3.       Understanding goals and meta-goals of the Company. 

a.       The vision (where are we going)

b.      The path (how will we get there)

c.       The now (where do we start)

d.      The Mission: How we feel about the above.

 

4.       Organizational structure of IT

a.       The right people

b.      The right roles

c.       The same destinations

 

5.       Team leadership

a.       Constantly communicate vision in broad strokes.   Include reusable expressions.

b.      Reward the contributors, jettison the slow and under motivated.

c.       Share and collaborate or be assimilated

d.      To be a good Leader you also need to be a good follower

e.      Put out the fire-fighting mentality                                                          

 

6.       What makes you so great?  Why will you succeed?  (Challenges to your authority)

a.       The ability to formulate and articulate a vision that makes sense for the Department.                                                                      

b.      The ability to “sell” the vision

c.       Track record and reputation are crucial to your department’s success.

d.      Strategy and Execution (hint: it’s about value)

e.      Not afraid to make the tough decisions (the right people, the right plans)

 

7.       Management 101

a.        Measure to manage

b.      Satisfaction (survey your customers often)

c.       Service delivery – Production is sacred!

 

8.       Single points of failure

a.       SPFs that can be avoided or removed must be

b.      SPFs  that are based on SME (subject matter expert individuals) require cross-training

c.       SPFs that are based on things no one else wants can be outsourced or “parted out”.

d.      SPFs that based on lack of understanding must be reengineered

e.      Free people up to do more important work

 

9.       Systems vs. process (the eternal struggle)

a.       Success comes from scalability and repeatability.

b.      Never modify the process to match the system, modify the systems to match the process.                                             

c.       Why do big companies find themselves outsourcing?  Because the embedded systems are driving legacy processes that refuse to be modified at any effective rate of time or money.

d.      When to change-out systems?  Make a good business case.

e.      Integration – What internal IT should do BEST.

f.        Automation – How IT saves the most money.

g.       Alignment – How IT contributes to the bottom line.

 

10.   Vendor Management

a.       Must be managed like any other team or team member.  Don’t get wrapped up in the word “partner”, demand what you need.

b.      Accountability (track record) is the KEY criteria at contract renewal time.

c.       Never, I mean never, accept the answer “No other customer is complaining about that” from any vendor on any topic.  Ever.

d.      [choose your partners wisely]  It’s hiring only with a contract.  Spend the appropriate time.

 

11.   Run Lean (ask tough questions)

a.       Revenue cures all woes

b.      What needs to be in-house?

c.       How to prioritize projects

                                                                           i.      Revenue

                                                                         ii.      Savings

                                                                        iii.      Necessary evils  (see #12)

                                                                       iv.      Unnecessary

d.      Why Projects are often more successful with less than optimal resources – The DNF parable.

 

12.   Governance & Legal

a.       The good

b.      The bad

c.       The ugly

d.      Opportunities to make the company (and key executive) lives easier.

 

13.   Befriend HR

a.       One of your biggest customers and are a good place to home your BA skills.