Exploring an IT Operating Model for Enterprise 2.0 – Part 4: IT Governance

In Part 1 of this series, I suggested that the implications of Enterprise 2.0 for the IT organization are dramatic.  I also suggested that the ways of designing and executing an IT Operating Model in a Web 2.0 context are quite different from traditional approaches.  In Part 2, I outlined the major elements of an […]

Exploring an IT Operating Model for Enterprise 2.0 – Part 2

Elements of an IT Operating Model
This is the second part of my series on IT Operating Models for Enterprise 2.0 (for the introduction, please see here.)  In Part 1, I explored the question, “Why Does Enterprise 2.0 Demand a New IT Operating Model?”  I posited three key answers:

The types of IT products and […]

Selling Enterprise Architecture Through Analogy

I use analogies a lot – in my teaching, consulting, and just about everywhere else!  By no means a panacea, a well chosen analogy can make things “click” for people who might otherwise not “get it.”
“Selling” Enterprise Architecture
I’ve blogged frequently about Enterprise Architecture (and its subset, IT Architecture) because I believe it is a fundamental, […]

How "IT-Savvy" Is Your Company? Why Does That Matter?

Regular readers will know that from time to time I refer to research by Peter Weill, Chairman & Senior Research Scientist, Center for Information Systems Research (CISR) at the MIT Sloan School of Management.  I’ve had the privilege of knowing Dr. Weill for many years, and having collaborated with him on several multi-company research initiatives.

Peter […]

Supposing You Funded IT Like a Charitable Donation?

I’ve had this IT funding fantasy for years (I know, it’s really sad that my more exciting fantasies are to do with IT funding scenarios!) Supposing the CIO had to do a fund drive every year or every six months the way our local National Public Radio stations had to operate in order to fund […]

An IT PMO Glossary

I’ve been working with a couple of clients around PMO’s and the thorny space of Portfolio and Program Management.  Not coincidentally, this continues to prove to be an area of great leverage for organizations trying to drive up their business-IT maturity (and with that, increase the business value delivered through IT investments, assets and capabilities.)  […]

IT's Toxic Assets and Self-Funded Stimulus Plan

OK – so I’m climbing on the latest news headlines – forgive me, but I do see an analogy that is important for IT leaders to be aware of.  Current business conditions mean this is a great time for CIO’s to clean up their back yards, and aggressively “kick the IT legacy problem in the […]

Portfolio Management: So Much More Than a Collection of Projects!

I’ve posted recently about Program Management – mainly in response to a reader’s question about how to group projects into programs.  Her question, in turn, was in response to one of my most popular posts on the distinctions between Project, Program and Portfolio Management.
IT Portfolio Management Matters!
I’m delighted that my old post on this topic […]

The Art and Science of Grouping Projects into Programs

I just received a comment on an old post, Project vs. Program vs. Portfolio Management.  This has been a popular post since it was written back in October 2007.  The comment read:
I’m doing a research on how do organizations group their projects into programs, please tell me how do they go about doing that. e-mail […]

IT and Recession: Time to Partner With the CFO?

I’ve posted before that realizing value from IT-enabled business investments requires both a partnership between IT and the business (duh!), but also a partnership between the CIO and CFO.  This can provide the credibility and linkages necessary to ensure that meaningful metrics are defined and tracked, and that accountabilities, both for costs and value, are […]

By |February 11th, 2009|Business-IT Governance, IT Management, Uncategorized|0 Comments