Accelerating IT Success

7 ways to Motivate the Motivators

Matthew Kabik — Sat, 29 Jan 1977 22:38:29 +0000

Yes, even the leaders in your organization get fed up with work sometimes. Keeping your leaders motivated is essential: if they lose motivation the team under them surely will as well. This article by Ron Edmondson discusses 7 ways to motivate your leaders and give them the vim and vigor needed to keep your organization running at top-notch.

How to Train Employees Globally on New Software

Anne Grybowski — Fri, 24 May 2013 04:05:58 +0000

Training employees on new software can be a daunting task by itself, but it becomes even more of a challenge when those employees are globally scattered. Tara Duggan of Demand Media recognizes how difficult organizing global employees can be. There must be a little bit of give and take from each involved party. Duggan suggests that analysis, learning objectives, course development, course delivery, and evaluation are the proper steps that are necessary to face this challenge. Remember, new software tools will only become beneficial once your organization as a whole fully understands how to use them.

So Much Training, So Little to Show For It

Anne Grybowski — Fri, 24 May 2013 04:04:37 +0000

Individuals within a corporation need training, but too often money and time is wasted in the process. In an article by Rachel Emma Silverman of The Wall Street Journal, companies must analyze what needs really need to be met before overfunding any type of training. Silverman’s other tips include focusing on design and following up after training is complete. While it may seem that there is no harm in having extra training, the reality of the situation is that it can be costing your company much more than it is worth. Training smarter instead of harder is the real key to success here.

Eight Reasons Why Software Implementation Projects Fail

Anne Grybowski — Fri, 24 May 2013 04:03:37 +0000

In this paper by Kevin Lewis, Ph.D., we are given eight of the most common reasons why software implementation projects fail. Although Lewis suggests that many organizations make project implantation more difficult than it needs to be, he also recognizes where the errors tend to occur. Lewis’s reasons include lack of line sponsorship, identification of success measures, and competing changes in the organization among other issues. The truth of the matter is, there is no one thing to blame when software implementation projects go wrong. However, with Lewis’s help, your organizations may be able to avoid the most common paths to failure.

Help! What To Do When Your Boss Won’t Ride the Technology Train

Anne Grybowski — Fri, 24 May 2013 04:02:17 +0000

In this article, Cheryl Cran, leadership expert, helps us deal with the bosses and leaders in our companies that are not huge fans of updating technology. Maybe they believe the old way is the best or new ways are just fads, but regardless of the reasoning, it can hurt the entire organization when leaders chose to drag their feet. The more adaptable you make the technology seem, the more likely your boss will be willing to give things a try. Getting people to try new things can be difficult in any part of life, especially corporate life. However, maybe you can change your boss’s mind by following Cran’s advice.

Introducing New Technology

Anne Grybowski — Fri, 24 May 2013 04:01:01 +0000

It seems like every time an organization gets used to one new technology, the time has come to replace it with the next newer technology. With this in mind, it is important for companies to understand how to take on new tools. Priti Ramjee, eHow contributor, offers a three-step system to make adjusting to new technology easier. His tips include advice on explanation of new tools, work acceptance of these tools, and how to incorporate these tools. Switching to new technology is never easy, so it helps to have all the help and advice you can get.

Half the world…

Matthew Kabik — Thu, 23 May 2013 04:06:00 +0000

Half the world is composed of people who have something to say and can’t, and the other half who have nothing to say and keep on saying it.

-Robert Frost

Corporate speak in all its glory

Matthew Kabik — Thu, 23 May 2013 04:06:00 +0000

This corporate comedian manages to string together an entire minute of dialogue using nothing more than corporate jargon and catch phrases. It is both entertaining and concerning (that you can follow exactly what he’s saying).

