations and standards that provide strategic direction for IT and ensure objectives are achieved and risks managed. Governance ensures stakeholder voices are heard in quality decision making and complex IT projects are effectively implemented. Benefits include better business alignment, risk control, cost savings, service quality and delivery times. Frameworks like ITIL and COBIT provide best practices for implementation through areas like service strategy, design and continual improvement. A business case shows enhanced help desk performance and cost savings through governance.
This document provides an overview and introduction to a lecture on mega-trends in business and IT, and business and IT fusion. It discusses several mega-trends including the agricultural and industrial revolutions, the internet and web 2.0, and various IT mega-trends such as Moore's Law, advances in data storage and networking, and the emergence of broadband communication and wireless technologies. It also discusses how ICT has become central to work and life and the evolution of IT use from automation to business transformation. The major assignment for the course is presented, involving implementing an IT capital planning process to best infuse technologies into organizations.
Bus2.0 Business 2.0 - developing strategy in BhutanUNSW Canberra
The document discusses the targets of Bhutan's 5-year plan from 2008 to 2013. Some of the key targets included increasing the economy and jobs, reducing crime rates and improving safety, enhancing health outcomes like reducing waiting times, raising education levels like literacy and high school completion, boosting transportation infrastructure by lowering commuting times, and protecting the environment by decreasing water usage. It also notes that asset investments alone will not achieve strategic goals and outlines various plans that IT organizations should maintain, such as business recovery, capacity, technology upgrades, security compliance and network evolution.
A short & plain english definition of Business Rules, which are a key element in systems definition. In theory, you can express a system entirely through the constructs of Business Rules. However, in practice, there is a law of diminishing returns in this effort, which the practitioner begins to sense through experience. The need to identify business rules as early as possible in the discovery phase is increasingly driven by the possibility to feed these rules together with process maps and thereby automatically generate executable code
This webinar focuses on business rules and on Business Rules Management Systems as a platform for Decision Management Systems. You will learn how a Business Rules Management System makes the agility and transparency you need possible and what the key components are for an effective Business Rules Management System. The power of business rules to support both policy and analytic rules and the role of decisions in effective business rules solutions will also be discussed.
This document discusses critical thinking and decision making in nursing. It begins by defining critical thinking as the process of applying reasoning to guide beliefs and actions. Key concepts of critical thinking discussed include interpretation, analysis, evaluation, and self-regulation. Common pitfalls and biases are also outlined. The document then discusses decision making, noting that nurses must make many rapid decisions. A case example illustrates the decision challenges nurses may face. The conclusion emphasizes that nurses are key decision makers expected to use evidence in their judgments.
This document outlines the steps in a group decision making process at a management level. It discusses (1) introducing decision making and identifying group members; (2) examining factors like rational decision making models, barriers to effective decision making, and quantitative/behavioral decision making tools; (3) exploring group decision making formats, their advantages and disadvantages, and tools to improve group decisions. The overall aim is to acquaint students with the decision making process and factors that influence management decisions.
1) The document discusses the steps of the decision making process which includes identifying the problem, criteria, weighting criteria, developing alternatives, analyzing alternatives, selecting the best alternative, implementing it, and evaluating.
2) It provides an example of getting a job in a school and lists the relevant criteria as salary, opportunity to progress, job environment, incentives, facilities, job security, location, and timings.
3) The alternatives provided are jobs at Unique, American Lycetuff, LDA, Allied, and Cathedral schools. Each alternative is then analyzed and weighted against the criteria to select the best option.
The document discusses decision making and problem solving. It covers defining problems, gathering relevant information to analyze problems, and generating and selecting alternatives. The problem solving process involves defining the problem, collecting information and measures, analyzing the problem, generating alternatives, selecting alternatives, and deciding on and implementing a solution. Cause and effect diagrams like fishbone diagrams can be used to identify and analyze the root causes of problems. Collecting the right information through questions is important for fully understanding problems before attempting to solve them.
Group decision making involves making choices collectively from alternatives. It can be more effective than individual decisions but also prone to flaws. Some techniques for group decision making include brainstorming, nominal group technique, and Delphi technique. While group decisions benefit from shared information and synergy, they also risk diffusion of responsibility, lower efficiency, and groupthink. Factors like leadership, personalities, and time constraints can influence group behaviors and decisions.
