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Your Challenge Companies are approving more projects than they can deliver. Most organizations say they have too many projects on the go and an unmanageable and ever-growing backlog of things to get to. While organizations want to achieve a high throughput of approved projects, many are unable or unwilling to allocate an appropriate level of IT resourcing to adequately match the number of approved initiatives. Portfolio management practices must find a way to accommodate stakeholder needs without sacrificing the portfolio to low-value initiatives that do not align with business goals. Our Advice Critical Insight Failure to align projects with strategic goals and resource capacity are the most common causes of portfolio waste across organizations. Intake, approval, and prioritization represent the best opportunities to ensure this alignment. More time spent with stakeholders during the ideation phase to help set realistic expectations for stakeholders and enhance visibility into IT’s capacity and processes is key to both project and organizational success. Too much intake red tape will lead to an underground economy of projects that escape portfolio oversight, while too little intake formality will lead to a wild west of approvals that could overwhelm the PMO. Finding the right balance of intake formality for your organization is the key to establishing a PMO that has the ability to focus on the right things. Impact and Result Eliminate off-the-grid initiatives by establishing a centralized intake process that funnels requests into a single channel. Improve the throughput of projects through the portfolio by incorporating the constraint of resource capacity to cap the amount of project approvals to that which is realistic. Silence squeaky wheels and overbearing stakeholders by establishing a progressive approval and prioritization process that gives primacy to the highest value requests.

Optimize Project Intake Approval and Prioritization

Info-Tech Research Group

Read this Executive Brief to understand why your team should make the case to modernize your communications and collaboration infrastructure. Understand why it's time to move forward with modernizing your communications infrastructure. Discover the productivity and efficiency gains you can achieve. Redefine how you think about communications. Learn how to build a strategy that addresses both unified communications and collaboration. Understand Info-Tech's methodology and approach to modernizing communications and collaboration infrastructure.

Modernize Communications and Collaboration Infrastructure

Info-Tech Research Group

Your Challenge Organizations have to adapt to a growing number of trends, putting increased pressure on IT to move at the same speed as the business. The business, seeing that IT is slower to react, looks to external solutions to address its challenges and capitalize on opportunities. IT and business leaders don’t have a clear and unified understanding or definition of an operating model. Our Advice Critical Insight The IT operating model is not a static entity and should evolve according to changing business needs. However, business needs are diverse, and the IT organization must recognize that the business includes groups that consume technology in different patterns. The IT operating model needs to support and enable multiple groups, while continuously adapting to changing business conditions. Impact and Result Determine how each technology consumer group interacts with IT. Use consumer experience maps to determine what kind of services consumer groups use and if there are opportunities to improve the delivery of those services. Identify how changing business conditions will affect the consumption of technology services. Classify your consumers based on business uncertainty and reliance on IT to plan for the future delivery of services. Optimize the IT operating model. Create a target IT operating model based on the gathered information about technology service consumers. Select different implementations of common operating model elements: governance, sourcing, process, and structure.

Optimize the IT Operating Model

Info-Tech Research Group

Info-Tech Membership Overview

Info-Tech Research Group

Your Challenge It is difficult to start the project, engage the right people, and find the necessary requirements to drive the value of an enterprise architecture operating model. It is challenging to navigate the common enterprise architecture (EA) frameworks and right-size them for your organization. The EA practice may struggle to effectively collaborate with the business when making decisions, resulting in outcomes that fail to engage stakeholders. Our Advice Critical Insight The benefits of an EA program are only realized when all components of the operating model enable the achievement of the program goals and objectives. Many times organizations overplay the governance card while ignoring the motivational aspects that can be addressed through the organization's structure or stakeholder relations. Info-Tech’s methodology ensures that all components of an EA operating model are considered to optimize the performance of the EA program. Impact and Result Place and structure your EA team to address the needs of stakeholders and deliver on the previously created strategy. Create an engagement model by understanding each relevant process of COBIT 5 and make stakeholder interaction cards to initiate conversations. Recognize the need for governance and formulate the appropriate boards while considering various policies, principles, and compliance. Develop a unique architecture development framework based on best-practice approaches with an understanding of the various architectural views to ensure the creation of a successful process. Build a communication plan and roadmap to efficiently navigate through enterprise change and involve the necessary stakeholders.

