Showing posts with label investment management. Show all posts
Showing posts with label investment management. Show all posts

February 2, 2020

Business Case Scoring - Template

Just wanted to share this quick business case scoring template. 

In evaluating various business cases, individuals can score each based on the following:

- Business Justification
- Analysis of Alternatives
- Technical Alignment
- Feasibility of Implementation Strategy
- Funding/Resource Availability

The ratings are done with 1 being the lowest and 5 being the highest. 

The scoring sheet calculate average, and identifies highest and lowest scores.

Then the individual scores can be summarized and used to rank the projects in your portfolio. 

Based on overall funding, you can determine how many of the top-ranked projects are doable in the year, and then roll over the others for reevaluation along with new business cases next go around. 

Capisce? ;-)

(Credit Graphic: Andy Blumenthal)
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January 18, 2020

Project Governance and Gate Reviews

Thought this may be helpful for those looking at a Governance Process and Gate Reviews for project management. 

This aligns the Capital Planning and Investment Controls (CPIC) process of select, control, and evaluate phases with the Systems Development Life Cycle (SDLC). 

There are 5 notional gate reviews with associated documentation for project conception, initiation, planning, execution, and launch.

Of course, this can be modified as needed based on the project threshold and governance stringency required and seeks to create strategic alignment with the goals of the organization. 

(Credit Graphic: Andy Blumenthal)
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January 20, 2015

Buyer Beware, Else Buyer Remorse

Just a quick lesson I wanted to share from my grandfather.

He used to say (or so my dad used to tell me), "You open your eyes or you open your wallet!"

Put another way is that "A fool and his money are soon parted."

But I like the way my grandfather put it even better--easier to remember and no name calling involved! ;-)

(Source Photo: Andy Blumenthal)
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June 5, 2012

SDLC On Target

I found this great white paper by PM Solutions (2003) called "Selecting a Software Development Life Cycle (SDLC) Methodology."

The paper describes and nicely diagrams out the various SDLC frameworks:

- Waterfall
- Incremental
- Iterative
- Spiral
- RAD
- Agile


It also provides a chart of the advantages and disadvantages of each framework. 

Finally, there is a simple decision cube (D3) based on time horizon, budget, and functionality for selecting an SDLC framework. 

This is a very useful and practical analysis for implementing SDLC, and it aligns closely with the guidance from the National Institute of Science and Technology (NIST) Special Publication (SP) 800-64, "Security Considerations in the Systems Development Life Cycle" Appendix E that states:

"The expected size and complexity of the system, the development schedule, and the anticipated length of a system's life may affect the choice of which SDLC model to use."

While NIST focuses on the time horizon and complexity versus the PM Solutions Decision Cube that uses time horizon, budget, and functionality, the notion of tailoring SDLC to the project is both consistent and valuable. 

Just one more resource that I found particularly good is the Department of Labor IT Project Management guidance (2002)--it is a best practice from the Federal CIO website.

I like how it integrates SDLC, IT Project Management, IT Capital Planning and Investment Control (CPIC), and security and privacy into a cohesive guide. 

It also establishes project "thresholds" to differentiate larger or more significant projects with greater impact from others and calls these out for "more intensive review."

Even though these these resources are around a decade old, to me they are classic (in a good sense) and remain relevant and useful to developing systems that are on target.

(Source Photo: Andy Blumenthal)

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September 5, 2011

The Irreplaceables

Traditionally, people like to invest in things that they feel are "irreplaceable" (or priceless to them)...that unique outfit, that piece of Jewelry (gold is in vogue again at $1900 an ounce), that one-of-a-kind art work, that special home-sweet-home (i.e. not cookie-cutter), and most importantly that special relationship (i.e. people are truly irreplaceable and they are an investment not of money, but of our heart and soul!).

In fact, when we spend our hard-earned money, only to see something break down after a relatively short period of time, we feel upset, angry, almost betrayed--like we got taken by the salesperson or manufacturer.

Years ago, engineers actually made things with "planned obsolescence"--that is built to break down after a certain period of time (i.e. "designed for the dump")--usually coinciding with the end of the period of warranty, so that consumers would be forced to open their wallets again and feed the giant sales apparatus, called our economy.

Yet, in the age of information technology and consumer electronics, while we don't want to see things break down, we do want a fast replacement cycle on them--since the technology and features are changing so quickly.