This document discusses return on investment (ROI) for IT project governance. It outlines challenges with best practices, reports success rates ranging from 10-40% and costs of failure. Assumptions are presented for calculating ROI under current, better, and excellent governance. A case study estimates ROI could increase from 30% currently to 135% with better governance. The conclusion calls for further research on quantifying national economic impacts and implications for governance frameworks and assurance.
The document provides an overview of COBIT (Control Objectives for Information and Related Technologies) as a risk management framework. COBIT is an IT governance framework that consists of 34 high-level IT processes mapped to business goals and objectives. It covers IT governance, management of IT resources, delivery and support of IT services, and monitoring of IT performance. The document outlines the key components of COBIT including its domains, processes, and maturity model.
The document discusses the evolving role of the Chief Information Officer (CIO) over time from an IT operations focus to a strategic business leader. It outlines four main CIO archetypes - business leader, operational expert, innovation agent, and turnaround artist - and how CIOs allocate their time across functions. The document also discusses the potential role of a Strategy Execution Officer (SEO) to ensure effective implementation of business strategies and enterprise platforms.
Using balanced scorecard to build a project focused org (no logo)Glen Alleman
The document discusses using a Balanced Scorecard approach to build a project-focused IT organization at the Rocky Flats Environmental Technology Site. As the site undergoes cleanup and closure, the IT organization aims to use technology to reduce labor needs, never impede closure progress, and withdraw services as closure processes finish. The Balanced Scorecard approach helps connect IT strategy to tactical project delivery and determine where to invest resources to achieve value, while measuring performance and linking investments to strategy.
M. Laudisa Executive Profile (www.exec-profiles.com)Maurizio Laudisa
The document is a summary of Maurizio L. Laudisa's career and accomplishments as an IT executive. It highlights that as CIO of LifeLabs, he rebuilt their IT department in 6 months, delivered projects under budget, and decreased annual operating costs by 42% while increasing system uptime. A 2008 benchmark study found LifeLabs' IT costs were 36% lower than best-in-class peers with lower costs per user. Customer feedback praised the improved service and support delivered by the IT department under his leadership.
Your Leadership Brand - The CIO as Business Strategist driving innovation. CI...Livingstone Advisory
Your Leadership Brand - The CIO as Business Strategist driving innovation
When CIOs think like business strategists, they shift from primarily managing technology projects to become highly business relevant. The ability of CIOs to successfully make this shift is key to underpinning the transformation of IT within the organisation. This transformation is critical to organisations that are looking for ways of driving innovation and entrepreneurship within the IT group, which in turn drives sustainable business value. The role of the CIO is at the core of this transformation.
In this engaging and practical session, Rob Livingstone provides valuable insights on how organisations and CIOs alike can ensure this transition is made successfully, and rapidly.
Agenda included
Surveying the broader landscape
Is enterprise innovation the Job of IT?
The Future-State CIO Model
Getting past ‘Business – IT Alignment’
Creating Influence
Your leadership brand.
Your personal Brand – as you!.
Complimentary report on the current needs of CIOs BMAJCHER
Ahead of the Corporate IT Exchange 2012, we asked participants what the factors and main trends influencing their IT function are and what types of solutions providers could help them deliver on their IT and business priorities. The results are shown in an easy to digest visual presentation
Creating A Necessary Dependence - IT Business Alignmentgmwhitfield
The document discusses IT business alignment and how creating dependence between IT and business leaders is necessary to achieve alignment. It outlines challenges to alignment like focusing only on how IT aligns to business, a lack of tools to measure maturity, and traditional technology-focused solutions. The document proposes an IT2x framework that takes a process-centric approach involving both IT and business to identify projects supporting business goals. This framework aims to eliminate waste, allow more budget for innovation, and provide metrics to improve efficiency and alignment through a shared understanding of goals.
This document discusses the importance of aligning information technology (IT) with business goals and strategies. It provides examples of how IT can add value to products, services, competitive positioning, administrative efficiency, and management effectiveness. It also notes the risks of rapid technological changes and volatile markets. The document emphasizes that IT management should be based on strategic planning rather than ad hoc decisions, and should follow governance frameworks to prevent redundancy and wasted spending. It recommends aligning IT with business through operating models, enterprise architecture, and engagement models to ensure business and IT strategies are integrated and both local and company-wide objectives are achieved.
