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  • program management Archives - CTO/CIO Perspectives
    drop the ball entirely on cross project resource allocation essentially simply pretending that there will be no contention issues I ve seen organizations go to the other extreme they dive into the depths of intense Project Management in capital letters taken too far too fast this approach can spin up to a high level of rigor and overhead involving often expensive software packages precise low level estimates diligent collection of actuals and ornate project calculations of hours burned and hours earned At the end there you stand like Goethe s Faust no wiser than before Read more Tweet Filed Under Pillars of Purview Projects Tools Top 25 posts Tagged With approximating balance complexity PPM program management project management simple Contact information for Peter Kretzman Ph 425 835 3487 Email peter dot kretzman at gmail dot com Social media Blog post categories Anecdotes 21 Book reviews 7 Communication 23 Education 6 Estimating 9 Ethics 1 Financial 7 General 31 Humor 7 Industry trends 23 Metrics 5 Overview 10 People 12 Performance 1 Personal 20 Personal R D 2 Peterisms 4 Pillars of Purview 43 Process 38 Projects 17 Recommended reading 8 Role definition 29 Stakeholders 15 Strategy 9 Tools 6 Top 25 posts 25 Vendor management 10 Blogroll 10x Software Development Steve McConnell s blog Archimedius Greg Ness always interesting blogs on networking security and virtualization Bridging the Gap Bridging the Gap between Business and IT Laura Brandenburg s excellent blog on crafting business analyst practices to solve business problems CIO Dashboard Chris Curran blogs on IT management issues CTOvision com Bob Gourley s excellent blog looking at things from a lens of enterprise technology E commerce Wisdom Sally McKenzie is a former colleague of mine who writes a great blog that covers what we ve seen heard and learned about

    Original URL path: http://www.peterkretzman.com/tag/program-management/ (2016-04-28)
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  • project management Archives - CTO/CIO Perspectives
    drop the ball entirely on cross project resource allocation essentially simply pretending that there will be no contention issues I ve seen organizations go to the other extreme they dive into the depths of intense Project Management in capital letters taken too far too fast this approach can spin up to a high level of rigor and overhead involving often expensive software packages precise low level estimates diligent collection of actuals and ornate project calculations of hours burned and hours earned At the end there you stand like Goethe s Faust no wiser than before Read more Tweet Filed Under Pillars of Purview Projects Tools Top 25 posts Tagged With approximating balance complexity PPM program management project management simple Contact information for Peter Kretzman Ph 425 835 3487 Email peter dot kretzman at gmail dot com Social media Blog post categories Anecdotes 21 Book reviews 7 Communication 23 Education 6 Estimating 9 Ethics 1 Financial 7 General 31 Humor 7 Industry trends 23 Metrics 5 Overview 10 People 12 Performance 1 Personal 20 Personal R D 2 Peterisms 4 Pillars of Purview 43 Process 38 Projects 17 Recommended reading 8 Role definition 29 Stakeholders 15 Strategy 9 Tools 6 Top 25 posts 25 Vendor management 10 Blogroll 10x Software Development Steve McConnell s blog Archimedius Greg Ness always interesting blogs on networking security and virtualization Bridging the Gap Bridging the Gap between Business and IT Laura Brandenburg s excellent blog on crafting business analyst practices to solve business problems CIO Dashboard Chris Curran blogs on IT management issues CTOvision com Bob Gourley s excellent blog looking at things from a lens of enterprise technology E commerce Wisdom Sally McKenzie is a former colleague of mine who writes a great blog that covers what we ve seen heard and learned about