The Atlantic (September 2011) has an interesting article about this called Replacement Therapy--describing the trend of consumers of technology who actually cheer on the death of their gadgets, so that they don't feel so guilty and wasteful buying the newest models with the latest features every 18 months or so.

According to the author, many of us have "turned into serial replacers" of technology--so that the twist is that it's no longer "our devices that wear thin, [but rather] it's our patience with them."

This is Moore's Law at it's extreme--where the speed of technological progress make our most recent IT purchase practically obsolete by the time we plug it in.

I have to admit that I too don't mind replacing yesterdays tech toys, today--because the newest functionality and design make it worth it to me.

Relatively speaking the computing power and connectivity we are getting is so cheap for what it is--which is life-changing.

I rely on the technology all the time (probably way too much--cyber security beware!) and for a few hundred or a few thousand dollars, you can be at the top of your game.

To me it's not the gadget that is irreplaceable anymore, but it's the capability we are bringing to people.

Our life experiences are so much enhanced--because of the technology, we can share information, communicate, collaborate, transact, and entertain ourselves and each other like never before in history--those experiences are truly irreplaceable for each and every one of us--and that is more than any money can buy.

(Source Photo: here)

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May 25, 2011

Apples or Oranges

There are lots of biases that can get in the way of sound decision-making.

An very good article in Harvard Business Review (June 2011) called "Before You Make That Big Decision" identifies a dozen of these biases that can throw leaders off course.

What I liked about this article is how it organized the subject into a schema for interrogating an issue to get to better decision-making.

Here are some of the major biases that leaders need to be aware of and inquire about when they are presented with an investment proposal:


1) Motivation Errors--do the people presenting a proposal have a self-interest in the outcome?

2) Groupthink--are dissenting opinions being actively solicited and fairly evaluated?

3) Salient Analogies--are analogies and examples being used really comparable?

4) Confirmation Bias--has other viable alternatives been duly considered?

5) Availability Bias--has all relevant information been considered?

6) Anchoring Bias--can the numbers be substantiated (i.e. where did they come from)?

7) Halo Effect--is success from one area automatically being translated to another?

8) Planning Fallacy--is the business case overly optimistic?

9) Disaster Neglect--is the worst-case scenario imagined really the worst?

10) Loss Aversion--is the team being overly cautious, conservative, and unimaginative?

11) Affect Heuristic--are we exaggerating or emphasizing the benefits and minimizing the risks?

12) Sunk-Cost Fallacy--are we basing future decision-making on past costs that have already been incurred and cannot be recovered?

To counter these biases, here are my top 10 questions for getting past the b.s. (applying enterprise architecture and governance):

1) What is the business requirement--justification--and use cases for the proposal being presented?

2) How does the proposal align to the strategic plan and enterprise architecture?

3) What is return on investment and what is the basis for the projections?

4) What alternatives were considered and what are the pros and cons of each?

5) What are the best practices and fundamental research in this area?

6) What are the critical success factors?

7) What are the primary risks and planned mitigations for each?

8) What assumptions have been made?

9) What dissenting opinions were there?

10) Who else has been successful implementing this type of investment and what were the lessons learned?

While no one can remove every personal or organizational bias that exists from the decision-making equation, it is critical for leaders to do get beyond the superficial to the "meat and potatoes" of the issues.

This can be accomplished by leaders interrogating the issues themselves and as well as by establishing appropriate functional governance boards with diverse personnel to fully vet the issues, solve problems, and move the organizations toward a decision and execution.
Whether the decision is apples or oranges, the wise leader gets beyond the peel.

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July 28, 2010

Newer Isn’t Always Better

I love new technology as much or more than the next guy, but...

Last month, I came across an article in USA Today called “Army Ditches Velcro For Buttons,” which chronicles how after deploying high-tech, “space-age Velcro” in uniforms in 2004, the Army found that the good old button worked better on keeping pants packets closed. The Army is now substituting three buttons for Velcro on the cargo pockets of its pants to keep them from opening up and spilling out.

To me, the point is not whether we use new, newer, or even the newest technology out there (like space-age Velcro), but whether we are right-fitting the technology to our organization (in this case, the button met the needs of the soldier better).

