HI, Rick, comprehensive blog about cloud migration, business prepare and walk through consolidation, virtualization, then ready to move to the cloud, here you put into one of four segments: on-ramping, automation, repurposing or migration, either way, it means cloud journey touches data, application, infrastructure, integration, synchronoization, automation., etc are all need be considered accordingly. thanks.
One of the most substantial trends in IT support services is that small and medium-sized companies prefer to shift their data to the cloud and let a third party handle the facility management, in Consolidated Data Centers.
You know, many IT organizations directly support revenue or are a component part of the value chain and product development. Unfortunately many CIO's and CFO's fail recognize those relationships so all of IT gets charged to overhead (SG&A) instead of charging some to cost of goods or amortizing it into new product development costs.
Similarly, because there is so much resistance to cost allocations IT can't show up under the cost of sales or customer support or warranty service and so on.
I tend to find this is due to a lack of awareness on the CIO's part for the accounting benefits and a lack of willingness on the part of CFO's to implement project accounting or do the work needed to segregate IT costs.
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.