Do people have the right skills and to carry out their work and enough discretion to make the decisions that are required of them? Do they have enough authority to match what they are accountable for? Are the roles and role relationships clear? How does IT governance address the communication and coordination needs?
These are some of the questions we will address in this seminar. We will apply levels-based organization design principles to organize, govern, manage, and run enterprise IT. The seminar addresses functional and structural alignment of the organization with strategy; roles, role relationships, and accountabilities; human capabilities and competencies required to fulfil the roles; as well as requisite managerial leadership practices to run the organizational system.
According to studies, about two thirds of IT projects fail in some important way: time and budget overruns, terminations, or all of these. This is a universal problem, whose economic impact is at around three billion dollars, or close to 5 per cent of global GDP. These project failures are actually increasing, because projects are getting bigger and more complex. Large IT projects are 20 times more likely to fail than large projects in other sectors, such as construction.
Any change process should integrate the technical, commercial and social aspects, yet IT-projects are often managed merely from the technical and commercial perspective, while the social aspect is not adequately addressed. This is one of the root causes of IT failures. However, with even a modest attention to how IT function and IT projects are organized, governed and managed, improvements in the success rate of IT can be attained.
The seminar is well suited for chief information officers, other senior IT managers, and IT program/project managers, who aspire to develop their IT organization and projects. The models, methods and tools suggested in the seminar are research-based and tested in the field.