By Jeff Richards
Managing Partner
In today’s highly competitive global environment, many companies are taking a close look at outsourcing. Should they outsource? And if so, why?
By David Haedtler
Principal
Last year I was asked to plan and facilitate a two-day conference for over 140 engineers and researchers. Participants included representatives from universities, industry, national laboratories and federal agencies. The goal of this meeting was to brainstorm potential innovations in a particular field, explore these ideas and come to a consensus regarding which ones were worthy of further funding.
It was an important conference about important work, but there was a catch: the participants would be physically sitting at six different sites from coast to coast. My challenge was to make this multi-site conference work.
By Stephen McGrady
Associate
A big question facing many CIOs today has to do with the changing nature of enterprise IT organizations. What is the best delivery model for the applications on which their businesses depend? Should they keep everything in-house? Should they keep the servers and applications on-premises but outsource all of the development and/or management? Or would it be better to switch to a Software as a Service (SaaS) model, and let others handle it all?
While I cannot give you a one-size-fits-all answer, I can provide a framework for the evaluation process. Here are some of the most important questions you need to ask:
By Jeff Richards
Managing Partner
For the past 2-1/2 years I’ve been the interim CIO at the YMCA of Silicon Valley – my fourth non-profit client since 2009. My experience is limited but I’ve seen a trend emerge.
Senior executives at non-profits are usually wonderful people who are very passionate about what they do. They’re very good at focusing on their mission and the services they offer to meet this mission. They have a clear understanding of who their constituents are. More often than not they have spent their entire career at their current organization or one that’s similar.
By Stephen McGrady
Associate
As I mentioned in a previous article, I’m a big believer in Enterprise Architecture Planning. However, I’m also a realist. I know that in today’s hyper-competitive and very fast-moving business environment, about the only enterprises that are enthusiastic about going through the full nine-month or one-year EAP process are government agencies. Everyone else needs results now.
By Rocky Vienna
Principal
Good news! Businesses have never been closer to their customers. In fact, with the popularity of mobile apps, you can literally be in their pockets. Bad news – it’s a two-way street. Customers have immediate and impactful tools like Yelp, Twitter, and Foursquare to provide feedback to others on your product and services. A bad review can cause a feeding frenzy and negatively impact your brand.
These realities help explain why large companies have heavily invested in Big Data and Analytics. These platforms allow companies to reap the rewards of improved prospect-to-customer conversion rates, increased customer loyalty and the ability to quickly respond to service issues. And all of these things, in turn, help prevent the negative online reviews that all companies dread.
By Stephen McGrady
Associate
I’m a big believer in Enterprise Architecture Planning, the detailed planning process that looks at how an enterprise will use information to support the business, and provides a blueprint for handling data, applications and technology.
While the process of creating an EAP can be lengthy – typically six to ninth months – the end results can make a significant difference in the IT organization’s ability to meet business needs. From my standpoint, I think the key benefits include:
By Rocky Vienna
Principal
A witch’s brew of globalization, disruptive technology, and regulatory compliance has created a new set of challenges for business executives. Never before has Information Technology – and the knowledge and experience of a seasoned CIO – been so integral to a company’s success and outright survival.
Whether yours is an emerging company, a small company or a mid-size company, having a part-time or fractional CIO serve on your Executive Management Team is the most effective way to get the benefits of having an experienced CIO without taking on the expense of having a CIO on staff full time.
It’s common for small and mid-size businesses to have an infrastructure-centric IT manager who doesn’t yet have the business acumen of a seasoned CIO. This IT manager is vital for day-to-day IT management, but just isn’t capable of guiding the executive management team through strategic IT-related issues and opportunities. In addition, this junior team member does not have the experience to ensure that you have the proper business processes and related business systems in place to support growth.
By Jeff Richards
Managing Partner
As an information technology consulting firm, CIO Professional Services specializes in information technology strategy and business/IT alignment. To better understand why organizations seek us out for assistance, we spoke with Ed Barrantes, Chief Financial Officer of the YMCA of Silicon Valley.
As described in a previous article, we’ve been working with the Y to help them overcome their very significant technology debt. They had a situation where systems had not been updated in over two decades! Here’s what Ed had to say about working with CIO Professional Services, and the 5 key values that he feels we bring to the table:
By Ken Norland
Associate
Many project managers have a tendency to do the easy pieces first and save the hardest parts for the end. This is just basic human nature. However, project risk management for increasing the chances of IT project success means planning for the earliest possible problem detection. If your project has complexities (i.e. “hard parts”) that you can identify early, attacking them first will improve predictability and give you time to recover when the inevitable problems occur.
Years ago I worked at an organization where we would look at a project and say “it will take X number of miracles for us to pull this off in the time allotted.” Those “miracles” referred to the events where we got to a point and said “a miracle is needed here.” And I learned that tackling those gaps in understanding can eliminate most of the need for miracles. Which, of course, makes for good project management.
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