Have you ever made a decision that haunted you with doubts for weeks afterward? You wake up at night with nagging thoughts that you should have checked this, or should have thought of that? Or worse, you realize that the decision you made is NOT, in fact, the best decision. Well, fear not – we’re here… Read More »
In our last post, we covered a quick/easy way to establish budgetary costs and identify the “low hanging fruit” IT projects – those projects that have HIGH value but relatively low cost and/or easy implementation. Now we’re going to tackle that one HIGH value project that was more complex – Enhance Customer Ordering.
In our last post, we identified our top priority projects, based on likelihood and business impact. Remember, these projects started from our own assessment, combined with firsthand feedback from department heads, IT staff, vendors – anyone possible.
Now we’ll attach estimated costs to each possible solution, keeping in mind that costs may go through several iterations. Think of this initial step as a BUDGETING step – not necessarily the fixed cost for the absolutely-best solution to each problem.
Over the past few years, I’ve been hired into IT positions that were vacant for a period of time (no CIO/ VP-IT/Director of IT). This means I was not aware of existing project plans or future goals. In this situation I’m starting from scratch, which means assessing the current environment to determine future plans.The temptation in this type of role is to immediately identify high-visibility IT projects and push them forward. As the new IT expert, your chance of approval may be higher if you push projects early. However, assuming new tech is needed without fully assessing the existing environment often leads to IT-run-amok.
If you are lucky, you only have ONE really big tech project to manage, like ERP implementation or a huge integration project. If you have several going at once, it is even more important to stay focused on the most important tasks first. We know to break big projects down into smaller tasks, but how exactly does one do this and can it be done wrong?
In a Harvard Business Review blog post, Jeff Stibel highlights the importance of passion for our work: On Entrepreneurship, Steve Jobs, and Unashamedly Loving Your Work. While every job has its highs and lows, ideally you’d like the good moments to outnumber the bad. In some situations, there are factors beyond our control that contribute… Read More »
Recently I’ve seen many articles discussing the issue of tech-savvy users and their impact on the future role of the corporate IT/IS department. After all, why require an IT department, when users will simply implement and support their own gadgets? This is a valid argument, but it’s not new. Over the past 30 years working… Read More »
I’ve been working on a 2-year integration project with a large Fortune-500 company. We scoped out the project up front and were approaching the final testing phase. As often happens when a project is about to be completed — the project scope changed. This project involves a legacy AIX application and the scope change required… Read More »
Most people hate change, and with good reason — change isn’t always comfortable. It often requires us to go outside our comfort zone and try things that take more-than-average effort. As info-tech professionals, we’re often agents of change. I rarely see people react to change with open arms and a smile. More likely, change is greeted warily — or with outright hostility. Why is change so difficult?