
Authoritative.
Strategic.

Between 2005 and 2010, Gartner estimated IT managers and executive decision makers have gone from dealing with an average of 3.7 vendors to 10. The onset of Cloud computing as well as the revival of service outsourcing in wake of the economic downturn have only exacerbated this as companies increasingly look to multi-source their services to obtain the functionality they need at a cost they can afford.
Within any organisation, however — below the its culture and style of management — there are similarities between not-for-profit and commercial organisations.
Over the past few years, many companies have taken the first steps in setting up an IT Vendor Management Office (VMO), but many are still very much in the early stages of refining what exactly the role of the VMO is within the organization. And the definition of a VMO can vary widely across companies - ranging from a broad marketing term used to describe the process or a specific term used to refer to a dedicated group of staff who oversee and manage suppliers.
Portfolio management is poised to go "retro." As organizations are preparing to come out of the recession, they are thinking more broadly about the types of investments that will be required to support business growth. As a result, some organizations are revisiting the idea of portfolio management as a way to organize and evaluate.
Let's face it: Your department is a cost center without a revenue stream to offset your cost structure. Hence, you are totally reliant on the revenue-producing units within the company to pay your way.
If there's one skill that usually gets short shrift in giving up-and-coming leaders valuable on-the job-experience, it's negotiating contracts with external partners. In some large corporations there are so many parties involved in forging vendor relationships--from internal purchasing organizations and general counsel to outside consultants and advisors--that it's difficult for budding IT leaders to get any experience in edgewise. In smaller organizations, top IT brass may cleave so closely to the contracting and management process for fear of losing money or putting the company at risk that they lock their next generation out of the process.
We asked our hardy band of cynical, battle-scarred CIOs to nominate their favourite fictions, furphies and fables about IT that just keep on keeping on.
Since we're nearing the end of the 2010 planning cycle, it's as good a time as any to review how we plan projects and whether our processes are as effective as they could be. IT planning never truly ends and tends to eat up more time than we think. As a result, CIOs and their teams have an opportunity to lead the charge to get leaner in planning.
Australian CIOs respond to the latest Forecast for Management Survey from IDC
No IT vendor's news announcement is truly complete without a couple of glowing quotes from customers; nor is any vendor conference really a success unless the company has lined up a few satisfied CIOs to talk up their strategy and products.
Imagine a CRM consulting project with inadequately specified requirements, no clear internal project manager, and ill-defined success criteria. Your consultant bids it on a time and materials (T&M) basis. You're in a rush, no time for a detailed RFP - you know the consultant can do the job, but you need a budgetary number to get approval. We've all been through this drill: somebody brilliant suggests that this has to be fixed price, it'll be easier to get project approval and manage to conclusion that way. You know, just like it would be when buying servers.
CIOs are from Venus. CFOs are from Mars. And nowhere is this more obvious than at budget time.
Project management applications are usually centered around Gantt charts, where each step in a project is represented as a bar in the chart. These visuals are linked to lists of the resources tied to each task
Print management services provide a major opportunity for CIOs to slash cost at their organisation according to Andrew Rowsell-Jones, research vice president at Gartner’s CIO Research Group.
As is the case with selling McMansions, Mercedes SUVs and 63-inch HDTVs, pushing expensive technology products and services during a global recession isn't an enviable task. Late last year, when the economic meltdown began and corporate IT budgets went under the CFO's knife, tech vendors had to hastily reevaluate their marketing messages and overhaul their sales tactics.
Worldwide IT spending is expected to decline by a further six percent this year, according to analyst firm Gartner.
The global financial crisis is beginning to negatively impact the optimism of CIOs across Australia and New Zealand, Gartner has found.
Getting customers to pay up quickly is a critical part of business. Here are 5 ways to ensure that your customers don’t turn into payment laggards
The Australian CIO Executive Council polled 121 top local IT executives and found that the current economic crisis is taking its toll on Australian IT departments. Find out more in our special report “The New Economics of IT”.
An exclusive look at a new RSR Research survey of retailers shows serious problems mounting inside today's retail IT shops -- including a vicious cycle with legacy apps that's hurting businesses at a particularly bad time.
In this white paper, we will examine some of the challenges that modern organizations face in their efforts to develop and adapt a compliance program to solve today’s needs and ...
IT organisations must be able to quickly deliver and securely manage new business and IT services at fraction ...