Define an EA Operating Model

Info-Tech Research Group

Your Challenge Business transformations are happening, but CIOs are often involved only when it comes time to implement change. This makes it difficult for the CIO to be perceived as an organizational leader. CIOs find it difficult to juggle operational activities, strategic initiatives, and involvement in business transformation. CIOs don’t always have the IT organization structured and mobilized in a manner that facilitates the identification of transformation opportunities, and the planning for and the implementation of organization-wide change. Our Advice Critical Insight Don’t take an ad hoc approach to transformation. You’re not in it alone. Your legacy matters Impact and Result Elevate your stature as a business leader. Empower the IT organization to act with a business mind first, and technology second. Create a high-powered IT organization that is focused on driving lasting change, improving client experiences, and encouraging collaboration across the entire enterprise. Generate opportunities for organizational growth, as manifested through revenue growth, profit growth, new market entry, new product development, etc.

Become a Transformational CIO

Info-Tech Research Group

Your Challenge Data center operating costs continue to escalate as organizations struggle with data center sprawl. While data center consolidation is an attractive option to reduce cost and sprawl, the complexity of these projects makes them extremely difficulty to execute. The status quo is also not an option, as budget constraints and the challenges with managing multiple data centers continues to increase. Our Advice Critical Insight Despite consolidation being an effective way of addressing sprawl, it is often difficult to secure buy-in and funding from the business. Many consolidation projects suffer cost overruns due to unforeseen requirements and hidden interdependencies which could have been mitigated during the planning phase. Organizations that avoid consolidation projects due to their complexity are just deferring the challenge, while costs and inefficiencies continue to increase. Impact and Result Successful data center consolidation will have an immediate impact on reducing data center sprawl. Maximize your chances of success by securing buy-in from the business. Avoid cost overruns and unforeseen requirements by engaging with the business at the start of the process. Clearly define business requirements and establish common expectations. While cost improvements often drive data center consolidation, successful projects will also improve scalability, operational efficiency, and data center redundancy.

Craft an End-to-End Data Center Consolidation Strategy to Maximize Benefits

Info-Tech Research Group

Your Challenge Organizations are struggling to keep up with today’s evolving threat landscape. From technology sophistication and business adoption to the proliferation of hacking techniques and the expansion of hacking motivations, organizations are facing major security risks. Every organization needs some kind of information security program to protect their systems and assets. Organizations today face pressure from regulatory or legal obligations, customer requirement, and now, senior management expectations. Our Advice Critical Insight Performing an accurate assessment of your current security operations and maturity levels can be extremely hard when you don’t know what to assess or how to assess it. Alignment can be a difficult area for security to get right when it’s trying to balance both regular IT and the business. Communication is needed between the business leaders, IT leaders, and the security team for an effective security strategy to be in place. Impact and Result Info-Tech has analyzed and integrated regulatory and industry best practice frameworks, combining COBIT 5, PCI DSS, ISO 27000, NIST SP800-53, and SANS to ensure an exhaustive approach to security. Through this process, a comprehensive current state assessment, gap analysis, and initiative generation ensures that nothing is left off the table. This project will elevate the perception of the security team from being a hindrance to the organization to an enabler.

Build and Information Security Strategy

Info-Tech Research Group

Your Challenge Even though organizations are now planning for Application Integration (AI) in their projects, very few have developed a holistic approach to their integration problems resulting in each project deploying different tactical solutions. Point-to-point and ad hoc integration solutions won’t cut it anymore: the cloud, big data, mobile, social, and new regulations require more sophisticated integration tooling. Loosely defined AI strategies result in point solutions, overlaps in technology capabilities, and increased maintenance costs; the correlation between business drivers and technical solutions is lost. Our Advice Critical Insight Involving the business in strategy development will keep them engaged and align business drivers with technical initiatives. An architectural approach to AI strategy is critical to making appropriate technology decisions and promoting consistency across AI solutions through the use of common patterns. Get control of your AI environment with an appropriate architecture, including policies and procedures, before end users start adding bring-your-own-integration (BYOI) capabilities to the office.

Build an Application Integration Strategy

Info-Tech Research Group

Your Challenge: As Portfolio Manager, you’re responsible for communicating portfolio results and future capacity to your steering committee. Business and IT leaders need more accurate information on project status and resource availability to decide when to start and stop projects. You need to better understand the needs of the PMO and assess the costs and benefits associated with different tools and approaches to PPM. Our Advice - Critical Insight: PPM is a practice, not a tool. Before succeeding with a commercial tool, you need to establish discipline and trust around reporting processes, which can be done using spreadsheets and other simple tools. Portfolio management is separate from project management. Think of it as the accounting department for time. Project managers report into the portfolio and are held accountable to it, but it isn’t simply an extension of project management. Our Advice - Impact and Result: Decrease the wasted portfolio budget by reducing the number of cancelled projects and other sources of efficiency. Establish the portfolio as the “one source of truth” for project reporting by increasing rigor around project status updating and reporting. Align project intake with resource capacity to improve throughput, quality of estimates, and stakeholder satisfaction.

