Tieke 93. bisnestreffit Tapsan alustus

Atividade loureniceLourenice Barbosa Lima Scheffler

Information Management Summit 2014! Tapsa

The future of CIO? BiModal IT, would that approach fix the current problems? Could CIO wear a Sami Headgear as said by R. Wang from Constellation Research. Why do the senior executives praise "start-up mentality" as all their legacy projects fail in similar ratio as start-ups anyway (VC's success ratio is about 1:4-10)? Jim Collins did say that "get the right people on the bus and wrong people off the bus" - I believe that is the way how ICT transformation will get boosted. An example of the "get the right people in the bus" is given from year 1943, Lockheed's SkunkWorks. Learning innovation methods is far more important than learning project methods like Agile or ASAP. On one hand employee's expect to be able to consume corporate ICT services like any other apps and on the other hand most of the corporate ICT services become commodity thus centralised ICT will cease to exist. Digital strategy created by business will replace ICT strategies.

Myös johdon on oltava ketterä!

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3anek chowthaisong

Cult of wasteful projects by Järvenpää & Kankare

Somewhat provocative lecture in itSMF Finland Conference on the 2.10.2014 about future trends to wake/shake up the audience. According to studies almost half of the features of new systems are never used i.e. half of the effort is wasted. Based on my experience this phenomena is caused by unclear vision and targets when developing business systems e.g. ERP, CRM, ... Most of the unnecessary features are inherited from legacy systems and thereby it is fair to say that legacy systems are not gone by the day when they’re replaced but halved – like radioactive materials have halving times so do legacy systems. Old habits and paradigms dictate the way we work. Digital transformation is only in the beginning and unless we learn how to break free from legacy thinking the digital transformation will not leap forward and competition will take over our businesses. Let’s thinkabout Finnish web shops. Our nation kind of missed the nature of Internet and instead of targeting customers world wide we started to build web shops that’ll serve the existing local clientele. And made space for international competition. What if we misinterpret the Internet of Things in similar manner? Is the way we think about ICT and ICT governance adaptable and agile enough to respond to future? It is obvious, and also reality already, that one-size-fits-all policies are not sufficient anymore e.g. in single development program co-existing different technical platforms, one suitable for continuous integration and the other for integration once in a quarter. Likewise the developers prefer different methodologies: old school waterfall and more modern scrum. Chief HR Officers have more to say to mobile strategy than CIO because mobility is more about working ergonomics and employee satisfaction than technical stuff. Ability to code is becoming equally important as literacy. Eventually everyone will un- derstand code like foreign languages. People will more and more start to write their own apps. What will be the role of the central ICT? Will it cease to exist? How do the working preferences of Z and / generations differ from baby boomers? Are the traditional, established organizations ready to absorb the latest trends of development and also experiences gained by young people who are advancing parallel careers? More and more of the traditional ICT products and services are becoming commodity and even infrastructure like electricity. What'll be the future of CIT Staff?

Speakers forum demo 5.9.2013

Project Management experiences, do's and don'ts

PM Club Tampere hosted an event focused in project experiences. I shared learnings from my quarter of a century career in project management. Good discussions. The event ended with little workshopping where attendees analysed tops and flops of project work. My presentation has 3 parts: 1) Typical failure mechanisms or trigger points in project execution: - vision not shared - vision not understood - corporate rules and policies - problem solving by acquiring licenses - team dynamics - organisational misalignment - complicated, fat governance model 2) Weaknesses or even destructive steering group work - old working paradigms compared to actual project methods - too long, didn't read; highest paid persons opinion - indecisiveness - no will to reset red traffic light, no clue how to improve situation - surprises during meetings - conflicts of interest slowing down project work 3) Keys to success: - progress and development is not linear - minimum viable product strategy accelerates learning - there are always viable work arounds - change adaptation is function of time - projects need to be connected to external world, use simple and visual tools - test your ideas, pivot one factor of your hypothesis at a time - Deming's P-D-C-A is an useful tool for learning too - steering group is responsible of enabling project success, one of the main tools is risk mitigation by stopping potential domino effects - risks are not isolated by nature - skunkworks principles are still valid

Laporan kokoSJK(T) LADANG BUKIT MERTAJAM

Also Top Management Needs To Be Agile

Organisations keep on sending project personnel to different training and education programs. Methodologies evolve and tools improve, but project performance keeps the same. There seem to be invisible obstacles on the way to success. In his speech Tapsa speculates with the possibility that it might be the management that should be trained and working habits changed. The speech includes topics like steering committee is under utilised resource, are right things measured?, why communication efforts don’t make an impact and why bold targets get diluted over the course of project execution.

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Speakers forum demo 5.9.2013

Project Management experiences, do's and don'ts

Laporan kokoSJK(T) LADANG BUKIT MERTAJAM

Also Top Management Needs To Be Agile

Nutrición

SQA with Algorismi

División de dos cifras

Scale