IT governance is the set of organizational regulations and standards that provide strategic direction for IT and ensure objectives are achieved and risks managed. Governance ensures stakeholder voices are heard in quality decision making and complex IT projects are effectively implemented. Benefits include better business alignment, risk control, cost savings, service quality and delivery times. Frameworks like ITIL and COBIT provide best practices for implementation through areas like service strategy, design and continual improvement. A business case shows enhanced help desk performance and cost savings through governance.
IT governance is the set of organizational regulations and standards that provide strategic direction for IT and ensure objectives are achieved and risks managed. Governance ensures stakeholder voices are heard in quality decision making and complex IT projects are effectively implemented. Benefits include better business alignment, risk control, cost savings, service quality and delivery times. Frameworks like ITIL and COBIT provide best practices for implementation through areas like service strategy, design and continual improvement. A business case shows enhanced help desk performance and cost savings through governance.
Kappelman it strategy, governance, & value hoLeon Kappelman
This document discusses IT strategy, governance, and value. It emphasizes the importance of enterprise architecture in modeling the enterprise holistically rather than through a reductionist lens. Effective governance requires describing the enterprise with shared representations over time. The document also discusses typical IS department structures and the importance of business owners governing technology for the good of the enterprise.
The Analytical HR Professional: A Look at Data-Driven Talent ManagementHuman Capital Media
Faced with unprecedented generational shifts and evolving business imperatives for smart growth, the need for a complete and comprehensive view of the workforce - from skills, competencies and performance to hiring and retiring - has never been higher. However, many organizations lack the critical insight needed to identify high performers, develop high potentials, ensure that the right employees receive the right training and effectively deploy one of their most valuable resources - their people - to execute the organization's strategy. Join Lisa Rowan of IDC Research as she discusses the role of workforce for HR leaders seeking a more proactive role in driving business strategy. She will discuss how organizations can use a data-driven approach to HR to advance the workforce and seize market opportunities, and share tips for getting started.
The Zen and Art of IT Management (VM World Keynote 2012)CA Technologies
This document discusses strategies for IT management to drive business innovation. It suggests allocating resources between maintaining current systems versus delivering new business services, with 63% of spending going towards the latter. Maintaining systems is seen as a "chore" while investing in new services enables innovation. It also discusses using tools like CA Service Assurance to improve efficiency, streamline processes, and increase capacity for innovation. Case studies show how these tools helped companies like Jack Henry & Associates and Wikimedia Foundation improve service quality and the user experience.
The document summarizes a presentation on IT governance given by Erik Guldentops in Ghent, Belgium from 19-21 September. The presentation discussed how to achieve IT value while mitigating IT risks through the five domains of IT governance: strategic alignment, performance management, resource management, risk management, and value management. It provided an overview of frameworks for implementing IT governance like COBIT and assessing the benefits organizations have experienced by establishing stronger IT governance practices.
Flexible Work: From Workplace to AnyplaceCisco Canada
Flexible work arrangements can provide significant benefits to organizations. TELUS implemented a flexible work program that allows employees to work from home, mobile locations, or the office. This resulted in annual savings of up to $6,000 per employee from reduced real estate costs, increased productivity and employee satisfaction. TELUS reduced its real estate footprint by 40% while maintaining a 30% office-based workforce under the new flexible model. The program improved TELUS' financial, environmental and employee metrics, demonstrating the triple bottom line benefits of flexible work arrangements.
ICEGOV2009 - Tutorial 2 - part 1 - Architecting the Connected Government: Pra...ICEGOV
This document provides an overview of enterprise architecture concepts and practices. It defines enterprise architecture as the organizing logic for an organization's core business processes and IT capabilities. The document discusses the benefits of an architecture-driven approach, key elements of enterprise architecture including different viewpoints and architectures, and the importance of architecture governance. It also outlines common themes in enterprise architecture and who it concerns within an organization.
A Value Centric Approach to Governance Risk & ComplianceInnoTech
This document discusses taking a value-centric approach to governance, risk, and compliance. It argues that governance, risk, and compliance should be integrated, not separate activities, with governance directing the IT organization to achieve business objectives while managing risks and ensuring compliance. The document provides examples of governance frameworks and principles and emphasizes measuring the right things to demonstrate the value of IT investments.
Understanding COBIT 5.0 (IT Governance) by Mr. Avinash Totade
President of Information Systems Audit and Control Association (ISACA) UAE Chapter
OpenThinking Day 2012
The document discusses challenges with traditional requirements definition approaches and proposes a model-driven approach. A case study found the model-based approach delivered requirements at a lower cost and identified invalid, unnecessary, or missing requirements. The presentation promotes modeling over documentation and argues business analysts should focus on ensuring business outcomes are achieved rather than writing documents.