I’m sure you may have noticed, as have I that certain technology enthusiasts like, want and literally crave the “latest and greatest” technology gizmos and gadgets, whether they fully work yet or not.

These enthusiasts are often the first to download a new (still buggy) app and the ones that line up (often bringing their own lounge chairs) the night before a new iPhone or other “hot” consumer technology product goes to market.

Similar, and perhaps well-intentioned, enthusiasm for new technology can end up in pushing new technologies before the organization is ready for them (in terms of maturity, adoption, change, priorities, etc.). In other cases, newer technologies may be launched even before the “ink is dried” on IT purchases already made (i.e. the technologies bought are not yet implemented and there has been no return on investment achieved!).

At the extreme, organizations may find themselves with proverbial IT storage closets full of still shrink-wrapped boxes of software and crates of unopened IT hardware and still not be deterred from making another purchase and another and another…

I remember in graduate school learning about shopaholics and those so addicted to consumerism that their behavior bordered on the abnormal according to the Bible of psychiatry, the Diagnostic Statistical Manual (DSM).

This behavior is in sharp contrast with organizations that are disciplined with technology and strong stewards with their organization’s investment dollars—they tend to follow a well-thought-out plan and a structured governance process to ensure that money is well-spent on IT—i.e. it is requirements-driven, strategically aligned, ROI-based, and technologically compliant with the architecture.

In such organizations, responsibility and accountability for IT investments go hand-in-hand, so that success is not measured by whether new technologies get identified and investments “go through,” but rather by how beneficial a technology is for the end-user in doing their jobs and how quickly it actually gets successfully implemented.

This latter organization model is the more mature one and the one that we need to emulate in terms of their architecture and governance. Like the Army, these organizations will chose the old fashioned button over the newer Velcro when it suits the soldier better and will even come out saving 96 cents per uniform.

New technology is great--the key is to be flexible and strategic about when it is needed and when it is not.


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March 12, 2010

The Many Faces of the CIO


The Chief Information Officer is a complex and challenging role even for those highly experienced, well educated, and innately talented. In fact, Public CIO Magazine in 2009 stated that the average tenure for a CIO is barely 24 months. What is it that is so challenging about being a CIO?

Well of course, there is the technology itself, which some may consider challenging in terms of keeping pace with the quick and ever changing products and services and roles that the IT plays in our society.

But one of the reasons not so frequently addressed is that the CIO role itself is so multi-faceted and requires talents that span a broad range of skills sets that not a lot of people have mastered.

In the CIO Support Services Framework (CSSF), I talked about this in terms of the varied strategic functions and skills that the CIO needs in order to plan and execute effectively (instead of just being consumed in the day-to-day firefighting)—from enterprise architecture to IT governance, from program and project management to customer relationship management, and from IT security to performance management—the CIO must pull these together seamlessly to provide IT capabilities to the end-user.

I came across this concept of the multifaceted CIO this week, in a white paper by The Center for CIO Leadership called “Beyond the Crossroads: How Business-Savvy CIOs Enable Top-Performing Enterprises and How Top-Performing Enterprise Leverage Business-Savvy CIOs.” The paper identifies multiple CIO core competencies, including a generic “leadership” category (which seems to cross-over the other competencies), “business strategy and process” reengineering, technology “innovation and growth”, and organization and talent management.

Additionally, the white paper, identifies some interesting research from a 2009 IBM global survey entitled “The New Voice of the CIO” that points to both the numerous dimensions required of the CIO as well as the dichotomy of the CIO role. The research describes both “the strategic initiatives and supporting tactical roles that CIOs need to focus upon,” as follows:

Insightful Visionary Able Pragmatist
Savvy Value Creator Relentless Cost Cutter
Collaborative Business Leader Inspiring IT Manager

Clearly, the CIO has to have many functions that he/she must perform well and furthermore, these roles are at times seemingly polar-opposites—some examples are as follows:
  • Developing the strategy, but also executing on it.
  • Growing the business through ongoing investments in new technologies, but also for decommissioning old technologies, streamlining and cutting costs.
  • Driving innovation, modernization, and transformation, but also ensuring a sound, stable, and reliable technology infrastructure.
  • Maintaining a security and privacy, but also for creating an open environment for information sharing, collaboration, and transparency.
  • Understanding the various lines of business, but also running a well honed IT shop.
  • Managing internal, employee resources, but also typically managing external, contracted resources.
  • Focusing internally on the mission and business, but also for reaching outside the organization for best practices and partnerships.
However, what can seem like contradictions in the CIO role are not really incongruous, but rather they are mutually supportive functions. We develop the strategy so we can faithfully execute. We invest in new technology so we can decommission the legacy systems. We invest in new future capabilities, while maintaining a stable present day capacity, and so on. The role of the CIO is truly multifaceted, but also synergistic and a potent platform for making significant contributions to the organization.

