Archive for January, 2012

Shaun White - Musings

Define your strategy. Determine the basic strategy your are employing (e.g., why you are going to us an Cloud Computing and what it is going to provide for you). We have identified several generic strategies that are available including time to market and cost reduction, and several variations. Without knowing your basic raison d’etre for going the Cloud Computing route, it will be impossible to evaluate your success, or to value the service you are buying.

Assess your current platform and investment. You need to determine the compatibility of the proposed Cloud Computing with your platform, both from a technology point of view as well as from a systems maturity viewpoint. Look for application sets that are not well developed in your organization, and have a relatively small number of interfaces to other applications, that will tend to be relatively stable over time, and that do not require a…

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Shaun White - Musings

Management Summary

I started with what we thought was a simple question: what management practices will focus IT professionals on business results more effectively? For over 40 years business executives have been complaining that IT professionals are more interested in IT than they are in the business. And there is plenty of evidence that those complaints are legitimate. We have all heard stories of huge, technically elegant projects that failed miserably when they were implemented because they were inappropriate, poorly designed, or they “solved” problems that end users didn’t know they had (or knew they didn’t have).

However, I learned rather quickly that it isn’t easy to pull together an inventory of management tactics; our “simple” question raised all kinds of very basic issues about IT’s fundamental role, about what it means for IT to add value, insourcing versus outsourcing, recruiting strategies and career paths, IT/business relationships and accountabilities, and…

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  1. Track multi-project performance against program budget, delivery targets and business objectives; proactively forecast budget and resource requirements
  2. Audit project practices to meet quality objectives
  3. Coordinate and manage logistics, resources, and infrastructure requirements (e.g., personnel, PM tools and methods, contractors, etc.)
  4. Plan:  maintain a master plan identifying all project interconnections and dependencies and address delays before they affect other projects
  5. Manage quality:  make sure there is consistent implementation of methodologies and best practices
  6. Modify:  monitor changing business requirements; modify project plans and contingency plans as needed
  7. Communicate the objectives and progress of the program internally and externally; ensure communication among project teams
Program Management

Program Management

For more information contact Shaun http://www.sacherpartners.eu

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