Here is my second article for the most widely read online publication for technology executives in technology. While the first key to agile IT governance is a focus on stakeholder satisfaction, the second key is the ability to harness change for competitive advantage.
Interesting developments and predictions in the cloud computing industry! We are witnessing a new era in the way computing is performed worldwide, as evidenced by the growing propensity among consumers and enterprises to access their information technology resources through cloud computing.
We have many good discussions about mobile strategy and BYOD management, here, you expand the topic into mobile application development and management. as some saying, API is more like glue for cloud application, then VDI could be glue for mobile, at the end of day, all those "pushes" from cloud, mobile, social...will need be pulled in to fit for for more agile enterprise architecture. thanks.
Interesting blog, I would say, open-source software and cloud will be more interalated, more open-souces delivers as SAAS model, and Cloud will also help open-source to gain advantage, be more mature, and provide customers standadized support, with agility & elasticity business need; It may also depend on the flavor of open source, many of them may already step into cloud; thanks
I would also add, besides when, business need figure out WHAT: the big picture about future of business: either for product/service innovation; or for customer experience optimization, or for operational excellence. Seeing is believing. thanks.
Why does strategic planning fail? I hope the assertion that strategic planning does fail is not a surprise to anyone since it would perpetuate another fallacy of planning. The Harvard Business Review puts the ROI of traditional planning at 34% or less. In fact according to several surveys of top executives only 19% of strategic plans achieve their objectives.
Ten days have passed since the announcement of the Datatel and SunGard deal. Although the updates from both companies have stopped, the speculation, conjecture, and hyperbole from the industry and customer communities have not. Even if we had a crystal ball it probably wouldn’t help us see with any certainty what the future holds 12 or 18 months from now let alone beyond that.
Look at any US college website and you find the usual set of icons to connect, share or follow in social media. Facebook and Twitter are the obligatory links with LinkedIn, YouTube, and Flickr almost as common along with one or more RSS feeds. This is no different for the average company or non-profit.
The Fallacy of Planning says we are terrible at planning how long something will take and how much it will cost. Restated another way, the planning fallacy is people’s tendency to underestimate what it will take to get something done. The phenomenon of the planning fallacy ought not be a big surprise to any CIO or project management professional given the attention it has received over the years. What may be a surprise though is the pervasiveness of the fallacy of planning in our organizations and the cumulative impact it has on IT and the CIO’s reputation for delivering results.
Early August is often the calm before the storm for campus IT departments. Summer sessions are wrapping up and there are about 30 days until the fall term begins. Like many CIO’s, your project management system reflects ambitious project schedules for the summer to take advantage of everyone being away and the availability of funds from your new budget. It is during this time of year project management controls often get relaxed causing unnecessary project delays on the critical path to preparing for fall classes.