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  • Actual for You - Follow the Leader: Who Should Be Leading Your Project: Business or IT?

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    the like are generally deferred to the IT department without a second thought. Much as switching your firm’s accountants from Number 2 to Number 3 pencils
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    When a well intentioned project has failed or hit a few bumps in the road, one of the oft-cited reasons for the failure is leadership. There are thousands of books on leadership and what makes great or poor leaders, all penned by someone smarter than I, so rather than investigate what kind of leader should be captaining your ship, let’s investigate which internal organization should be leading your projects.

    There is clearly a good case to be made that many projects should be led by your company’s IT organization. Things like software upgrades, enhancements or optimizations to existing IT systems and the like are generally deferred to the IT department without a second thought. Much as switching your firm’s accountants from Number 2 to Number 3 pencils

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    The Green Duck needed a new transmission—BAD! Like last week. It groaned with an industrial, metal-on-metal fervor. Let me stop here and proffer a key bit of advice: When you are a near penniless college student, and you need a car, you will, by definition, be buying at the low end of the market. Under no circumstances are you to buy a used Rambler American, formerly owned by the telephone company. The good news is that chances are real slim there days of running into said vehicle
    of books on leadership and what makes great or poor leaders, all penned by someone smarter than I, so rather than investigate what kind of leader should be captaining your ship, let’s investigate which internal organization should be leading your projects.

    There is clearly a good case to be made that many projects should be led by your company’s IT organization. Things like software upgrades, enhancements or optimizations to existing IT systems and the like are generally deferred to the IT department without a second thought. Much as switching your firm’s accountants from Number 2 to Number 3 pencils

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    captaining your ship, let’s investigate which internal organization should be leading your projects.

    There is clearly a good case to be made that many projects should be led by your company’s IT organization. Things like software upgrades, enhancements or optimizations to existing IT systems and the like are generally deferred to the IT department without a second thought. Much as switching your firm’s accountants from Number 2 to Number 3 pencils

    Decision Support Systems, Part 3 – Modeling & Forecasting
    In parts 1 and 2 we described two levels of Decisions support systems (DSS) systems, which analyze the “what and the why” of business performance. In a third level of DSS functionality which is more advanced, analysis enables modeling of mechanisms, to predict the outcome of one action or alternative actions: ‘What shall be the outcome if a certain measure is taken’ (what-if analysis).Predictions may relate to any of the following (indicatively):· How much shall
    that many projects should be led by your company’s IT organization. Things like software upgrades, enhancements or optimizations to existing IT systems and the like are generally deferred to the IT department without a second thought. Much as switching your firm’s accountants from Number 2 to Number 3 pencils
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    Most people are familiar with franchising. For the benefit of those who are not, according to wikipedia.com franchising is the system of doing business wherein a franchisor licenses trademarks of a product and tested methods of doing business to a franchisee to receive payment like a percentage from gross per sales or gross profits as well as the annual fees agreed upon, as compensation for the trade secrets shared as part of the franchising agreement. Sometimes legal contracts may
    the like are generally deferred to the IT department without a second thought. Much as switching your firm’s accountants from Number 2 to Number 3 pencils should not require much input from the larger organization, there are a percentage of projects that can and should remain completely within the IT organization of most companies.

    Where many organizations make a mistake is in assuming that anything involving IT should be managed by the IT department. A perfect example is Enterprise Resource Planning or Customer Relationship Management applications. A company writes a large check to a software company to purchase these applications, and therefore assumes they have bought a piece of software that should be managed and installed by IT. This assum

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