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Why ITIL Can Be Dangerous to Business Relationship Management Health

Why ITIL Can Be Dangerous to Business Relationship Management Health
By Vaughan Merlyn

First, let me be clear—establishing robust Service Management discipline is essential ‘table stakes’ for an IT organization with low supply maturity (i.e., one that is not good at keeping the proverbial ‘lights on and trains running on time.’) If your Business Partners don’t understand or trust basic IT services, they aren’t going to invest their time and energy in developing a strong relationship with the IT organization. They aren’t going to look to that organization for the more strategic and higher value opportunities that might be made possible through information and IT. So, while Service Management is a crucial building block for any IT organization looking to improve their performance and value delivered, it is not the whole story. And ITIL® is an effective framework for establishing good Service Management discipline. However, it does not fully address the more strategic aspects of driving business value realization from information and IT. Read the Complete Article

We Picked the Wrong Project Management Tool

We Picked the Wrong Project Management Tool
By Vaughan Merlyn

How many times have you heard, “We picked the wrong tool!” when referring to a project management or portfolio management or just about any other kind of tool for the IT organization? I’ve heard that many, many times over my 30 year consulting career. So, it’s time for a couple of uncomfortable truths – expressed as “Merlyn’s Rules of IT Tools”:

  • Merlyn’s Rule #1: You will always pick the ‘wrong’ tool.
  • Merlyn’s Rule #2: If you focus on the process being automated or supported, and the management of organizational change, you will probably find you actually have the ‘right’ tool.

  • Merlyn’s Rule #3: If you focus on the process and management of organizational change and still want a different tool, then switching to a new tool will be trivial.

The Cobbler’s Children

All IT people know the three rules above. You would never allow technology to be applied to a business process without reengineering the process first. Read the Complete Article

Why Some Projects Should Be Led, Not Managed

Why Some Projects Should Be Led, Not Managed
By Vaughan Merlyn

I’ve written before about Business-IT Maturity, and the common “sticking points” that most IT organizations run into around the mid-point between low and high maturity.

Walking Ever Faster Will Not Get You Running!

If, arbitrarily, you pick 3 levels of Business-IT Maturity – say Level 1 = low, Level 2 = medium and Level 3 = high, you will typically find that the things you have to do to get from Level 1 to Level 2 not only won’t get you from Level 2 to Level 3 – they will actually prevent you from reaching Level 3! The trick is to recognize what these things are, and that you are entering a very different learning curve. For example, if your solutions delivery process is broken, you need a great deal of rigor and discipline – in the form of Project Management and a Systems Development Life Cycle. Read the Complete Article

Common Mistakes in IT Portfolio Management

Common Mistakes in IT Portfolio Management
By Vaughan Merlyn

IT Portfolio Management is at the heart and soul of leveraging IT for business value. And yet most IT organizations do a poor job of managing IT investments as a portfolio. At its best, IT Portfolio Management (PfM) is a way to:

  1. Define your investment strategy for IT – including needs for risk/return, innovation, common enterprise-wide capability.
  2. Make that strategy visible and understandable to business executives to allow dialog and debate to reach agreement with key business stakeholders.
  3. Monitor performance of the IT portfolio.
  4. Adjust the portfolio based upon actual performance of IT investments.
  5. Adjust the portfolio based upon changing business conditions.

At its worst, PfM is simply a laundry list of projects, or, even worse, a collection of laundry lists, one or more for each business unit and corporate function. What are the common mistakes being made here?

  1. There really is no tangible IT investment strategy – just a bucket of money and funding sources.
Read the Complete Article

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1 – A1 Enterprise 286 – Karl Fischer
2 – Aaron Sanders 287 – Kathlika Thomas
3 – Abdulla Alkuwaiti 288 – Katy Whitton
4 – Abhijat Saraswat 289 – Kay Wais
5 – Abhilash Gopi 290 – Kaz Young
6 – Adam Leggett 291 – Keith Custer
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