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  • Starting points for the quantitative CIO: downloadable basic tools - CTO/CIO Perspectives
    templates that I feel provide useful starting point approaches to the seven areas of quantitative focus listed above So here I m quite consciously talking out of both sides of my mouth Rather than get caught up in analysis paralysis we don t have a tool at all and it ll be a huge project to select and implement one do something Given a particular gap a spreadsheet may indeed be better than doing nothing at all i e much better than just continuing to rely on gut instinct for your decisions Remember that a spreadsheet is usually not the long term answer At best it should serve to get your team rolling on appropriate process decisions domain expertise In that vein I m centralizing a repository page on this site available through the Downloads menu choice that will collect the tools that I ve published so far along with links to the articles here that go into depth and that usually name any number of cautions and caveats about each of them More will follow All of them are carefully documented reasonably robust to modification and useful as a starting point for your own efforts in a similar situation They are all freely usable and modifiable at no charge under the broadest of the Creative Commons licenses Downloadable tools To start you ll find the following tools and templates all Excel based some very general some specific to a particular problem Project Portfolio Management A workbook providing various alternative mechanisms ranging from the simple to the more complex to quantitatively right size your portfolio of projects to your department s overall capacity so that you don t bite off more than you are able to chew Downloadable spreadsheet Blog post describing the approach and tool Return on Investment ROI analyses A template for Investment analysis for any project allowing for input of core assumptions on costs and benefits and producing quantitative measures such as ROI IRR and payback period Downloadable spreadsheet Blog post describing the approach and tool Resource allocation An elaborate spreadsheet to help in detailed day to day resource allocation across multiple projects for a small team Downloadable spreadsheet Blog post describing the approach and tool Budget planning A budget planning tool to model a corporate desktop laptop refresh approach allowing for corporate growth and planned retirement of obsolete machines Downloadable spreadsheet Blog post describing the approach and tool Additional tools Additional tools that I may write up in the future and add to the catalog include the following Performance metrics development Defect trend tracking and launch readiness evaluation Performance metrics development Test case tracking and trending Performance metrics operations Web site outage cost calculator and tracker Performance metrics operations Bug trend category and throughput analysis Financial analysis Total Cost of Ownership analyses for IT assets So by all means examine the tools I ve provided and feel free to appropriate and modify them for your use where they re applicable I d certainly appreciate hearing of

    Original URL path: http://www.peterkretzman.com/2013/07/10/starting-points-for-the-quantitative-cio-downloadable-basic-tools/ (2016-04-28)
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  • Financial metrics for IT: the holy grail of ROI and how it misses the point: Part 2 - CTO/CIO Perspectives
    that all costs need to be entered as negative numbers In other words out of all this input and assumption gathering hopefully intensely brainstormed and debated did we leave anything out comes a full one page picture of the entire cost and benefit horizon for the proposed infrastructure change Its assumptions are there in the open ripe for the challenging and this is how it should be Open scrutiny of your plan makes for a better plan Takeaway here all the hard work here consists of figuring out the assumptions on costs and benefits over the time horizon Now that you have gathered all that input the associated recaps and financial metrics fall out through simple spreadsheet calculations Now at a glance a CFO COO or CEO can get a view on how much this will all cost and where whether the payback is there Presenting your proposal to management just got a whole lot easier When you lay things out in this fashion you re playing the game as a businessperson not just a techie who wants to spend money For example let s show the resulting breakdown of expense versus capitalized dollars over the five years Now let s look at the resulting financial metrics that will let you weigh project against project And finally let s look at a resulting graph showing the proposed cash flows and the payback timeframe See the Lagniappe section below for a link to the example spreadsheet in full licensed under the Creative Commons license Feel free to adapt and use this spreadsheet for your own proposals and please let me know any feedback you might have Lagniappe Full sample investment analysis spreadsheet free under Creative Commons license Tweet Share this Twitter Google Facebook Email Print Previous Post in Category Next Post in Category Filed Under Financial Metrics Pillars of Purview Process Tools Comments Tim Foley says November 17 2012 at 6 06 am Peter This is a good techie example of translating technbabble to bizspeak However it is also the type of example that while it allows a CIO to present at the strategic table does not garner him a seat there I believe better examples would show the advantages IT can bring to the different departments in a company For example a CRM system provides limited if any benefit to IT but could be a huge advantage to sales and marketing Advanced analytics on a company s internet presence has payback to marketing Enhanced forecasting has a play to operations and logistics However in many companies these departments come to IT asking for these solutions Instead IT as a strategic partner should be listening to the business needs and opportunities then proposing these solutions When IT s focus is ITcentric that is focused on cost savings and productivity enhancements within the scope of IT then it is the beginning of a vicious cycle for IT as they are continually asked to do more with less When IT s focus becomes

