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 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.
This document summarizes the findings of a global cloud survey conducted by KPMG. The key findings are:
1) While cost reduction remains an important objective of cloud adoption for many organizations, there is a growing focus on leveraging cloud technologies to drive business transformation and gain competitive advantages.
2) Organizations are realizing that cloud adoption is more complex than initially anticipated and requires transforming business processes to fully realize the benefits. Simultaneous business process redesign is critical.
3) Implementation and integration challenges are among the biggest hurdles to cloud adoption. One third of respondents found implementation costs higher than expected. Process redesign must be considered in cloud budget and timelines.
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 discusses IT governance in small and medium enterprises (SMEs). It explores whether IT governance in SMEs is based more on control or trust when outsourcing IT projects. The document outlines definitions of SMEs, issues they face with IT and outsourcing, and introduces the concepts of agency theory and organizational trust as theoretical frameworks. It then describes the research methodology used - a retrospective multiple case study analysis of SMEs that experienced outsourced IT project failures. The document puts forward four propositions relating project failure to levels of control and trust.
Business agility and innofficiency agile 2012 finaldrewz lin
The document discusses designing business systems for both innovation and efficiency. It argues that organizations are often optimized for efficiency over innovation, leading to an inability to innovate and extend their organizational life cycles. The document proposes using lean/agile systems and design thinking to work on the systems that produce products and services, in order to balance innovation and efficiency goals.
A better method for it export - David JoyceAGILEMinds
This document summarizes a case study on improving an IT query management system. It begins by mapping the end-to-end customer experience process, which identified long resolution times. It then analyzed demand and found 60% was failure demand. Recommendations included improving visibility, aligning systems with customer needs, and supplementing SLAs with end-to-end and value/failure demand metrics. Implementing the recommendations reduced average resolution times by 67% and variation. The case study demonstrated analyzing systems from a customer perspective can identify improvements with greater impact than a technical focus.
This document summarizes a presentation on fighting SOA fatigue. It provides evidence of SOA fatigue through quotes highlighting challenges with vendors, technology, design, projects, culture, and management. It then discusses how good governance through enterprise architecture can help address these challenges by representing long-term business interests, increasing influence, and guiding infrastructure development. The presentation concludes by emphasizing the need to connect SOA initiatives to higher-level business priorities in order to engage stakeholders and address SOA fatigue.
GE has a long history dating back to 1878 and has transformed over time under strong leadership. It currently has major business segments in energy, aviation, healthcare, and capital. GE aligns its HRM practices closely with its business strategy, with a focus on leadership development, performance management, and succession planning. It takes an integrated approach to aligning HRM, business processes, and leadership development. GE recognizes the importance of its culture and social responsibility to its continued success in a changing global environment.
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.
This document summarizes the findings of a global cloud survey conducted by KPMG. The key findings are:
1) While cost reduction remains an important objective of cloud adoption for many organizations, there is a growing focus on leveraging cloud technologies to drive business transformation and gain competitive advantages.
2) Organizations are realizing that cloud adoption is more complex than initially anticipated and requires transforming business processes to fully realize the benefits. Simultaneous business process redesign is critical.
3) Implementation and integration challenges are among the biggest hurdles to cloud adoption. One third of respondents found implementation costs higher than expected. Process redesign must be considered in cloud budget and timelines.
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 discusses IT governance in small and medium enterprises (SMEs). It explores whether IT governance in SMEs is based more on control or trust when outsourcing IT projects. The document outlines definitions of SMEs, issues they face with IT and outsourcing, and introduces the concepts of agency theory and organizational trust as theoretical frameworks. It then describes the research methodology used - a retrospective multiple case study analysis of SMEs that experienced outsourced IT project failures. The document puts forward four propositions relating project failure to levels of control and trust.
Business agility and innofficiency agile 2012 finaldrewz lin
The document discusses designing business systems for both innovation and efficiency. It argues that organizations are often optimized for efficiency over innovation, leading to an inability to innovate and extend their organizational life cycles. The document proposes using lean/agile systems and design thinking to work on the systems that produce products and services, in order to balance innovation and efficiency goals.
A better method for it export - David JoyceAGILEMinds
This document summarizes a case study on improving an IT query management system. It begins by mapping the end-to-end customer experience process, which identified long resolution times. It then analyzed demand and found 60% was failure demand. Recommendations included improving visibility, aligning systems with customer needs, and supplementing SLAs with end-to-end and value/failure demand metrics. Implementing the recommendations reduced average resolution times by 67% and variation. The case study demonstrated analyzing systems from a customer perspective can identify improvements with greater impact than a technical focus.
