The Problem Here is a scenario I frequently encounter in organizations. An executive identifies a problem which he or she believes to be an Information Technology problem and delegates the problem to the IT Director to solve. For instance, one real-world example I have seen many times is where an executive tells the IT
Establishing Goals, Objectives, and Criteria for Success may be the most the most important component of your project. How will you determine whether or not the project is successful if you don’t clearly plan for and enumerate your goals? Your Enterprise Project may be an undertaking that requires several years from inception to completion.
Does your IT Staff deliver amazing customer service? Do your staff members love your Information Technology Department? If they had a choice, would they choose the in-house staff or would they rather call a contractor? Does your IT Director produce monthly reports on staff productivity and proudly share these reports with your management team?
If you improve the quality of your product or service, productivity is automatically increased and costs go down. I first learned about W.E. Deming while I was in graduate school and also working in the Product Engineering department of a Fortune 500 company. At the time, the company was implementing Total Quality Management (TQM)
What difference does it make? Does it matter who oversees IT? Is there a different outcome if the CIO or IT director reports to a CFO, a COO or a CEO? You bet there is. It really depends more on the individual than the position, but let’s stereotype and make some sweeping generalizations –
Eons ago, in a former incarnation, I dated a woman who was working on a master’s degree in education. I recall one discussion where she explained a core component of modern education theory: certified, professional educators can teach any subject, regardless of whether or not they know the subject. Hmmmm. Do you buy that
This is a test. Which of the following are common occurrences during IT Management Audits? 1. Staff members quit. 2. Staff members break down in tears in front of the consultants. 3. Staff members fly into a screaming rage at the consultants. 4. Staff members lie to the consultants. 5. Staff members refuse
Is there anything more exasperating than dealing with a service organization that has failed to implement even the most basic process and quality control tools? Not in my book. Those pesky critters who ate my broccoli and Brussels sprouts this summer are a distant second to IT service providers that fail to deliver uniformly