Develop a Project Portfolio Management Strategy

Info-Tech Research Group

Implement an enterprise service bus revised

Info-Tech Research Group

Your Challenge: Implementing a shared services model is a difficult process to undertake, and is comprised of many different components. Becoming a shared services provider is comparable to becoming a vendor and most IT groups don’t have the capabilities to easily make the transition. Most companies look to achieve cost reductions through offering a shared services model. Adopting a shared services model doesn’t always result in these intended cost reductions. Simply combining the operations of two IT organizations doesn’t necessarily result in economies of scale and cost efficiencies. Before leaping forward with your shared services implementation, determine if the project will deliver value to your organization. Our Advice - Critical Insight: Implementing a shared services model needs to be viewed as more than simply extending a current service to other sites. The organization providing services essentially turns into a vendor. As a vendor, think of the IT service you’re offering as the “product.” Remember that there are people, process, and technology capability pre-requisites to successfully becoming a shared services provider. These capabilities are not typical for the average IT shop, and need to be taken into consideration when you look to transition to a shared services model. Our Advice - Impact and Result: Before jumping into the implementation of your shared services project, assess your customer requirements and your current people, process, and technology capabilities to assess whether your organization is ready to implement a shared services model. Understand the financial implications of moving to a shared services model prior to implementing. Make sure there is a strong case for implementation.

Implement a Shared Services Model

Info-Tech Research Group

Your Challenge: Situation Enterprise Architecture increases the organization’s ability to provide consistent services, accessible information, scalable infrastructure, and flexible technology integration on demand. It helps bridge the gap between business and IT and creates a shared enterprise vision. Complication EA programs that are run without the required EA capability level are prone to failure. EA capability optimization and EA operating model design skills are not common, as they are not everyday tasks. Our Advice: Critical Insight Using this research while assessing and optimizing your EA capability will help you: Architect the EA capability by applying four architectural perspectives: Contextual, Conceptual, Logical, and Physical. Develop an EA Operating Model starting at the contextual level, and proceeding through to the physical. Develop a sponsored mandate for EA capability. Identify and engage EA capability stakeholders. Determine organizational scope, i.e. responsibility and authority of EA. Identify business drivers for optimizing an EA capability. Analyze organizational context. Secure executive support and authorization to execute. Establish EA capability purpose and strategic direction. Write EA capability vision statement. Craft EA capability mission statement. Define EA capability goals and measures. Create EA principles. Assess current and determine target EA capability level. Document EA management process. Define EA management practices. Define interactions between EA management and other processes. Define EA capability performance and value measurement approach. Design EA organization and roles. Design EA organization structure. Define EA roles. Define required skills and proficiency levels for EA roles. Determine required EA staff capacity. Standardize EA tools and work products. Establish an EA repository. Decide on EA tools to be used. Define EA artifacts and work products. Develop an EA capability improvement plan. Consolidate and refine steps required to roll out the target EA operating model and improve EA capability. Draw an EA capability improvement roadmap.

Assess and Optimize EA Capability

Info-Tech Research Group

Your Challenge: Impending audits intimidate CIOs and business executives – and for good reason. A failed audit can result in punitive fines and injunctions that disrupt continuing operations until violations are resolved. These highly visible failures are best prevented through auditor-enterprise collaboration and pragmatic audit management. Our Advice: Critical Insight Shift the audit paradigm: auditors need to be enabled, not resisted. Auditors provide a value-added service that you are paying for. Establishing an effective relationship and enabling the audit team can ensure you get value from the engagement. However, you must also be vigilant in mitigating the risk of damaging findings . Impact and Result Effective audit management means acting with kindness to establish an effective relationship and taking vigilant, calculated steps to reduce the risk of adverse findings. Clarify the audit scope and prepare documentation in advance. Start off on a positive note and enable the auditor. Manage audit logistics to minimize business disruption. Dispute unwarranted findings. Continuously improve your auditability.