    Original URL path: http://www.peterkretzman.com/tag/project-management/ (2016-04-28)
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  • simple Archives - CTO/CIO Perspectives
    drop the ball entirely on cross project resource allocation essentially simply pretending that there will be no contention issues I ve seen organizations go to the other extreme they dive into the depths of intense Project Management in capital letters taken too far too fast this approach can spin up to a high level of rigor and overhead involving often expensive software packages precise low level estimates diligent collection of actuals and ornate project calculations of hours burned and hours earned At the end there you stand like Goethe s Faust no wiser than before Read more Tweet Filed Under Pillars of Purview Projects Tools Top 25 posts Tagged With approximating balance complexity PPM program management project management simple Contact information for Peter Kretzman Ph 425 835 3487 Email peter dot kretzman at gmail dot com Social media Blog post categories Anecdotes 21 Book reviews 7 Communication 23 Education 6 Estimating 9 Ethics 1 Financial 7 General 31 Humor 7 Industry trends 23 Metrics 5 Overview 10 People 12 Performance 1 Personal 20 Personal R D 2 Peterisms 4 Pillars of Purview 43 Process 38 Projects 17 Recommended reading 8 Role definition 29 Stakeholders 15 Strategy 9 Tools 6 Top 25 posts 25 Vendor management 10 Blogroll 10x Software Development Steve McConnell s blog Archimedius Greg Ness always interesting blogs on networking security and virtualization Bridging the Gap Bridging the Gap between Business and IT Laura Brandenburg s excellent blog on crafting business analyst practices to solve business problems CIO Dashboard Chris Curran blogs on IT management issues CTOvision com Bob Gourley s excellent blog looking at things from a lens of enterprise technology E commerce Wisdom Sally McKenzie is a former colleague of mine who writes a great blog that covers what we ve seen heard and learned about

    Original URL path: http://www.peterkretzman.com/tag/simple/ (2016-04-28)
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  • Budgeting maintenance and support for IT - CTO/CIO Perspectives
    not every month Stopping the payment of maintenance on a product or service is possible at those juncture points but often pretty risky since mission critical systems often depend on it Equally completely stopping use of a product or service is often fairly thorny and long winded in its practical implementation This all seems obvious perhaps but do believe me when I tell you that this reality doesn t always penetrate At various points in my executive career I ve been asked after a bad quarter or two for the company to cut IT spending by a given percentage On the face of it it s not an unreasonable request of course it s only fair that IT be asked to do its part in corporate cost reduction in times of need Yet other than through cutting labor or by reducing planned future expenditures it turns out that cutting IT spending in the way that s really desired at the drop of a hat effective immediately is very difficult indeed What can you do then The best approach is to remember your charter s third prong reduce costs In other words cut costs all the time not just on demand Every time you renew a product hardware or software it should be regarded as an opportunity to examine closely whether your expenditure on that product can somehow be reduced or even eliminated Secondly remember and constantly remind your fellow executives because quite honestly they tend to forget that everything you add to your environment hardware software costs money in recurring fees The corollary of that is that the timing of those recurring fees makes a lot of the IT spending practically speaking non discretionary at least in the short term to medium term sense Essentially you re creating a portion of your budget that simply can t be cut And it s best if everyone gets on the same page about that Of course if you ve been consistently cutting costs throughout the year that should buy you a lot of good will when the belt tightening begins Next time how to avoid the rubber stamp maintenance renewal syndrome with some real life examples Tweet Share this Twitter Google Facebook Email Print Previous Post in Category Next Post in Category Filed Under Financial Pillars of Purview Process Trackbacks Twitted by itgEvangelist says May 30 2009 at 2 27 pm This post was Twitted by itgEvangelist Real url org 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 ebfccffaf001c97cfa297b8a19f133af Contact information for Peter Kretzman Ph 425 835 3487 Email peter dot kretzman at gmail dot com Social media Blog post categories Anecdotes 21 Book reviews 7 Communication 23 Education 6 Estimating

