Previously: Timing The new year approaches, and most IT groups aspire to start out with a completed IT Budget, derived from a well thought out set of short-term Objectives, that align with an IT Strategy - that itself aligns with the overall Corporate Strategy. If your timing is a bit off, and you haven't established these connections with the process yet - where do we begin? In my last post, I talked about Timing: get in the conversation early, take…
In some companies, IT struggles to find a voice amid the other functional areas of the business - Finance, Operations, Sales and Marketing, even Human Resources. "Business Alignment", a regular item on lists of Top 5 IT Concerns each year, pops up because (I believe) it's difficult to glibly draw a line connecting IT systems and projects to the changing priorities of most organizations. I will admit to a small amount of cynicism here - part of the problem is…
Progress requires innovation, success spawns imitation, competition requires differentiation - and after 7+ years of “Web 2.0”, there are multiple sharing environments vying for our attention (and participation). Content Creation Blogging has morphed beyond it’s “personal diary” origins; Blogger, Wordpress, and the various CMS platforms have moved to become a long-format publishing platforms that continue to evolve. My own experience with this blog (cazh1) and internal blogs at work has shown that “posts” are more essays, articles, documentation on what…
This past week saw the introduction of Google+, the search behemoth's entry into the social networking fray. A slew of posts, articles, opinion pieces, etc. were sure to flow - and as I settled down with some time and a backlog of links to review, here are my initial thoughts on the service. httpvh://www.youtube.com/watch?v=xwnJ5Bl4kLI Do I need yet another social networking platform? Not really, I've got my personal (Facebook) and professional (LinkedIn) networks somewhat segregated, and I am falling a…
Ok, maybe I'm stretching the meaning there, but that's a cool sounding title, and what I see as an interesting phenomenon. People get excited about Large Numbers, and think they have meaning and importance simply because they are Large Numbers. Big Errors For example - years ago, when an application manager was whirling around the office in a minor uproar, worrying that that someone accidentally keyed in a $1B line item on an invoice. That's $1,000,000,000,000 - for the Unit…
Some IT departments prefer chargebacks, while others do not. My own preference is to allocate IT costs to the business units, based on some reasonable balance of simplicity and accuracy. General services could be allocated by headcount, COGs, or revenues, with each business unit taking their proportional share. Some easily identifiable items might be allocated more directly - maintenance costs for specialized engineering, warehouse management, or financial systems, for example, could be allocated more directly to those departments. I've written…
via Geek.com - yes, I subscribe to stuff like this in my RSS reader ... httpv://www.youtube.com/watch?v=t8g-iYGHpEA I thought this was interesting on two levels ... The Engineering student within appreciates the differences in sorting techniques (although I think I could speed up that bubble sort ...) I also think these videos provide a simple illustration of the power of multi-media information sharing; the audio helps the animated "description" of the sorting techniques httpv://www.youtube.com/watch?v=iXAjiDQbPSw I freely admit to be a bubble-sort…
All projects should have a clear objective, a practical plan, and an understanding of the costs and benefits to get the thing done. Easy to say, but a lot of project teams struggle to crisply and clearly define specific business benefits. One way to move the process forward would be to have a clear understanding of the types of business benefits you might claim. Hard benefits come from firm commitments to make measurable differences in the amount of revenue generated…