Survive an Impending Audit

Info-Tech Research Group

Your Challenge: The days of offering baseline mobile capabilities such as email, enterprise storage, and collaboration are behind us. Today, businesses are looking at mobile as a means of offering improved and innovative business services and capabilities to remain competitive. The mobile landscape is continually evolving. It is hard to predict which trends will make a significant impact and difficult to prepare for them. Our Advice: Critical Insight Mobile innovation has its risks. Exposure to sensitive enterprise systems, the rise of new attack surfaces, and the relative nascence of some mobile development frameworks adds to the complexity. Tomorrow’s trends can be a complete shift from what they are today. Without a strong mobile dev foundation, apps are developed with broken functionality which results in low user satisfaction and adoption. Enable today’s mobile trends in your existing apps to remain competitive. Offer value to the business in the form of new or enhanced services. You run the risk of losing out on significant opportunities if not examined. Prepare for tomorrow’s trends with emphasis on security, performance, and API dev competencies. Misaligned dev may limit the scalability and availability of your platform for future dev. Impact and Result Learn about trending mobile technologies that will give you a competitive advantage: Select the trends that are aligned and support your overall business strategy and value creation objectives. Strengthen your mobile dev components and competencies to ease your trend enablement: Assess the integration, dependencies, and data of your mobile stack, and identify the necessary components and skills that will enable development of today’s trending mobile capabilities. Look beyond today’s trends and prepare: Stay informed with the evolution of mobile technologies and prepare your teams and stack for future mobile enhancements with tomorrow’s mobile trends.

Stay on Top of Today’s and Tomorrow’s Mobile App Trends

Info-Tech Research Group

Your Challenge: Leadership training can be unsuccessful and expensive. More than 14 billion dollars was spent on corporate leadership development in the US in 2013, yet less than 15% of these programs were effective. The longer you wait to improve leadership skills, the longer it will take to improve your managers' reputations with their teams – and improve performance, retention, and engagement. Our Advice: Critical Insight Get results from your leadership training by holding your teams accountable through team-based development and support. Focus on quick-wins or “low-hanging fruit” to see leadership skill improvements fast, and make teams more effective and engaged today. Apply training immediately and iterate as you go. By doing so, participants are significantly more likely to use techniques and get value from the training. Impact and Result Use Info-Tech’s collaborative team-based approach to leadership development. Our proven methodology and process focus on easy-to-implement tactics that will achieve results for your leaders within two months. This blueprint focuses on improving skills in six critical areas: Leadership brand Communication Inspiring staff Meeting effectiveness Conflict resolution Strategic time management

Fast track critical leadership skills

Info-Tech Research Group

Your Challenge: - With the complexity of mobility increasing in most organizations, enterprise mobility management (EMM) is becoming necessary to manage devices, as well as all aspects of mobility. - While EMM might seem simple from the outside, it has many moving parts. It covers devices, applications, data, security, policies, financial management, and help desk management. - Without a detailed implementation plan to mitigate issues such as missing components, an unprepared IT department and help desk, and low end-user adoption, IT will find it difficult to ensure a successful launch. Our Advice: Critical Insight - Mobility within organizations continues to grow more complex, and requirements for managing mobility now extend far beyond the device itself. - As BYOD continues to grow and new products are released into the market, EMM will become a necessary tool for long-term sustainability and effective use of mobility. - Without a proper implementation plan in place, organizations will find it difficult to achieve a suitable, unified solution for short and long-term sustainability of mobile management. Impact and Result - Prepare the organization for mobility by developing an implementation plan that covers EMM from start to finish, including selecting a vendor, managing help desk changes, engaging users, and developing an actionable timeline. - Create a tailored solution for the unique needs of your organization.

Enterprise mobility management

Info-Tech Research Group

Your Challenge: Traditional DRP templates are onerous and result in a lengthy, dense plan that might satisfy auditors but is not effective in a crisis. Similarly, the myth that a DRP is only for major disasters and should be risk-based leaves organizations vulnerable to more common incidents. The increased use of cloud vendors and co-lo/MSPs means you may be dependent on vendors to meet your recovery timeline objectives. Our Advice: Critical Insight DR is about service continuity — that means accounting for minor and major events. Remember Murphy’s Law. Failure happens, so focus on improving overall resiliency and recovery, rather than basing DR on risk probability analysis. Cost-effective DR and service continuity starts with identifying what is truly mission critical so you can focus resources accordingly. Not all systems require fast-failover capability. Impact and Result Create an effective DRP by following a structured process to discover current capabilities and define business requirements for continuity, not by completing a one-size-fits-all traditional DRP template. This includes: Defining appropriate objectives for maximum downtime and data loss based on business impact. Creating a DR project roadmap to close the gaps between your current DR capabilities and recovery objectives. Documenting an incident response plan based on a tabletop planning walkthrough that captures all the steps from event detection to data center recovery.