While certainly, the CIO does not accomplish all these things by him/herself, the CIO does have to be able to lead the many facets of the job that is required. The CIO must be able to talk everything from applications development to service oriented architecture, from data center modernization to cloud computing, from server and storage virtualization to mobility solutions, from green computing to security and privacy, and so much more.

The CIO is not a job for everybody, but it is a job for some people—who can master the many facets and even the seeming contractions of the job—and who can do it with a joy and passion for business and IT that is contagious to others and to the organization.

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November 29, 2009

A Young Adult Chooses To Give Rather Than Take

Here is a poem written by a young adult who was recently confronted
with a difficult choice - whether to go on a fancy trip to Europe or
Peru, costing thousands of dollars but promising "the time of your
life," or to spend a week participating in a Habitat for Humanity
project, and giving back to those in need.

I am humbled and inspired by her words and her choice.
In terms of tikkun olam (repair of the world - a Jewish term for an
individual's purpose in life), this is a great lens with which to view
many of the choices we have day in and day out. Our investments in
people and those less fortunate are often the best ones that we can
make - and those with the highest return, personally and for the
organizations we represent.

_____________________
"What is a Good Feeling?"
A dream maybe that looks me in the eye,
I try to catch it but it just flies by,
A short second ago there was my chance,
I was even just about ready to dance.
The question is always asked: why not me?!
Why can’t I be lucky!
The sun, the moon, the stars,
Waken me up oh mars.
Shine that light on me,
Guide me to what is happy,
Pearl, silver, and even gold,
It’s now time to think beyond what is displayed and told.
Look beyond the light,
Into the darkness of the night,
Like others, it is even hard for me,
When I even dare to see reality.
The million-dollar beach home,
The shape of a dome,
An in-door pool,
Oh how mighty and cool.
Pshh, ya right!
Just look at MOST people’s plight,
People losing jobs here and there,
This is in no way fair.
Millions of citizens living on the streets,
On disgusting benches supposed to be used just for seats,
It’s time to wake up and see,
People don’t live all rich and fancy.
It’s time to open our eyes,
We shouldn’t live lies,
I want to step closer to reality,
I’m at the right age to learn more about actuality.
I want to help others,
I want to give to families: fathers, mothers, sisters, and brothers
I want to put smiles on children’s faces,
I want to leave some of my traces.
Traces of charity,
What a rarity,
I want to be one who gives and not takes,
For once in my life I am positive that this won’t be a mistake.
This choice is the right,
And I say this with all force and might,
It’s without doubt a chance to make a difference,
This surely makes the most sense.
~THERE IS NOTHING LIKE THE GOOD FEELING OF ASSISTING OTHERS~
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September 30, 2009

Conflict Management and Enterprise Architecture

What is conflict?

In the book Images of Organization by Gareth Morgan, the author states “Conflict arises whenever interests collide…whatever the reason, and whatever form it takes, its source rests in some perceived or real divergence of interests.”


Why does conflict occur?


Morgan continues: “People must collaborate in pursuit of a common task, yet are often pitted against each other in competition for limited resources, status, and career advancement.”


How does conflict manifest?


The conflicting dimensions of organization are most clearly symbolized in the hierarchical organization chart, which is both a system of cooperation, in that it reflects a rational subdivision of tasks, and a career ladder up which people are motivated to climb. The fact is there are more jobs at the bottom than at the top means that competition for the top places is likely to be keen, and that in any career race there are likely to be far fewer winners than losers.”


How does User-centric EA help Manage Conflict?


