By Richard M. Kesner
Financial pressures have compelled IT executives to illustrate the speedy and calculable ROI of recent expertise deployments. regrettably, present IT provider supply usually drifts with out severe proposal as to how procedure advancements could lead on to raised functionality and patron delight. The Hands-On venture place of work: ensuring ROI and On-Time supply deals the confirmed procedures, thoughts, and instruments that IT managers can use to right away increase the supply of IT services. This compendium of top practices and functional suggestions info uncomplicated, deployable frameworks, sensible instruments, and time-tested most sensible practices for winning IT carrier and venture supply administration. spotting how your tech employees can do extra with much less, this practitioner's instruction manual describes how one can larger coordinate paintings efforts, carry venture groups responsible, and speak and exhibit the significance of IT companies in your corporation as an entire. by way of explaining tips to streamline the services that catch and file information regarding IT supply, this quantity clarifies roles, obligations, patron expectancies, and function measures, leading to more desirable carrier and efficiency.Emphasizing the institution of techniques that lead to repeatable luck, the publication presents speedy implementable options for IT body of workers confronted with the day-by-day administration of huge, advanced platforms.
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Additional resources for The Hands-On Project Office: Guaranteeing ROI and On-Time Delivery
14] The monthly operations report is reviewed each month in an open forum by the IT executive team. Other IT personnel are welcome to attend. Within a two- to three-hour block, the entire IT leadership team has a clear picture of the status and health of all existing IT commitments. Follow-up items raised in the review meeting are recorded and appear in the next version of the report. The document itself is distributed to the entire IT organization via the unit's intranet. As appropriate, sections from the report, as well as individual project scorecards, are shared by the unit's CREs with their respective customers.
These remain the keys to success: A solid focus on customer value Persistence in the use of standard, rigorously defined but creatively adapted and flexibly executed processes Quality and continuous communication A true commitment to collaborative work The reader will do well to bear this in mind as we dig deeper into the processes mentioned in this chapter. On the other hand, the picture painted thus far should raise concerns among some readers. The author advocates a series of internal IT management practices that perhaps enjoy no precedent within the reader's IT organization.
Whatever the formal structure of these documents, the real benefit of the process comes from the meetings in which the CRE can reinforce the value of IT to the customer, listen to and help address IT delivery and performance problems, learn of emerging customer requirements, and share ideas about opportunities for further collaboration between the customer and IT. Within IT, the CRE will act as the advocate and liaison for, and as the accountable executive partner to, his or her assigned business unit in strategic and operational matters.