Soft skills - the key to [project] successUNSW Canberra
This presentation takes the case of project management to make the argument that soft skills are the key to success. Reference is made to the IPMA ICB4.0 competency frameweork
For Boards and their accidental sponsorsUNSW Canberra
1. The document discusses 6 guiding questions (6Q GovernanceTM) that boards and top managers can ask to better govern projects and ensure they implement strategy and create value.
2. The questions are: 1) What is the desired outcome? 2) How much change is required? 3) Who should be the sponsor? 4) How do we measure success? 5) Do we have the right culture? 6) Are we on track? Asking these questions can help address issues like benefits not being realized and lack of strategic alignment.
3. The document then provides more details on the first two questions, noting many projects lack clarity on
Implementing policy the Australian experience 2.0UNSW Canberra
The document summarizes the Australian experience in implementing policy through projects and strategies. It finds that while states like Victoria invest heavily in projects, there is little evidence that these projects actually help achieve long-term strategic goals. An analysis of NSW found that only 28% of strategies improved over 9 years, despite billions spent on projects. The document recommends establishing a National Strategy Audit Office to better ensure that projects and programs are properly aligned with and help realize strategic goals and priorities. It argues that without such oversight and a strategic focus, there is a large risk that strategic goals will not be met despite significant investments.
This document outlines an agenda for a case study research workshop. It discusses traditional prejudices against case study research, defines what a case study is, and covers how to design, conduct, analyze and report case studies. The document emphasizes that case study research requires rigorous procedures and benefits from theoretical propositions to guide the study. It provides examples of case study designs and discusses strategies for preparing to collect data, analyzing evidence, and addressing rival explanations in the analysis and reporting of case studies.
The document discusses improving communication between IT and business departments. It notes common stereotypes of IT professionals as living in their own world and using confusing jargon. It recommends communicating with IT about existing projects, goals, and processes to get their department in order. It also suggests communicating often with IT staff and customers, and getting IT on the CEO's agenda to improve customer perception and staff morale over time. Metrics for evaluating improved communication include whether IT communicates better with customers, customer satisfaction levels, and on-time project completions.
The document provides tips and recommendations for CIOs in their first 100 days in a new role. It discusses establishing performance measures, restructuring the IT organization if needed, tracking IT spending, and hiring a finance manager. It also recommends taking the first 30 days to listen to staff, customers, and management to learn about issues and concerns. In days 31-60, the CIO should choose who to trust and develop an initial plan of action. In days 61-90, the plan should be shared with stakeholders for feedback before execution.
The document discusses enterprise architecture (EA), including its linkages to strategic planning processes, budgets, and business strategies. It explains why defining an EA is important to ensure integration of critical data, applications, policies and more. The document provides guidance on how to define an EA, starting with customer channels and business processes, then technical elements. Maintaining standards, industry directions and architectural reviews of projects are also recommended. An example EA diagram is referenced for further illustration.
The document discusses IT budgeting and measurement. It outlines a simplified budget generation process that involves prioritizing investment proposals, comparing to previous budgets, and generating metrics. Typical budget classification categories include redundancy, security, and asset management. Developing key performance indicators involves expressing the budget in business terms, tying spending to owners, and linking financial and operational measures. The major assignment is to implement an IT capital planning process that balances project portfolios and establishes governance structures, with metrics to measure technology usefulness.
Pink batt fiascos uc-ise public lecture - aug 2010 - slideshare versionUNSW Canberra
The document discusses common issues with project management and governance that can lead to project failures. It notes that while boards and top managers often emphasize being on time and on budget, they may lack an understanding of how to effectively manage projects from a strategic perspective. The document also introduces some frameworks and concepts for establishing better governance practices to help ensure projects are aligned with organizational strategy and deliver intended benefits.
This document discusses project governance and outlines some key concepts and best practices. It notes that while projects account for 20-30% of organizational activities, they often fail to deliver benefits. Effective project governance is needed to ensure projects are aligned with strategy and deliver intended outcomes. Key aspects of best practice governance include oversight and review of projects, clear goals and requirements, adequate resources, good communication and managing risks. Cultural barriers can exist if boards and managers are not engaged in governance. Case studies are presented to demonstrate governance issues that can arise.