Enterprise architecture is a tool for resolving organizational conflict. EA does this in a couple of major ways:

  1. Information Transparency: EA makes business and technical information transparent in the organization. And as they say, “information is power”, so by providing information to everyone, EA becomes a ‘great equalizer’—making information equally available to those throughout the organization. Additionally, by people having information, they can better resolve conflict through informed decision-making.
  2. Governance: EA provides for governance. According to Wikipedia, “governance develops and manages consistent, cohesive policies, processes and decision-rights for a given area of responsibility.” As such, governance provides a mechanism to resolve conflicts, in an orderly fashion. For example, an IT Investment Review Board and supporting EA Review Board enables a decision process for authorizing, allocating, and prioritizing new IT investments, an otherwise highly contentious area for many sponsors and stakeholders in the organization.

Conflict is inevitable; however, EA can provide both information and governance to help manage and resolve conflict.


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November 3, 2007

Myers-Briggs and Enterprise Architecture

The Myers-Briggs Type Indicator (MBTI) is a personality questionnaire designed to identify certain psychological differences according to the typological theories of Carl Gustav Jung as published in his 1921 book Psychological Types (English edition, 1923).The original developers of the indicator were Katharine Cook Briggs and her daughter, Isabel Briggs Myers. (Wikipedia)

The MBTI indicates 16 personality types among people. MBTI helps explain why different types of people are interested in different things, are good at different things, excel in cetain types of jobs, and find it difficult to understand and get along with others.

In MBTI, there are 4 performances or pairs of opposing tendencies that people are ranked on:

  1. Introversion or Extroversion—whether the person directs and receives energy from inside themselves or from the outside world.
  2. Sensing or iNtuition—whether the person performs information gathering through their 5 senses or through their 6th sense, intuition.
  3. Thinking or Feeling—whether the person conducts decision-making through logical analysis or through a value-oriened, subjective basis.
  4. Judging or Perceiving—whether the person lifestyle is driven to come to closure and act on decisions or remain open and adapt to new information.

In the book, The Character of Organizations by William Bridges, the author extends the use of MBTI from individuals to organizations.

“Everyone knows that organizations differ in their size, structure, and purpose, but they also differ in character…the personality of the individual organization.” Knowing an organization’s character “enables us to understand why organizations act as they do and why they are so very hard to change in any fundamental way.”

Applying the Myers-Briggs 4 pairs of preferences to organizations looks like this:

  1. Introversion or Extroversion—“Is the organization primarily outwardly oriented toward markets, competition, and regulations or is it inwardly oriented toward its own technology, its leaders’ dreams, or its own culture.”
  2. Sensing or iNtuition—“Is the organization primarily focused on the present, the details, and the actuality of situations or on the future, the big picture, and the possibilities inherent.”
  3. Thinking or Feeling—“Decision making happens on the basis of principles like consistency, competence, and efficiency or through a personal process that depends on values like individuality, the common good, or creativity.”
  4. Judging or Perceiving—“Prefer to reach firm decision, define things clearly, and get closure on issues or always seeking more input, preferring to leave things loose, or opting to keep their choices open.”

Where does an organization’s character come from?

  1. Its founder
  2. Influence of business (especially a particular industry)
  3. Employee groups
  4. Subsequent leaders (especially it’s current leader)
  5. Its history and traditions

“An organization’s character is certainly going to change over the years. And with all the variables at work, you can see that the changes are going to be somewhat unpredictable…the important point is that at any given time, an organization will have a particular character, which will to a large extent shape its destiny.”

From a User-centric EA perspective, the character of the organization can have a citical impact on the work of its EA practioners. Here are some examples:

  • The target architecture—the EA practioner needs to tailor the target architecture to the character of the organization. For example, an introverted organization may be more intent on developing proprietary technology solutions or customizing software to its own ends than an extroverted organization which may be more inclined to out of the box, commercial-off-the-shelf software solutions.
  • IT governance—the EA practioner may need to handle IT governance differently if the organization is a judging or perceiving one. For example, if the organization is more judging, the IT Investment Review Board and EA Review Board may be able to come to decisions on new IT investments and their alignment with the organization's EA more quickly than a perceiving organization, which may be reluctant to make firm decisions on new IT investments or may require additional information and details or require exhaustive analysis of alternatives.
  • Change management—the EA practioner may need to handle various levels of resistance to change and manage it accordingly based on whether an organization is more sensing or intuitive. For example, if the organization is more sensing, focused on the present and the details of it, then the enterprise may not be as receptive to change as an organization that is more perceiving, big picture, strategic, and future-oriented.

