Putting one foot in front of the other (part 6)

In a previous post, I suggested some of the fundamental, structural changes I think IT will have to undergo in the next 10-15 years. And to me, these changes are not optional: organizations will have to make them; the only question is who will risk the difficulties and step up to lead them (and reap the substantial rewards)?

With that done, I’ve come back to Earth a bit to kick off a series of more modest posts that look at some of the baby steps IT needs to take to evolve into a truly strategic capability.

To me, once an IT leader adopts the correct orientation of her department as a strategic asset primarily focused on delivering business value (rather than IT capabilities), she has a number of very tactical areas to address:

Demand pipeline
Structured requirements
Developer-heavy staffing
Agile methods/approaches
Service catalog
Portfolio management (including rationalization)

In this post, we’ll take a look at the last, portfolio management.

Putting one foot in front of the other (part 3)

n a previous post, I suggested some of the fundamental, structural changes I think IT will have to undergo in the next 10-15 years. And to me, these changes are not optional: organizations will have to make them; the only question is who will risk the difficulties and step up to lead them (and reap the substantial rewards)?

With that done, I’ve come back to Earth a bit to kick off a series of more modest posts that look at some of the baby steps IT needs to take to evolve into a truly strategic capability.

This one looks at the issue of developer-heavy staffing in today’s IT organization.