Breakthroughs In [It] Project Management SlideshareUNSW Canberra
This document provides an overview and agenda for a course on governing portfolios of programmes to execute strategy. The course will cover why governance of IT projects is needed given historical high rates of failure. It will examine case studies of how boards and senior management have successfully and unsuccessfully governed ICT projects. The document outlines definitions of different types of project success and discusses frameworks for governing projects to achieve desired outcomes and realize benefits.
Governing Projects Uni Syd INFO6007 2009UNSW Canberra
The document discusses IT project governance and the need to re-examine traditional views of success. It notes that while project management focuses on outputs like time and budget, true success requires governing projects to achieve intended outcomes and benefits. Proper governance involves boards and top managers guiding projects aligned with strategy and being accountable for realizing expected value. The document advocates governance standards like HB280 and AS8016 which emphasize outcomes over outputs and managing projects from the boardroom level.
Top Management Support - Mantra or Necessity?UNSW Canberra
This research provides evidence that top management support is the most important critical success factor for project success and is not simply one of many factors. There are implications for practice because it appears that the conventional project management and technical advice has less impact on project success than previously thought. Boards and top managers may have to personally accept that they have more influence on whether a project succeeds or fails.
This document summarizes key points from a lecture on IT project governance, including:
1. Traditional project management advice has less impact on success than previously believed, and benefits are delivered by operations management, not just the project team.
2. Most IT projects fail to deliver benefits, and a benefits-based definition of success is more appropriate than just assessing project management success.
3. Top management support is the most critical success factor for IT projects, not just competent staff or clear requirements. Effective governance where top managers evaluate, direct and monitor projects is needed.
This document discusses how governance practices will soon face increased scrutiny in the wake of the global financial crisis. It notes that ineffective governance was a contributing factor and will be one of the first targets examined. The document provides a brief history of governance failures and reforms. It argues that while governance is important, current prescriptions may not actually improve performance or reduce risk. Looking ahead, governance must add real value by reducing costs, improving customer service, and increasing revenue. The right questions around key areas like benefits, risks, sponsorship, and monitoring will be important to demonstrate effective governance and avoid further criticism after the crisis.
Enhancing Adoption of AI in Agri-food: IntroductionCor Verdouw
Introduction to the Panel on: Pathways and Challenges: AI-Driven Technology in Agri-Food, AI4Food, University of Guelph
“Enhancing Adoption of AI in Agri-food: a Path Forward”, 18 June 2024
The report *State of D2C in India: A Logistics Update* talks about the evolving dynamics of the d2C landscape with a particular focus on how brands navigate the complexities of logistics. Third Party Logistics enablers emerge indispensable partners in facilitating the growth journey of D2C brands, offering cost-effective solutions tailored to their specific needs. As D2C brands continue to expand, they encounter heightened operational complexities with logistics standing out as a significant challenge. Logistics not only represents a substantial cost component for the brands but also directly influences the customer experience. Establishing efficient logistics operations while keeping costs low is therefore a crucial objective for brands. The report highlights how 3PLs are meeting the rising demands of D2C brands, supporting their expansion both online and offline, and paving the way for sustainable, scalable growth in this fast-paced market.
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NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
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During the budget session of 2024-25, the finance minister, Nirmala Sitharaman, introduced the “solar Rooftop scheme,” also known as “PM Surya Ghar Muft Bijli Yojana.” It is a subsidy offered to those who wish to put up solar panels in their homes using domestic power systems. Additionally, adopting photovoltaic technology at home allows you to lower your monthly electricity expenses. Today in this blog we will talk all about what is the PM Surya Ghar Muft Bijli Yojana. How does it work? Who is eligible for this yojana and all the other things related to this scheme?
Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...Niswey
50 million companies worldwide leverage WhatsApp as a key marketing channel. You may have considered adding it to your marketing mix, or probably already driving impressive conversions with WhatsApp.
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We take a look at everything that you need to know in order to deploy effective WhatsApp marketing strategies, and integrate it with your buyer journey in HubSpot. From technical requirements to innovative campaign strategies, to advanced campaign reporting - we discuss all that and more, to leverage WhatsApp for maximum impact. Check out more details about the event here https://events.hubspot.com/events/details/hubspot-new-delhi-presents-unlocking-whatsapp-marketing-with-hubspot-integrating-messaging-into-your-marketing-strategy/
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