    Original URL path: http://www.peterkretzman.com/2008/04/10/financial-metrics-for-it-the-holy-grail-of-roi-and-how-it-misses-the-point-part-2/ (2016-04-28)
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  • Start simple: a corporate desktop/laptop refresh model - CTO/CIO Perspectives
    tool for your needs and attempting to consider the full scope of ITAM But don t let that hold you back because the fruits of all that won t be there for months You can get 80 of the way there with a relatively minimal amount of effort and it will surely be better than chaos In short if you re grossly deficient in this area right now it s actually best not to jump right into a commitment toward an expensive package and implementation Work on your process gaps first As I m fond of saying it is better to light a single candle than to curse the darkness Recommendations Begin to look into asset management software see some of the links below Don t be paralyzed by not having chosen a suitable package yet Dive in anyway Don t let best get in the way of better Recognize that as with most things in IT the work that needs to be done is way more about establishing a repeatable and logical business process than it is about obtaining and using a given tool Work on getting a valid inventory of your current machines that s a manual process anyway Focus on the true basics machine ID birth date type laptop or desktop and current holder Establish a reliable airtight business process for adds and deletes from this inventory Make sure you will have a reliable master view at any point in time Make sure that nothing leaves or enters the pool of machines without it being reflected in the inventory For now stick with a simple approach just use a spreadsheet to capture and analyze this data It can do a lot for you all the way from basic inventory management and providing basic breakdowns to helping you with your replacement strategy and budget An example is contained in the attached spreadsheet model offered under a Creative Commons license for your use and adaptation as you see fit The spreadsheet is designed to help answer basic questions about your machine inventory including but not limited to examples like the following How many laptops do I have that are over two years old How much should I budget next year for machines assuming I switch out desktops after three years and laptops after two years When is a given machine due to be replaced What s my laptop penetration laptops as a percentage of total machines How is that due to change based on my other assumptions Do you have a success story from your company with respect to the tracking and handling of laptops and desktops I d like to hear about it Lagniappe Asset Management resource chart InfoWorld Asset Management report IT Asset Management and ITIL IT Management Software Sample asset management light spreadsheet Corporate Desktop and Laptop refresh model Tweet Share this Twitter Google Facebook Email Print Previous Post in Category Next Post in Category Filed Under Pillars of Purview Process Tools Top 25 posts Comments

    Original URL path: http://www.peterkretzman.com/2008/05/29/start-simple-a-corporate-desktoplaptop-refresh-model/ (2016-04-28)
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  • Peter Kretzman, Author at CTO/CIO Perspectives - Page 3 of 15
    to remember that rather than expressing categorical disagreement let alone outrage it s far more useful to look first for common ground then aim to identify the areas of contention or difference in perspective That struck me recently when I read Todd Williams BackFromRed recent blog post with the title Stop All IT Projects and recalled that another esteemed colleague Steve Romero itgEvangelist has expressed views along the same lines Todd and Steve are both smart experienced IT professionals whom I highly respect In Todd s case we ve met in person in Steve s we ve exchanged numerous emails and blog posts over recent years Both of them unquestionably get it when it comes to IT matters I generally agree with what they post or tweet they ve each written books that I recommend to others In fact I even agree with much of what Todd writes in this particular post But still with consummate respect I think these colleagues and others are picking the wrong battle when they insist so staunchly on no IT projects Here s why Read more Tweet Filed Under Pillars of Purview Process Projects Stakeholders By Peter Kretzman 2 Comments Valuable vs fun learning to love IT Asset Management Tweet My attitude is that if you push me towards something that you think is a weakness then I will turn that perceived weakness into a strength Michael Jordan As with so much in life so it goes with IT the parts that are fun aren t always valuable and the parts that are valuable aren t always fun Let s talk about a hugely valuable side of IT that isn t really much fun at all And when it s not fun that means that it s often neglected and thus turns into a great weakness IT assets hardware software systems services represent a major investment for most firms today For new economy companies in particular the cost of such resources both bringing them on board and maintaining them as corporate assets often exceeds expenditures in any area other than wages and benefits It s astonishing then that firms not to mention IT management specifically don t always embrace the ongoing hard work required to maximize the value of those expenditures and minimize the corporate risks involved All too often I see IT asset management ITAM neglected by IT executives because well it involves a discouraging amount of drudgery to do it right especially over the long haul This neglect occurs even more often when an executive succumbs to the latest faddish push for IT to focus on strategy and innovation to the detriment of fundamentals Read more Tweet Filed Under Anecdotes Book reviews Financial Process Recommended reading Vendor management By Peter Kretzman 1 Comment More timeless still relevant information technology jokes Tweet One of my most visited blog posts noted that certain IT jokes tend to come up again and again That post covered four such familiar jokes along with what I felt

