Clues to IT 2017: When the CIO Owns More than IT

 
Since starting this blog, I’ve made IT organizations and the issues of driving to higher Business-IT Maturity the central theme (aside a couple of self-indulgent detours into the world of Rock and Roll!)  Even the blog’s title - IT Organization Circa 2017 - is meant to define my scope - what IT organizations will look [...]

The “Unwritten Rules” of Project, Program and Portfolio Management - Part 2

 
I’m going to continue on this theme of “Unwritten Rules” as a powerful way to understand what drives behavior, and with that understanding, be able to change the rules, and thereby change behavior.
Yesterday, I posted on the Unwritten Rules that are common to organizations where Program Management is practiced versus those where Project Management is [...]

The “Unwritten Rules” of Project, Program and Portfolio Management

Among the most popular posts on this blog is that of October 15 on Project vs. Program vs. Portfolio Management.   Less popular (but give it time… have been my posts of the last couple of days on Unwritten Rules of Business-IT Maturity.  I want to use the latter to illustrate the former, and some of [...]

The “Unwritten Rules” of Business-IT Maturity - Part 2

Today I will expand upon the introduction in my last post to the topic of ‘unwritten rules’ as they pertain to Business-IT Maturity. 

First a reminder - the Business-IT Maturity model I’ve discussed from various angles since starting this blog last October addresses ‘two sides of the coin’, those being Business Demand maturity(the business appetite for IT [...]

The “Unwritten Rules” of Business-IT Maturity

Following several consecutive posts on ‘improvement versus innovation,’ I want to take a shift of focus, and start talking about the tricky topic of ‘organizational culture’ as it relates to Business-IT Maturity.

Back in 1994, my colleague Peter Scott-Morgan wrote a remarkable book, “The Unwritten Rules of the Game.”  Having been both a student of, and consultant [...]

Improve or Innovate?

My last couple of posts have been on ITIL, where I presented my argument that approaches such as this (and CMMI) are necessary but not sufficient to take Business-IT Maturity to the next level.  They are necessary because they help build a solid foundation for IT operations and services.  They are insufficient because they typically [...]

Why ITIL is “Necessary but not sufficient”

My post yesterday claimed that ITIL is necessary, but not sufficient for reaching Level 3 Business-IT Maturity.  As anticipated, this has led to a fair amount of traffic, some showing up as commentary on the blog, others showing up as email messages from various vendors of Service Management and ITIL support services.  I therefore want [...]

ITIL: Necessary, but not sufficient!

 
I posted yesterday on the distinctions between IT Product Management and IT Service Management.  Rich Lemieux commented and pointed us to his helpful and informative DITY Newsletter and to his article on the 5 domains of ITIL V3 suggesting that IT organizations organize themselves around these domains as the “five new silos of IT.”
A couple of [...]

IT Service Management vs. IT Product Management

 
In an earlier post, I discussed the differences between and relationships among Project, Program and Portfolio management - this continues to be a popular post.  Today I’d like to explore the differences between IT Product Management and IT Service Management as they pertain to IT and to business-IT maturity.  This thread is inspired in part [...]

Leadership Lessons from the Performing Arts - 2

I am passionate about the profession of management consulting - and not ashamed to say so.  I’m especially passionate about business-IT maturity, and how IT organizations transform themselves to bring the highest possible value to the businesses and communities they serve.
I’m also passionate about music - both as a listener, and as an amateur performer.  As [...]