    Original URL path: http://www.peterkretzman.com/2007/12/17/budgeting-maintenance-and-support-for-it/ (2016-04-28)
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  • Two additional models for CTO/CIO behavior - CTO/CIO Perspectives
    important this precept is Those executives who aren t perceived to be in solid control of their area don t tend to last long What you should expect of management is that they fulfill their principal and most important function which is the proper allocation of resources As I always point out most managers aren t there to perform real work and I don t mean that pejoratively One of the absolutely key success criteria for any endeavor falls to the management of that endeavor that work is prioritized appropriately to the needs of the business and that the correct and sufficient resources are then assigned or allocated to that work As a senior leader in information technology you have the most direct insight into and the most influence on determining that resource allocation and you should regard that responsibility as top tier in your many sided role There s one more useful model philosophically to consider as you go about assessing and performing your job This one came from a job applicant for one of my directorships and I thought it particularly insightful The senior technology leader really can boil down all of his responsibilities and tasks into three main areas or charters These areas pretty much cover everything from the point of direct contribution to the forward momentum of the company in general and they re simple to express Ensure current revenue Facilitate the addition of new revenue Cut costs The first area ensure current revenue covers operations and maintenance The second facilitate the addition of new revenue covers new systems and new development The last cut costs covers the implicit and ongoing charter you have to streamline operations to a bare minimum just enough to get the job done and no more We all need a To Do list as represented by the categories of the Five Pillars But equally we have to have a sense of what s it all for The two meta models covered here have helped me keep both those aspects firmly in mind Lagniappe Bob Evans Business Technology What Tops Your To Do List John Baldoni Managing Others Expectations of You John Reynolds What Kind of CTO Do You Want To Be Roger Smith Maximizing the CTO s Contribution to Innovation and Growth Tweet Share this Twitter Google Facebook Email Print Previous Post in Category Next Post in Category Filed Under Role definition Trackbacks IT transparency is good But how transparent should you be says November 24 2009 at 6 45 pm spreading the alarm You bet it is And doing that is in everyone s interest Remember my adage show that you re in control Your job as project manager and by extension the job of the Director of the PMO and the CIO 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

    Original URL path: http://www.peterkretzman.com/2007/07/21/two-additional-models-for-ctocio-behavior/ (2016-04-28)
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  • Software development's classic mistakes and the role of the CTO/CIO - CTO/CIO Perspectives
    change Why Here are just a few contributing reasons The systems that stakeholders see and regard as benchmarks i e for functional capability have evolved in most cases over many years in terms of functionality robustness and elegance But those systems have set the standard and set generic expectations Things seem simple to do once you ve seen them done and it s oh so easy to forget how much time and resources it took to get them to done status There s a rising belief in management that schedules and people s work intensity will naturally adapt to fit whatever time is allotted so why not set a purposely short time to start with just to keep the pressure up Market pressures keep increasing meaning we all are constantly challenged to get more done faster and with fewer resources Stakeholders won t naturally take a long term view they tend to minimize the often extreme down the road headaches that result from the cutting of corners necessitated by the rush rush rush mentality They ll drive the car without ever changing the oil But in a nutshell struggling proactively against the setting of unrealistic expectations and overly optimistic schedules is the brunt of a CTO CIO s job When unrealistic expectations are allowed to persist and prevail anyway it actually means we ve failed failed to educate failed to take a sufficient stand It all comes down to leadership It s part of the territory Whether we like it or not Actually more often than not I think that stakeholders secretly expect to have their expectations reined in My shortcut slogan for doing this is I can t be in New York in an hour Note that I m based in Seattle If you somehow have the expectation hope desire etc that we ll be able to be in New York in an hour I can t and won t sit by and wait for the hour to elapse before I let you in on the disappointment Taking that kind of shatter expectations up front approach requires spine verve fearlessness It takes the kind of self confidence that accepts the risk that one will be unfairly labeled as a no can do kind of guy gal But that s why you re the leader Tweet Share this Twitter Google Facebook Email Print Previous Post in Category Next Post in Category Filed Under Pillars of Purview Process Role definition Trackbacks SO Apps 6 Shortening Time To Market of Service Oriented Distributed Apps NET Silverlight and Prism says December 27 2015 at 10 38 am Peter Kretzman s blog CTO CIO Perspectives Intensely practical tips on information technology management has a relevant article that looks at the role of senior management in this area Software development s classic mistakes and the role of the CTO CIO 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

