Posted on March 11, 2015 by Paul Ritchie
As a CIO, you have either made – or heard – recommendations to create an IT project management office. Perhaps you have implemented one, and your department is reaping the benefits of project planning, monitoring, and controlling. IT delivers its projects on time, on budget, and to spec. Congratulations! You and your IT PMO have put the foundation of consistent innovation in place.
Nevertheless, it is no more than a foundation. A PMO must…
For more, see the full article at CIO Review.
Filed under: Agile, Innovation, IT Strategy, PMO, Portfolio Management, Project Management | Tagged: agile, Innovation, IT project management and portfolio management, IT Strategy, PMO, Portfolio Management | 1 Comment »
Posted on May 22, 2009 by Paul Ritchie
Great interview by Linda Tucci at searchCIO.com (here) with Richard R. “Rick” Roy, CIO at CUNA Mutual Group about his experiences as a line manager and how they’ve transformed his IT leadership approach. This passage on a shared sense of urgency struck me:
I think the other thing in operations is the sense of urgency. In your customer service centers, the phone rings and you either answer it within your service standards or not; you either resolve the question within your service standards or not, or pass it on to another level of service.
IT operations has that flavor to it, but when you get over into the application development world, it typically doesn’t. They typically are working on projects that can span months, if not quarters, even years. Trying to drive that sense of urgency is probably the other big reminder for me as I have come back into the CIO seat.
Roy also hints at something PMOs need to do better: maintaining the same pace as the business. A PMO needs processes that are nimble enough to keep up as the business responds to the market, competition, etc. by “adjusting and going perhaps in a different direction.”
Filed under: IT special interests, IT Strategy, Leadership, Organizational Change Management | Tagged: CIO career development and career paths, CUNA Mutual, Enterprise application development, IT project management and portfolio management, Leadership and strategic planning, Linda Tucci, Rick Roy, Web 2.0 applications | 5 Comments »
Posted on May 15, 2009 by Paul Ritchie
Comments are great for me, because they remind me to check out blogs and other content I’ve neglected. To that end, I finally bopped back over to Lui Sieh’s blog (here) and immediately saw a timely post on the role of the CIO and IT in matrixed organizations (here).
IMO, IT is plenty matrixed already in most firms, though I wonder how much thought went into many of these organizational designs. In particular, there is traditionally a ton of emphasis placed on the direct reporting line of the CIO. However, is that reporting line really as important as the relationship of the CIO’s direct reports to the business?
In other words, there are always risks in CIO reporting relationships — e.g., to the CEO can mean that IT gets too detached from day-to-day execution, to the CFO can mean too much emphasis on cost cutting, etc. But a well-designed and well-aligned set of relationships among IT business partners — who should report to the CIO — and senior business leaders can mitigate this risk. It is this second layer of governance that is critical.
In fact, this approach should extend to PMOs, where the IT PMO should be linked into PMOs covering research, marketing, capital projects, etc. to ensure appropriate understanding and prioritzation of initiatives across the enterprise (where via a formal or virtual enterprise PMO).
Filed under: IT special interests, IT Strategy, PMO | Tagged: Lui Sieh, matrixed teams, Pei Mei IT Guy | 1 Comment »
Posted on May 7, 2009 by Paul Ritchie
With the release of SAP Business Suite 7, the debate about the SAP and Oracle integration strategies has heated up. Loraine Lawson at IT Business Edge (here) uses two posts by Ray Wang (here) and Dan Woods (here), to contrast the two approaches.
Of course, I agree with Lawson and Woods that the SAP approach is better :-). I also agree that the Forbes audience — C- or high-level business folks — will eat up the SAP message. However, IMO, it isn’t quite so simple. Per a paragraph from Woods’s Forbes piece.
Companies implementing new applications or consolidating many companies must ask which foundation is best: a productized and unified platform for business automation or a collection of products that needs to be integrated. Best-of-breed is another way of saying that the user, not the vendor, is responsible for integration [emphasis mine].
My experience is that some firms and industries like to have that responsibility and chafe at having processes “pre-integrated.” Again, I don’t think that is a great default position — one ends up automating non-differentiating processes nearly from scratch — but many pharma and financial firms in particular have tried to “grow their own.” It is a legitimate strategy if you are truly creating competitive advantage via custom development and integration.
What SAP has done with the Business Suite and its business process platform strategy is to accommodate that desire to be different. Enterprise SOA allows such customers to get the benefits of process integration without forgoing the capability to differentiate (by assembling or building enterprise services on top of the platform).
Filed under: Complexity, Implementation Costs, IT special interests, IT Strategy, SAP | Tagged: best-of-breed, Dan Woods, integration, Loraine Lawson, Ray Wang, SAP Business Suite 7 | 1 Comment »
Posted on May 5, 2009 by Paul Ritchie
A leader, a manager, and a business person?
An illustration of the manager/leader gap discussed earlier (here) is drawn in this back-and-forth among Glenn Whitfield (here), Andrew Meyer (here), and others. All good stuff, though the last two comments on Glenn’s post — from Long Huynh at CIO Assistant and Glenn himself — get closest to my perpsective.
The idea that a CIO can perform well by operating with one style is pernicious. Unfortunately, many reinforce this idea — see this State of the CIO 2007 feature from CIO Magazine that identifies CIO archetypes (and even offers a “self-assessment” tool for self-archetyping).
I wonder…how can a single-archetype CIO be successful when his/her IT portfolio must contain very disparate types of projects and programs (e.g., “stay in the game” vs. “win the game” vs. “change the game” initiatives)?
Filed under: Innovation, IT special interests, IT Strategy, Leadership, Portfolio Management, Strategy Management | Tagged: Andrew Meyer, Glenn Whitfield, Long Huynh, manager-leader gap | 1 Comment »
Posted on April 13, 2009 by Paul Ritchie
Last week Michael and I had a great discussion on PMOs — what they are and how they contribute to IT governance and project success. In particular, the SAP PMOs have a unique role in optimizing the success of the entire SAP ecosystem…otherwise, relations among the stakeholders can devolve into what Michael calls the IT Devil’s Triangle.
The post and podcast (player is at the top of the post), are here. Thanks to Michael for arranging this and for even taking a good photo of me!
Filed under: IT Strategy, Leadership, PMO | Tagged: Information Technology, It Operations, Paul Ritchie, Podcast, Project Management, Project Manager, Strategy, Tools & Techniques | Leave a comment »
Posted on March 9, 2009 by Paul Ritchie
Eric Dana Hansen added a comment to my recent “Manager vs. Leader definition” post. In it, he refers to a work of his that touches on leadership. If I’m reading him right, his take is that
management is based upon processes, order, and controls and that leadership is more about developing the potential in others.
In my comment, I agreed with the first part about management, especially its emphasis on order and controls. However,
I’m don’t buy into leadership being strictly about people…. The reason I like the “Stultz” definition [referenced] in the post is [that] in changing the system, leaders must acknowledge and address all segments of the “people, process, technology” triad.
Also, the blogosphere must be on a manager vs. leader kick. I just noted a couple of posts by Glenn Whitfield (here) and Andrew Meyer (here) that touch on an interesting dimension of the topic: IT strategy and alignment.
I’ll comment more directly on those tomorrow.
Filed under: Innovation, IT Strategy, Leadership | Tagged: alignment, management, manager-leader gap | 2 Comments »