IT project failure is an evergreen, ever-depressing topic, but here's a new spin: Projects that fail don't have to constitute a net loss if they prompt changes in attitudes about management and experimentation.
Larry Bonfante, CIO at the United States Tennis Association, regularly reminds the board of directors that his IT operations are delivered at about half the cost of the industry standard.
The writers' proposition is straightforward: The smaller the team, the fewer the number of interactions and the greater the manageability.
When it comes to the skills most vital to enterprise performance, fewer than 40 percent of employees really make the grade, according to a study from the Corporate Executive Board.
For an IT strategy to remain relevant in a rapidly changing business environment, it has to be both flexible and easy to explain, advises Andrew Horne in a blog post at the Corporate Executive Board. To make sure your strategy meets these requirements, take a look at the five characteristics that Horne recommends every IT strategy embrace.
"Why Big IT Projects Always Go Wrong." That headline is from an article in The Guardian , in which writer John Naughton admonishes chief executives everywhere to expect minimal success from large-scale software projects. Drawing on the 1975 book, "The Mythical Man-Month," as well as more recent research out of Oxford, Naughton warns that only half of an IT project's anticipated benefits are likely to be achieved, and that the project will probably go 40 percent over budget.
To operate the most efficient technologies, to get the most out of service level agreements, and to know what potential investments will best meet business objectives, you must have an effective IT portfolio management process.
A perennial challenge for IT has been to measure its value in terms that the business can understand. At eBay, IT leaders may have come up with a way to do this, reports Michael Vizard at CIO Insight .
There are serious arguments on both sides of the debate, but a complete overhaul presents a variety of side benefits and opportunities that incremental change does not afford.
The marketing budget at property and casualty insurance companies has boomed in recent years, and the portion spent on IT is growing fast. This isn't lost on the chief of marketing at Nationwide, who understands the value of a good relationship with IT, reports Nathan Golia at Insurance & Technology .