    Original URL path: http://www.peterkretzman.com/2008/01/07/software-developments-classic-mistakes-and-the-role-of-the-ctocio/ (2016-04-28)
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  • CDO: The Chief Déjà Vu Officer - CTO/CIO Perspectives
    sheer strength of numbers for example Obama s data team had 50 people Romney s only four the degree of basic IT rigor exercised by the two candidates teams was significantly different and telling For example Obama s team is reported as having run countless what if scenarios to accommodate multiple application failure scenarios Romney s team in contrast gearing up to launch a much vaunted Orca application designed to help get their candidate s voters to the polls apparently brushed off questions related to stress testing security etc On Election Day the Romney campaign s Orca system infamously crashed and burned because of a failure to follow basic best practices for IT projects Not so with the Obama campaign s systems We knew what to do explained the Obama team lead no matter what the scenario was We had a runbook that said if this happens you do this this and this They did not do that with Orca Contrast that kind of rigorous blocking and tackling approach to the attitude of a marketing guy I worked with a while back who dismissed the need to stress test one complex function of a new custom application by shrugging well we tried out that function three times already and it works it s not like it s going to just stop working It never does on his iPad no doubt How many freshly minted Chief Digital Officers out of various corners of the business never themselves having grappled with IT related tradeoffs are likely to cut corners in exactly that kind of nonchalant way Let s not mince words it s reckless and irresponsible to push out strategic initiatives without equally focusing on rigorous execution and implementation That s why it s rankling to see such recklessness joined and enabled inexplicably by a number of industry pundits hopping on the baitful bandwagon and declaring that IT is no longer necessary Rather I believe that a critical role of the seasoned IT professional is to help the business balance innovation with the need for well honed pitfall cognizant execution To be in short that adult in the room Really how much déjà vu can we take It s a mistake to consider strategy and execution as a divisible either or proposition They re inseparable intertwined co dependent It generally works really badly when the operational side of IT functions independently from strategy concerns and equally badly when the strategy side is out there dreaming stuff up without either accountability or often even much involvement in actually making it work over time Separating the roles into two different individuals at an executive level apparently sounds to a lot of folks like a great idea but it actually creates a fertile breeding ground for left hand right hand disconnects So for companies or CEOs that have grown weary of IT being well messy anointing a Chief Digital Officer may sound like a great all the benefit None of the pain kind of answer

    Original URL path: http://www.peterkretzman.com/2013/04/17/cdo-the-chief-deja-vu-officer/ (2016-04-28)
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  • Book review: The CIO Paradox: Battling the Contradictions of IT Leadership - CTO/CIO Perspectives
    not found a way to convince your stakeholders that foundational investments are the table stakes of apps and business intelligence and innovation you will get crushed between the Scylla and Charybdis of legacy technologies and business demand Be accountable If you say you re going to do something you need to do it That is the only way to build trust and respect IT is more about technology than it has been for decades Today it is all about the business and it is all about technology A minor quibble not surprisingly a few of the sections for example the one on enterprise architecture tend to exhibit a recruiter s perspective Personally I found the chapters on recruiting CIO career path and CIO board membership while interesting and useful to be somewhat out of place and less on theme in comparison to the others Heller no doubt had her own damned if you do damned if you don t dilemma on including these as a seasoned recruiter of CIOs and IT personnel she clearly has significant experience and useful observations to share on these matters even if they don t fit quite as smoothly into the CIO Paradox unifying theme Readers of my other reviews know that I tend to look askance at books on CIO matters that just propose easy solutions and that I look instead for books that pull aside the curtain on the complexity and tradeoffs that are common in our roles Heller s very theme the CIO Paradox is a poster child example of such a nuanced approach In fact the CIO Paradox concept turns into an addiction once you ve read the book s introduction you start to see them everywhere you look in the IT spectrum of activity Heller doesn t give pat answers actually she cautions in the introduction that this is not a step by step guide but she instead provides numerous tips and case studies that illustrate a few sometimes divergent ways in which real life CIOs have grappled with and transcended the paradoxes she s describing Reading the book I was frequently reminded of the famous F Scott Fitzgerald quote The test of a first rate intelligence is the ability to hold two opposing ideas in mind at the same time and still retain the ability to function Heller s intelligence on CIO matters is clearly first rate and she heightens ours as well in this book One end paradox of the book it struck me that the people who most need to read it aren t the CIOs at all but the CEOs the COOs and other C level peers For those are the roles who often least understand the dual edged sword nature of the CIO role It d be nice to see the aha light go on in their eyes too Tweet Share this Twitter Google Facebook Email Print Previous Post in Category Next Post in Category Filed Under Book reviews Industry trends Overview Recommended reading Role

    Original URL path: http://www.peterkretzman.com/2013/02/22/book-review-the-cio-paradox-battling-the-contradictions-of-it-leadership/ (2016-04-28)
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