In this article, the author describes how to connect and harmoniously execute two management domains--project management and information technology service management--by giving a sample categorization of demands for IT organizations.
9 items found
In the world of IT, each project comes with a different set of expectations and requirements that make everyone nervous about estimating cost, time and level of effort. Estimations based on a mature estimation model (function points) are more likely to be successful than projects that are estimated ad hoc, based on expert judgment alone. Function points translate all project functionalities into equivalent efforts. Combined with a well-defined process, they serve as a powerful tool for accurate estimations.
A strong alignment between the organization and its technology infrastructure is an essential first step in starting an ITIL initiative.
Trustworthy assessments of project health are necessary. This article advocates an approach using proactive, objective and metrics-based project health indicators and communication of assessment outcomes by simple executive-level and project management-level dashboards.
The objective of governance is benefits realization, risk optimization and resource optimization. A good governance framework can help a performing organization develop a more holistic approach toward analytics.
When digital transformation has been fully implemented, what happens to our IT departments? You might not like the answer.
Can you use ITIL as a differentiator over your competition? Is this a meaningful differentiator that will make potential customers choose us over the competition, or is it just another thing that you have to do in order to keep the playing field equal and that only becomes a differentiator if you don’t do it?
Given the growing impact of emerging technologies, the merger of IT strategy and business strategy is inevitable as keeping up with advancing technologies is a strategic business imperative. Many are questioning the role IT plays—and are positioning the business side as being responsible for the technology strategy.
The waterfall methodology for projects is aptly named, because it is equally painful to try to go back to prior phases of a project once the effort has advanced to the next phase. This article will outline two reasons to avoid waterfall, and three ways to approach software projects that are more useful.