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The days of drafting voluminous 5 year strategic plans are dead. They are expensive to create, rarely, if ever referenced, and quickly become obsolete. Some suggest strategic planning is now all about flexibility and execution because technology is moving too fast; new, better information is constantly available; and making course corrections aren’t nearly as costly or time consuming as in times past. (more…)
Over the years I have met many very good consultants and consulting companies. Invariably they share some of the same traits – standards that I try very hard to uphold. These consultants are prompt, take notes, listen attentively, meet promised delivery dates, and tell the hard truths. There are never concerns about their competence, because they are over-qualified for the work assigned. (more…)
The launch date has arrived. After months filled with team meetings, status reports, and planning documents, your team can confidently assert the project was delivered on-time and on-budget. The system is in production and running smoothly. Congratulatory emails flood the inbox of all involved and everyone is pleased. So, why is the project still a failure? Why, because the project didn’t achieve the business goals. (more…)
Is it just me or is there more news promoting entrepreneurship and innovation in government? We recently heard from the Pentagon about a plan to innovate from non-traditional sources using a self-funded R&D arm. Local governments are pursuing opportunities to embed serial successful entrepreneurs into agencies to be disruptive and unlock value. (more…)
In order set accurate fees, government agencies need to identify their costs of providing products and services. However, that’s often easier said than done.
As a career consultant, I’ve had the opportunity to look under the hood and see the inner workings of many different types of organizations—from the largest publicly traded corporations to the one-person startup. Recently, I have been diagnosing and solving problems for project managers, CFOs and, most often, CIOs at U.S. government agencies. Of course, every organization, every agency, and every problem is slightly different with its own nuances, but most of the challenges fall into these five areas: (more…)
Activity-based costing and management can be used to identify efficiencies and maximize cost effectiveness for a wide range of IT projects.
Each fiscal year end, federal agencies scramble to spend end-of-year money. This effort is complicated by problems in their project and portfolio management. A current case study will be used to highlight the root causes of these problems and some process improvement strategies. (more…)
While discussing CIOs and the Federal Shutdown, they “especially liked management consultant Eric Thomas’ piece, What CIOs Can Learn From The U.S. Government Shutdown.” (more…)
