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Challenges in IM

Challenges in IM. A closer look. Four Areas. Funding Ownership Prioritization – Ownership and Participation Stature. Funding. A very big part of any IM project. Ways to ensure initial and persistent funding Executive Leadership Sponsorship vs. Leadership Clear Definition of Success

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Challenges in IM

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  1. Challenges in IM A closer look

  2. Four Areas • Funding • Ownership • Prioritization – Ownership and Participation • Stature

  3. Funding • A very big part of any IM project. • Ways to ensure initial and persistent funding • Executive Leadership • Sponsorship vs. Leadership • Clear Definition of Success • Clearly define baselines and targets in $$ before starting the project. • Predefined Kill Switch • Red flags should be defined in advance. Look for the trouble spots in any project • Staff illness, Delay in procurement process, Management Review delays • Small Experience team • Laser sharp focus on critical requirements • Respect for the future and the past Adapted from “IT Project Funding: Less is More,” Harvard Business Review – Susan Cramm – 10/30/2008 – blogs.hbr.org

  4. Funding • Ways to ensure initial and persistent funding (cont.) • Small Experience team • It is better to bring in and pay for a few experts on the subject matter, than to give the task over to an inexperienced staffer. • Laser sharp focus on critical requirements • Critical requirements! Stay Focused! Scope creep should be expected, anticipated, and managed • Respect for the future and the past • Allow for the unknowns in the new system while embracing the strengths of the legacy system.

  5. Funding • ‘Big dollars are required to fix big problems. But the way to solve a big problem is to make it a series of small problems’ • Understand what is practical than what is possible (is every function possible really necessary?). Don’t design for the outlier. iPhone app design model example)

  6. Ownership • A very big problem with most IT projects. • Business strategy vs. business need • Speak the language of business, not binary • Have ‘Talking Points’ ready just in case you have opportunity to speak with or have an extended meeting with another CxO. • Understand ROLE – Learn eachfunction’s language • CEO • CFO • CMO/VP Sales • COO • CIO

  7. Priority • I.T. should NEVER define priority exclusively. Allow other CxOs to own this process. • Business strategy should dictate priority • If priority is given by NON-IT, funding is less likely to be reduced or cut off • High-Level Managers will respect the word of the CEO/CFO in most cases and honor the priorities dictated by them • Leverage for nudging non-starters / slow-starters / dissenters of the plan is possible

  8. Stature • Why is IT or the CIO still not seen as a legitimate part of the business strategy process? • Lack of understanding the difference between what is practical and what brings value • The “Geek” Factor • Language • Chemistry • Apparel • Motivations • Flying under the radar - Not seen and not heard until there is a problem • Education Snobbery – CS CIS MIS vs. MBA?

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