Stories about: Andersen Consulting

Every year, the Improbable Research organization hands out Ig Nobel prizes to research projects that "first make people laugh, and then make them think."

Now is a good time to be in the ICT industry, but there is still more to be done for the industry to enjoy continued growth and success in Australia, says Sheryl Moon, Chief Executive Officer of the Australian Information Industry Association.

With massive cost overruns plaguing its core integrated systems implementation (ISI) project and the HomeSide debacle still all too fresh in investors' minds, the National Australia Bank's credibility was looking decidedly shaky earlier this year.

Jerry Hale is giving the cold shoulder to the big consultancies that want to help him run his most important software projects. " I refuse to turn over the leadership of my ERP project to consultants," says Hale, vice president and CIO of Tennessee-based Eastman Chemical, which has 6000 users of SAP's R/3 ERP software. He felt burned by a consultant-led ERP project in the mid-90s that went over budget, over scope and far beyond the original project schedule. So when the time came to replace that system with a new one, Hale decided to use his own people to do the project along with a few handpicked consultants brought in to do small, specific tasks. David Johns, senior vice president and CIO at Ohio-based Owens Corning, doesn't rely on consultants either. He and his IT staff now run Owens Corning's big software projects themselves, using consultants only for certain tasks.

The city's CIO has a tall order: uniting the tribes through information technology.

Announced in 1996, AMPlus, the IT alliance between AMP and then Andersen Consulting, was hailed as an "engine of transformation" by then CEO George Trumbull. Today, AMP is minus the "plus" and going it alone - welcome to IT@AMP

Six ways IT projects fail - and how you can avoid them.

Today's CIO's didn't become powerful IT decision makers overnight. Some started out in entirely different fields, some left IT and returned with broader perspectives and some have been in IT since college, when they dreamed in code.

Corporations pay technology analysts US$ 15 billion a year for unbiased technology research. But many common analyst practices look suspiciously like conflicts of interest.

The hype behind knowledge management may be quieting, but its long-term value is something to shout about.