    Original URL path: http://www.peterkretzman.com/author/peter-kretzman/page/3/ (2016-04-28)
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  • Peter Kretzman, Author at CTO/CIO Perspectives - Page 15 of 15
    they re useful insights for every worker not just executives They boil down to these two questions Read more Tweet Filed Under Role definition By Peter Kretzman Leave a Comment The Pillars of Purview of the Successful CTO CIO Tweet So as we ve now discussed you the CTO or CIO brought in to oversee the technology areas of your company are paradoxically not really there predominantly for technology Even if you like to think of yourself as a technogeek and most of us do frankly if you want to be effective in the overall role of this chief information technology officer you ll need to broaden your approach Then what is your purview as CTO CIO Call it marketecture if you want but I ve found it useful to separate my role into five major areas all of which happen to begin with P I call these the 5 Pillars of Purview and they represent for CTO CIO responsibilities in general a model or framework that I ll be referring back to in this blog People Career path evaluations coaching hiring firing compensation public relations to the rest of the company communicating motivating rewarding Process How are projects spawned and prioritized and appropriate resources allocated Is the way that you bake and release software clearly understood and fully under control How is your quality assurance What do your internal users think Product How are you progressing your company s products or services What s around the corner that you ll need to deal with Projects Which projects are on track Which are lagging Why and what can you do Performance How are your systems performing Response time Bugginess Stability How do you know Read more Tweet Filed Under Pillars of Purview Role definition By Peter Kretzman 1 Comment The title issue CTO vs CIO and why it s the wrong question Tweet CTO has got to be one of the most overloaded to use a development geek term titles around Depending on the industry the company and the individual in the position the Chief Technology Officer may have entirely different responsibilities and purview from other similarly named positions And what in heaven s name is a CIO anymore In many companies the CTO title seems to have supplanted what ten or twenty years ago would have been referred to as the CIO which sadly tends to spoil the old joke that CIO stood for Career Is Over As an article in ComputerWorld pointed out ask what a CTO does and you re likely to get a variety of responses In some companies the CTO heads research and development In other companies the CTO is just like a CIO In still others the CIO reports to the CTO And there are also CTOs who work in IT departments and report to the CIO I m going to reveal my bias here up front it doesn t matter really what you call the position The important part is to recognize two

    Original URL path: http://www.peterkretzman.com/author/peter-kretzman/page/15/ (2016-04-28)
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  • How not to get what you want from IT - CTO/CIO Perspectives
    page but those numbers could lack validity The fact that the programmer got it done by Friday is next to useless if the report causes you to make a seriously incorrect business decision Results oriented has to be defined with some ingredient of long term success not just immediate gratification of the desire I m certainly not arguing against results but I am quite carefully distinguishing between apparent and short term results and solid bankable long term success With IT it s admittedly pretty difficult to tell the difference in fact telling the difference requires a depth and detail of involvement that business stakeholders are basically never going to have To work through that dilemma you re going to need to find a solid IT executive and senior staff with a grounded sober aggressive yet methodical approach towards striking the balance And you re going to need to empower and trust them Remember management tends to get the behavior that it rewards If you reward mostly the trick plays or if you reward simple speed of delivery in the misguided notion that you re being results oriented you ll probably train the team exactly towards exhibiting those behaviors What will you be giving up though and will you even know it when you see it Most importantly will you know it before there s a crisis that ensues I saw a sign on a roadside billboard once that stuck with me and that I ve repeated to my staffs since then because of its stellar applicability to IT strategy and projects Discipline is remembering what you really want What you really want of course is solid dependable IT systems run efficiently and reliably with little fanfare You just need to remember that as you re screaming for results on the latest trick play One tell tale reminder of the need to remember what you really want often comes when a crisis erupts because something got badly botched in delivery the flubbing of the trick play so to speak due to a failure to execute the fundamentals Next time I ll write about trap 1 the biggest trap of them all the single most guaranteed way not to get what you want from your IT organization This is in fact the trap I have seen virtually every entity I ve ever worked for fall into to some degree some to the point of actually destroying the company Want to guess what it is before I write about it Post a comment with your idea Lagniappe Steve McConnell Productivity Variations Among Software Developers and Teams The Origin of 10x Tweet Share this Twitter Google Facebook Email Print Previous Post in Category Next Post in Category Filed Under Process Stakeholders Strategy Comments Ben T says April 23 2008 at 11 26 am OK here s my guess your 1 trap has got to be set the schedule from the start without scope defined Business folks seem to do this again and again and

