Valerie Mosley and Margaret Hurley
There are very few businesses now for which information technology is not an integral element. Any forward‐looking business with a desire to stay competitive must avail itself of…
Abstract
There are very few businesses now for which information technology is not an integral element. Any forward‐looking business with a desire to stay competitive must avail itself of highly competent and reliable IT. Skilled IT workers have many options because they are in high demand and short supply. This article discusses how to retain IT skills in a challenging environment.
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It is sometimes forgotten, in the day‐to‐day management of business, that the only real asset in most outsourcing arrangements is the collection of individuals who execute the…
Abstract
It is sometimes forgotten, in the day‐to‐day management of business, that the only real asset in most outsourcing arrangements is the collection of individuals who execute the terms of the agreement day to day. For vendors of outsourcing services, this is absolutely crucial, far more important in most instances than the supporting technologies or processes, which are rendered useless without that staff. For the buyers of outsourced services, there is an implicit admittance that they are either unwilling or unable to acquire and manage the personnel required to do the jobs outlined in the outsourcing agreement. So, the starting premise here is that keeping a cadre of qualified people is important to the company, though an outsourcer may more efficiently provide those people.
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Liz Coghlan and Margaret Hurley
Describes a survey, undertaken by the Nolan Norton Institute in mid‐1995, of Australia’s senior IT (information technology) ranks. The objective of the survey was to gain a better…
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Describes a survey, undertaken by the Nolan Norton Institute in mid‐1995, of Australia’s senior IT (information technology) ranks. The objective of the survey was to gain a better understanding of the continent’s senior IT executives. The results show a grim reality for many of the region’s chief information officers. Australian IT executives are striving for recognition. Compared to their overseas counterparts, they rank lower in their respective organizations, do not report directly to their chief executive officers and are not members of their executive committees. Given these factors, the “senior executive” label seen as most descriptive of the role may be a bit of wishful thinking. Concludes that Australian IT executives’ roles are evolving from a traditional project‐oriented focus to a strategic decision‐making responsibility. IT executives would like to see their role in the organization elevated, giving them more “clout”, stature and visibility, as has increasingly been the case in North America and the UK. Once these issues have been addressed, the Australian IT executive can concentrate on building the management practices and focusing on strategic goals.
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Douglas Brockway and Margaret Hurley
Postulates that there are identifiable and measurable criteria for achieving success in the management of information technology and discusses these criteria. Presents hypotheses…
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Postulates that there are identifiable and measurable criteria for achieving success in the management of information technology and discusses these criteria. Presents hypotheses regarding the links between business success and IT success. Presents results of research among US‐based senior IT management testing the hypotheses. Concludes that business success drives or leads IT success and that IT must align its aspirations and actions to the business. Prescribes an action plan for senior IT management.
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Catherine Ko and Margaret Hurley
This is an extract from a 1994 report prepared by Nolan, Norton& Co., a subsidiary of KPMG Information Solutions. Presents theresults of an end‐user computing research group…
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This is an extract from a 1994 report prepared by Nolan, Norton & Co., a subsidiary of KPMG Information Solutions. Presents the results of an end‐user computing research group conducted annually by Nolan, Norton & Co. in Australia. The major findings are that end‐user computing costs more than most organizations recognize and is ineffectively supported and poorly planned for. A solid set of management metrics is now an essential part of any business manager′s tool kit.
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Margaret Hurley and Folker Schaumann
Presents the results of KPMG’s survey on the current IT outsourcing practices in Australia, to which 300 organizations responded. Demonstrates a high rate of usage of outsourced…
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Presents the results of KPMG’s survey on the current IT outsourcing practices in Australia, to which 300 organizations responded. Demonstrates a high rate of usage of outsourced IT services in the country. Describes the major reasons for embarking on an outsourcing project and the extent to which objectives are currently being met. Emphasizes the importance of determining the parameters of an outsourcing arrangement in as much detail as possible in advance of the transition.
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Margaret A. Hurley and Rod Harris
Describes a focused survey conducted by KPMG Management Consulting and the Nolan Norton Institute among the Pacific region’s senior information managers. The survey aimed to…
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Describes a focused survey conducted by KPMG Management Consulting and the Nolan Norton Institute among the Pacific region’s senior information managers. The survey aimed to achieve a better understanding of the ways in which organizations in the Pacific region are reacting to the requirements for increased attention to the corporate asset of data. In particular, the activities of organizations in regard to the approach known as “data warehousing” were investigated. The survey yielded results from Australia, New Zealand and Singapore, with respondent companies crossing most industrial classifications. The respondents were primarily mid‐ to large‐sized companies. Presents findings of the survey, revealing the penetration of data warehousing practices in the region. Discusses the expected financial and business returns from data warehousing. Outlines the implications of these practices on the business and of business practices on the success of data warehousing initiatives.
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Draws on research carried out by the Nolan Norton Institute in Australia. Presents findings of applied research into PC and desktop management issues. Presents data on costs and…
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Draws on research carried out by the Nolan Norton Institute in Australia. Presents findings of applied research into PC and desktop management issues. Presents data on costs and other management metrics associated with distributed and PC systems management. Argues for a change in emphasis on the part of IT and business management from a cost to a benefit focus. Presents frameworks for discussing and communicating the issues around the desktop.
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Addresses the issue of the addition of features and functions to end‐user computer systems in an effort to increase the productivity of users. Argues that the core productive…
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Addresses the issue of the addition of features and functions to end‐user computer systems in an effort to increase the productivity of users. Argues that the core productive functions of most technology in daily use has been achieved and that vendors of this software are giving users greatly diminishing returns for further investments in new versions. Suggests that better knowledge of what exists, rather than additional features, is a more fruitful path to achieving productivity gains.