Create a right sized disaster recovery plan

Info-Tech Research Group

Your Challenge: At every organization, every day, employees at various levels make decisions on how IT is used in building, transforming, and operating the enterprise. These decisions affect enterprise performance, both short and long term. Our Advice: Critical Insight IT policies assign authority and accountability for making key IT decisions and outline mandatory process steps, but don’t say what should guide the decision-making process. Naturally, employees in different departments and at different levels have different, often competing priorities. Moreover, employees tend to make decisions leaning on their own assumptions as to how IT should be used by the organization. IT decisions, guided by foundational beliefs that differ, lack cohesiveness in achieving enterprise goals and require an increased IT governance effort to achieve policy compliance and realize desired business outcomes. Impact and Result EA principles succinctly communicate the organization’s intent as to the use of IT in building, transforming, and operating the enterprise and provide a foundation of shared beliefs that guide IT decision making across the organization. EA principles represent a key component of IT governance and should guide the development of domain-specific policies (e.g. security policy, procurement policy) that elaborate on particular implications of principles in specific process areas.

The 10 Principles of Enterprise Architecture

Info-Tech Research Group

IT is not included in corporate strategy discussions and required strategic information is challenging to obtain. Corporate objectives are too vague. Business units keep changing their minds about corporate imperatives. Business units demand more than IT can deliver. Critical Insight The corporate strategy is the treasure map to corporate prosperity. The CIO needs his own copy so he doesn’t get lost. You’ll need data from many sources to fill in the missing pieces of the map. Finding all the treasure is impossible; prioritize IT support. Identify the capabilities required to reach prosperity; a boat and crew will be required. Impact and Result Collect all relevant corporate strategy data to get a holistic view of your organization’s structural, customer-related, and operational direction. Analyze corporate strategy data to identify all relevant corporate objectives and initiatives. Limited IT resources necessitates prioritizing corporate objectives and initiatives; allocate IT resources to key imperatives. Identify the business capabilities required to execute the corporate strategy. Supporting these business capabilities will drive IT strategy formation. Prioritize the use and modification of business capabilities required to achieve corporate strategy.

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This paper "Beyond the Codes: Repositioning Towards a Sustainable Development," presented in 2013, underscores the crucial role of effective communication in driving sustainability within engineering practice. While traditional engineering approaches have relied heavily on codes of measurement and standardization to ensure safety and efficiency, the paper argues for a fundamental repositioning of engineering towards sustainability. This repositioning, depicted as going "beyond the codes," urges engineers to integrate sustainability principles into their work. Engineers must recognize that sustainability encompasses environmental stewardship, social equity, and economic prosperity, transcending mere compliance with technical standards. This broader mandate requires engineers to engage in dialogue with diverse stakeholders, including policymakers, industry leaders, and communities. Effective communication becomes paramount in fostering collaboration and garnering support for sustainable initiatives. Moreover, engineers must embrace a new mindset that positions sustainability as a core aspect of their profession. They must advocate for sustainability within their organizations, challenging existing norms, and championing innovative solutions. This shift in perspective requires engineers to become proficient communicators, capable of articulating the value proposition of sustainability to various audiences. Internal communication within engineering firms is equally vital, fostering a culture of collaboration and innovation. Engineers must share knowledge, expertise, and best practices to accelerate the adoption of sustainable technologies and practices. Visual communication tools, such as data visualization, can aid in conveying complex technical information effectively. Ultimately, the paper emphasizes that effective communication is essential for repositioning engineering towards sustainability. By embracing communication as a core competency and championing sustainability, engineers can navigate the complexities of the 21st century and pave the way for a more sustainable future.

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Software developers are intended to be massive, highly leverageable value creators for their companies and teams - using their creative and technical talent to build products themselves or mission-critical systems that facilitate the delivery of value inside the business. The blunt truth, however, is that many software developers would screw up tying their own shoes when left to their own devices. There's an abundant corpus of work out there on how managers routinely let down their software developers through insufficient planning, communication, listening, and support. In this talk we're going to explore the inverse - how individual software developers contributing to a project unintentionally sabotage their teams, their companies, their projects, and themselves through: * Immutable technical preferences + biases; * Bad attitudes; * Poor listening; * Inflexible and unproductive learning styles; * Risk aversion; * Incuriosity; * And more! Most importantly, in this talk we're going to try to address how we can help shift developers who want to learn and improve, but are have trouble executing, become the high value contributors they'd like to be.

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