This document summarizes a presentation on fighting SOA fatigue. It provides evidence of SOA fatigue through quotes highlighting challenges with vendors, technology, design, projects, culture, and management. It then discusses how good governance through enterprise architecture can help address these challenges by representing long-term business interests, increasing influence, and guiding infrastructure development. The presentation concludes by emphasizing the need to connect SOA initiatives to higher-level business priorities in order to engage stakeholders and address SOA fatigue.
GE has a long history dating back to 1878 and has transformed over time under strong leadership. It currently has major business segments in energy, aviation, healthcare, and capital. GE aligns its HRM practices closely with its business strategy, with a focus on leadership development, performance management, and succession planning. It takes an integrated approach to aligning HRM, business processes, and leadership development. GE recognizes the importance of its culture and social responsibility to its continued success in a changing global environment.
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.
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
Business Architecture based Performance TransformationSteve Kerzman
Major business change initiatives often fail because there is a gap between leadership's stated vision and strategy and what is ultimately delivered. This can be addressed through developing a business architecture, which bridges this gap by providing a common framework that aligns people, processes, technology, and other assets to achieve the desired outcomes. An effective business architecture increases the chances of implementing major changes successfully in one try. It should be used for large, complex changes but may not be needed for small, routine improvements.
Missouri Issues in Workers’ Compensation General SessionKurt Madel
The document summarizes a presentation given by Brian Ronnau of CapTech Ventures on a business analysis conducted of the Missouri Division of Workers' Compensation (DWC). The analysis found siloed organizations, redundant processes, and a paper-focused system within the DWC. The presentation recommends transitioning the DWC to a more digital, automated, and data-driven system to benefit users by streamlining workflows, improving reporting, and increasing accessibility. Common concerns from stakeholders in modernizing the system include timelines for updating systems and the impact of changes. The keys to success include strong leadership, change management, and stakeholder involvement throughout the process.
How & Why Architecture & Standards Shape Govsubramanian K
The document discusses governance and architecture in government IT projects. It notes that governance needs to be extended to IT to provide leadership, structure, and processes to ensure IT supports government strategies. It also discusses the importance of IT-business alignment and managing the "seven Ps" - people, process, platforms, products, projects, planning, and portfolios. Finally, it states that architecture can mediate factors like environment, culture, structure, and politics and shape how government IT projects are implemented.
This document summarizes the findings of a survey about revenue assurance functions in the telecommunications industry. The survey found that rapid changes in technology and business models are increasing the risk of revenue leakage for telecommunications companies. It also found that revenue assurance functions face increasing pressure to identify and address revenue leakage and fraud. Additionally, the survey highlighted some of the ongoing challenges for revenue assurance, such as complex network systems and partnerships, and provided guidance on how companies can reduce revenue leakage and optimize margins.
David Rose provided an overview of the Benefits associated with Enterprise Architecture.
Presented at the first JISC Emerging Practices workshop (2012/03/29).
http://emergingpractices.jiscinvolve.org/wp/doing-ea-workshop/
Managing the the Technical Debt lifecycle. In this presentation we explore the evolution of the metaphor, the value it brings to organizations and challenges to successful adoption.
The full audio and video can be viewed at http://blog.acrowire.com/td-webinar.
Business architecture is a disciplined approach to creating and maintaining a set of business-owned information assets that serve as a blueprint for planning and executing strategy. Organizations can take a top-down or bottom-up approach to business architecture. A bottom-up approach focuses on techniques and best practices among operational teams but may lack strategic alignment. A top-down approach ties documentation to strategic goals but can lack tactical execution. Most organizations get stuck taking both approaches without integrating them, failing to connect strategic goals to operations. To be successful, an organization needs both senior leadership buy-in and skills in business architecture modeling, bringing together strategy and analysis.
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.
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
Business Architecture based Performance TransformationSteve Kerzman
Major business change initiatives often fail because there is a gap between leadership's stated vision and strategy and what is ultimately delivered. This can be addressed through developing a business architecture, which bridges this gap by providing a common framework that aligns people, processes, technology, and other assets to achieve the desired outcomes. An effective business architecture increases the chances of implementing major changes successfully in one try. It should be used for large, complex changes but may not be needed for small, routine improvements.
Missouri Issues in Workers’ Compensation General SessionKurt Madel
The document summarizes a presentation given by Brian Ronnau of CapTech Ventures on a business analysis conducted of the Missouri Division of Workers' Compensation (DWC). The analysis found siloed organizations, redundant processes, and a paper-focused system within the DWC. The presentation recommends transitioning the DWC to a more digital, automated, and data-driven system to benefit users by streamlining workflows, improving reporting, and increasing accessibility. Common concerns from stakeholders in modernizing the system include timelines for updating systems and the impact of changes. The keys to success include strong leadership, change management, and stakeholder involvement throughout the process.