New Approaches to Managing Risk in Complex IT Projects

Anne Grybowski — Thu, 23 May 2013 04:03:00 +0000

Dealing with risk in even the most simple of IT projects can be a daunting task. When the project at hand is a major and extremely complex IT project, the thought of risk management can be downright terrifying. With so many risks on the table, it is extremely difficult to decide which ones to focus on. Ken Saurajen of CIO suggests that many risks are overlooked in larger projects because board members or stakeholders decide those risks are too small to worry about. The issue in those types of cases is that overlooking a bunch of small risks can result in one big problem. Saurajen believes there should be a smarter, more innovative way to deal with risks in complex IT projects:

These include prioritising pragmatic business outcomes that translate into real value, de-emphasising the need for purely theoretical wins and counseling clients to move away from unnecessarily combative positions by moderating them with constructive styles that promote quick resolutions.

Understandably, for some, this can prove too great of a cultural shift from the stereotypical negotiation process. However, for those who are open to fresh approaches, this can transform the legal function from a potential hindrance into a powerful tool to incentivise the right behaviours from all parties.

Whether approaching complex IT projects from a vendor or a customer perspective, there are some common fundamentals which can assist in retaining focus and ensuring that contract negotiations not only remain productive but drive better outcomes.

Saurajen continues by explaining in detail the common fundamentals he had in mind:

No magic bullet
Selective joint management
Focus on project-specific risk
Early escalation
The value of due diligence
A commercial and legal process
Beware pyrrhic victories

It is important to keep in mind that with complex risks come complex solutions. These are merely bits of advice rather than a specific game plan. Saurajen’s first fundamental point reminds us that there is in fact no magic bullet to solve complex risk management issues. Risk, as Saurajen notes, is “an unavoidable symptom of doing business.” You want to learn how to manage risk instead of eliminating it completely. According to Saurajen, you should focus on risks specific to your individual project. In a complex project, you will most likely find people with extreme and opposing viewpoints. Find a middle ground without losing sight of the task at hand is crucial. Otherwise, the risk you end up focusing on may not even be applicable to your situation.

Risk will always be a part of complex IT projects. As time goes by and different technologies are introduced, we will likely see the number or risks rise. However, as we know, with great risk comes great reward. With that in mind, following Saurajen’s fundamentals is one way to lessen the stress associated with risk management. In addition to following that advice, be sure not to overlook risks that may seem too small or unimportant. Also, do not let your organization focus on one risk and one risk alone. Complex IT risk management may still be a daunting task, but it no longer needs to be an overwhelming one.

3 Tips to Help CIOs Adjust to a New CEO

John Friscia — Thu, 23 May 2013 04:02:00 +0000

Just like CIOs, CEOs have a big job to do, and CIOs should do what they can to help new CEOs acclimate. Buying the CEO a case of Jack Daniels will certainly not hurt, but what will really help the CEO do the job is good communication. David Brookmire writes for CIO.com about three tips about how to help CEOs adjust the right way. He breaks the tips down into “Always,” “Sometimes,” and “Never,” beginning like this:

Always remember that a new CEO will have an explicit and implicit agenda for change. In their first 100 days, be proactive in developing a strong relationship with them to learn the new agenda and find ways to help them succeed. CEOs seek information to formulate their plans. Contact the CEO ahead of their official start date to provide your IT strategy and other relevant information that can help them understand IT’s contribution. Once the new chief starts, develop your relationship by looking for chances to spend time together, such as traveling, or attending business meetings or customer presentations.

Sometimes, CIOs may disagree with CEO decisions, and expressing that concern in an appropriate way is a good way to demonstrate value as a courageous free-thinker. Just make sure to select the right moments for dissent, as constant disagreement is a fast way to get sent back to working the mailroom. CIOs should do their best to support the CEO’s overall vision.

Never be passive about making a connection with the CEO. CIOs are the key to the mint when it comes to understanding technology, and so CEOs should consider them one of their greatest assets in the organization. Avoiding IT jargon and framing technology in terms of its practical business applications are the best ways to foster CIO-CEO relations. This is the best advice Brookmire has to offer to get the ball rolling when there is a new sheriff in town. The rest is up to you.