    Original URL path: http://www.peterkretzman.com/2008/04/21/how-not-to-get-what-you-want-from-it/ (2016-04-28)
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  • More astounding IT utterances - CTO/CIO Perspectives
    manager had drawn up for possible goals The employee didn t like seeing specific targets for her work such as measurable throughput successful completion of projects improvement of operating results Her response to seeing her manager s suggestions was to snort Those aren t my goals those are the company s goals We can of course laugh at how obviously misguided this person was just why she imagined that the company was paying her if not to push for improvements and to help achieve certain company goals I have no idea But I think the incident reveals an all too frequent attitude in the workforce sometimes at all levels People who aren t focused and actively driven to working on achieving meaningful overall company goals will simply hold everyone back They re in it for themselves first and foremost If you find someone who doesn t innately understand that having the company succeed will almost certainly tend to augment their own situation salary position etc you need to work with that person quite seriously to see if you can bring them around We wanna do what WE wanna do Why are you asking these annoying questions You ll note a theme as usual in this pairing of utterances For my second story I ll describe just a bit tip of the iceberg style about a situation I walked into several years ago where a development team had gone whole hog tooth and nail hook line sinker and the whole nine yards into Extreme Programming as their operative model Now my purpose here is not to bash Agile or Extreme Programming because there are actually quite a few positive aspects of those approaches and discussing them fairly deserves at least a whole separate post But when I started my CTO role at the company I needed as always in a new position to ramp up quickly on current projects deliverables time frames And I could find nothing to go on Far from being Specific Measurable Attainable etc in their goals this team had come to a style of work and had been allowed to do so where next to nothing was ever written down and few goals were concrete other than it seemed just getting through the day In fact I d been hired precisely because top management was growing ever more concerned at how little was actually getting delivered I sat the project manager down and asked him how they hoped to know when they were really done or whether what they were delivering would meet the business needs or how they hoped to test what they had produced if they didn t have definitions of what the specific goals were Where in short were the guiding definitions and documents that would serve as their touchstones during such projects He looked at me arched his eyebrows and proudly stated We re parsimonious on documentation around here Whatever one thinks about Agile and Extreme Programming and let me reiterate that that

    Original URL path: http://www.peterkretzman.com/2008/08/15/more-astounding-it-utterances/ (2016-04-28)
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  • Bears, hedgehogs, and Gladys Knight: parables of IT leadership - CTO/CIO Perspectives
    found on Flickr In this strip the show is all about the lead singer As she belts out the song under the spotlights her backup group dances and gyrates behind her literally going through the motions while smugly congratulating one other on their style their moves and what they see as their own inflated salary for how little they actually have to do chiming in occasionally with a heartfelt Woo woo Beats workin chortles one of them at the end Lessons for leaders Don t be the lead singer taking all the limelight and remaining oblivious to what s happening behind you It can t be all about you and you alone otherwise the people you depend on will get as smug cynical and minimally contributing as the backup singers shown in the strip Be the bear but only to a degree push your people to do more to step up to do things they never thought possible in themselves But as you lead don t forget that you need to be a solid contributor too not just a force from on high who pushes for near impossible results and then takes all the credit In another context I warned against becoming the Wizard of Oz In yet another I urged us all as leaders to participate in the process rather than just confront results I call that collaboration over critique In the German cartoon the hedgehog especially from its perspective is being asked to do all the work against long odds In the Doonesbury strip the backup singers aren t being asked to do much of anything And in the end both the hedgehog and the backup singers are disgruntled in their own way given how they ve been treated These cartoons present two parables of leadership in essence Of course parables actually aren t as useful if they re overexplained and interpreted so I ll leave it here My bottom line advice for technology leaders for establishing how you relate to your team find the middle ground Tweet Share this Twitter Google Facebook Email Print Previous Post in Category Next Post in Category Filed Under Communication Humor People Personal Pillars of Purview Role definition Comments Steve Romero IT Governance Evangelist says September 19 2010 at 7 19 am So Gladys Knight should have been backed up by hedgehogs Sorry Peter I couldn t resist My kidding aside I ve known far too many leaders who need to have these strips framed and placed on their walls Steve Speak Your Mind Cancel reply Name Email Website you MUST enable javascript to be able to comment Notify me of follow up comments by email Notify me of new posts by email Notice It seems you have Javascript disabled in your Browser In order to submit a comment to this post please write this code along with your comment a9eb6159ace299c01b0c4078f8fdd858 Contact information for Peter Kretzman Ph 425 835 3487 Email peter dot kretzman at gmail dot com Social media Blog post

    Original URL path: http://www.peterkretzman.com/2010/09/16/bears-hedgehogs-and-gladys-knight-parables-of-it-leadership/ (2016-04-28)
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