How & Why Architecture & Standards Shape Govsubramanian K
The document discusses governance and architecture in government IT projects. It notes that governance needs to be extended to IT to provide leadership, structure, and processes to ensure IT supports government strategies. It also discusses the importance of IT-business alignment and managing the "seven Ps" - people, process, platforms, products, projects, planning, and portfolios. Finally, it states that architecture can mediate factors like environment, culture, structure, and politics and shape how government IT projects are implemented.
This document summarizes the findings of a survey about revenue assurance functions in the telecommunications industry. The survey found that rapid changes in technology and business models are increasing the risk of revenue leakage for telecommunications companies. It also found that revenue assurance functions face increasing pressure to identify and address revenue leakage and fraud. Additionally, the survey highlighted some of the ongoing challenges for revenue assurance, such as complex network systems and partnerships, and provided guidance on how companies can reduce revenue leakage and optimize margins.
David Rose provided an overview of the Benefits associated with Enterprise Architecture.
Presented at the first JISC Emerging Practices workshop (2012/03/29).
http://emergingpractices.jiscinvolve.org/wp/doing-ea-workshop/
Managing the the Technical Debt lifecycle. In this presentation we explore the evolution of the metaphor, the value it brings to organizations and challenges to successful adoption.
The full audio and video can be viewed at http://blog.acrowire.com/td-webinar.
Business architecture is a disciplined approach to creating and maintaining a set of business-owned information assets that serve as a blueprint for planning and executing strategy. Organizations can take a top-down or bottom-up approach to business architecture. A bottom-up approach focuses on techniques and best practices among operational teams but may lack strategic alignment. A top-down approach ties documentation to strategic goals but can lack tactical execution. Most organizations get stuck taking both approaches without integrating them, failing to connect strategic goals to operations. To be successful, an organization needs both senior leadership buy-in and skills in business architecture modeling, bringing together strategy and analysis.
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
On Wednesday 13th March Peter Langley, past chairman and current committee member of the Value Management SIG, made the long journey from Beverley in East Yorkshire to Reading to ask “Does the project manager stand a chance?”
Business is evolving, and IT governance frameworks like COBIT can help organizations adapt. COBIT provides a comprehensive framework for ensuring IT is properly governed and aligned with business needs. It addresses key areas like strategic alignment, value delivery, risk management, and resource management through establishing clear processes and controls. By implementing COBIT, organizations can improve transparency, accountability, compliance and overall IT performance.
The document discusses governance, risk management and compliance (GRC) and how these areas are increasingly integrated. It provides definitions and examples of different types of governance. It then summarizes frameworks and standards that can help organizations implement GRC, including ISO 38500, COBIT and risk and compliance processes within COBIT 5. COBIT 5 takes a holistic approach to optimizing IT benefits and risks through governance and management processes.
Michael Krigsman, CEO of Asuret Inc., presented on governance and failure. He discussed how 30-70% of IT projects are late, over budget or don't meet requirements despite methodologies and tools. Governance issues like lack of alignment between business and IT are common causes of failure. Asuret uses a failure analysis simulation to measure 7 key factors of success and gain insights from stakeholders to better understand and prevent failures. Key lessons included the importance of knowledge sharing, early warning signs, and exercising wise judgment.
BCM, or business continuity management, involves identifying risks, analyzing the impact of disruptions on business processes, and developing recovery strategies and plans. It is important for organizations because 2 out of 5 enterprises that experience a disaster go out of business within 5 years. BCM ensures business viability during crisis situations like fires, floods, or technology failures. The most important aspects of effective BCM are planning, training employees, and regularly testing plans. While technology plays a role, BCM is not primarily about IT - it requires support from top management and focuses on protecting critical business processes.
This document provides an overview of CEI's outsourcing offering. CEI is an IT services provider with over 400 employees across the US and India. They specialize in Microsoft and IBM technologies. The document discusses CEI's global agile delivery model, key success factors for outsourcing like communication and documentation, and an example case study. It also presents two team models and pricing examples for outsourcing engagements.
Weathering a Recession Driven Economy - Project Portfolio Management and Busi...Saji Madapat
The document provides information about the Memphis chapter of the Project Management Institute (PMI). It discusses using project portfolio management techniques to weather economic downturns. Specifically, it recommends taking advantage of opportunities during recessions to invest in business systems and expose inefficiencies, rather than using short-term cost cutting measures. The chapter will host a PMP exam preparation course in February and the next meeting will feature a presentation on following PMBOK processes.
Similar to Emerging Demand For Business Project Audits (20)
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
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.