Just as an understanding of your own and others personality helps guide self-development, life decisions, and social interactions, so too knowing an organization’s character can provide the EA practioner critical information to help develop a realistic architecture for the enterprise, provide useful IT governance for investment management decisions, and influence interactions for effectively managing organizational change.


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October 5, 2007

Use Cases and Enterprise Architecture

User-centric EA fulfills many different needs (as portrayed through Use Cases) in the enterprise.

In the Journal of Enterprise Architecture (JEA), August 2007, the authors of the article “Analysis and Application Scenarios of Enterprise Architecture: An Exploratory Study” (Winters, Bucher, Fischer, and Kurpjuweit) provide a variety of these “application scenarios” for EA.

Use Cases can help us understand the importance and benefits of Enterprise Architecture by showing its application to real-world scenarios. Below is a list of key use cases for EA (adapted from JEA):

  1. Adoption of Commercial and Government Off-The-Shelf Software (COTS/GOTS)—informs on enterprise IT products and technical standards for integration, interoperability, and standardization.
  2. Business Continuity Planning—identifying the dependencies between business processes, application systems, and IT infrastructure for continuity of operations.
  3. Business Process Optimization—reengineering or improving business processes based on modeling of the business processes, the information required to perform those, and the technology solutions to support those.
  4. Compliance Management—helps verify compliance with legal requirements such as privacy, FOIA, Section 508, records management, FISMA, and so on.
  5. Investment Management—supports Investment Review Board; determines business and technical alignment and architecture assessment of new IT investments.
  6. IT Business Alignment—aligning IT with “business, strategies, goals, and needs.”
  7. IT Consolidation—“reveals costly multi-platform strategies and wasted IT resources originating from personal preferences of certain IT stakeholders and/or a lack of enterprise-wide coordination.”
  8. IT Planning—develops target architecture and transition plan; develops or supports IT strategic plan and tactical plans.
  9. Performance Management—Management of IT Operations Costs through the development of IT performance measures to manage IT resources.
  10. Portfolio Management—categorizes IT investments into portfolios and prioritizes those based on strategic alignment to the target architecture and transition plan.
  11. Post Merger and Acquisition Integration—identifies gaps, redundancies, and opportunities in business processes, organizational structures, applications systems, and information technologies.
  12. Procurement Management—aids sourcing decisions; specifies standards, provides reviews of new IT investments.
  13. Project (Initialization) Management—specifies projects requirements, looks at the potential for existing systems to meet user needs, and avoids redundant development activities.
  14. Quality Management—document business processes, information requirements, and supporting IT; helps ensure performance.
  15. Risk Management—managing technology risks; understanding which technology platforms support which business processes.
  16. Security Management—documenting business and IT security and defining user roles and access rights.

When done right, EA helps to create “order out of chaos” for the execution of business and IT in the organization.


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August 27, 2007

Five Pitfalls of Enterprise Architecture Review Boards

EA Review Boards are necessary for supporting sound technology investment management decisions (a.k.a. CPIC or capital planning and investment control).

However, the EA Review Boards often fail for the following reasons:

  • The board has no power to enforce its decisions — this typically happens when the CIO does not control the IT funding in the organization.

  • The board has no visibility to the IT projects being initiated across the enterprise — again, this is common when the CIO does not control IT spending and programs can fund their own IT pet projects.

  • The board meetings are not well organized —this can happen when meetings are sporadic instead of regular, when meetings run over their scheduled times, when agendas are not followed, minutes not kept, and members are not given ample opportunity to participate and “be heard” in the meetings.

  • The board members do not understand the “what’s in it for me” — the members on the review board feel that they already have “day jobs” and that participating on the EA review board is not their responsibility or is not relevant to what they do day-to-day.

  • Board members lose interest over time — a pretty common symptom of this is when the members start “delegating” attendance and participation to less senior members of the organization (and those people may not have the same level of subject matter expertise or decision authority as the “official” members).

In User-centric EA, the focus of the EA reviews is on the stakeholders presenting their projects, on the members contributing to the reviews, and on both of these seeing that their participation results in better IT investment decisions and more successful projects for the enterprise.

Finally, the CIO through the Investment and EA Review Boards wields control over the allocations of funds and prioritization of technology investments.


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