Tag Archives: Howard Wiener

#230 – EVOLVING TECHNOLOGY AND THE NEW RISK/REWARD PICTURE IN IT – HOWARD WIENER

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I have written in past posts about the need to apply a risk-adjusted approach to managing information and communication technology (ICT).  The focus I have advocated, and continue to, employs a risk/reward model to specify how much discipline, with its attendant time requirements and costs, to employ to inform how companies should manage their governance processes, initiative portfolios and projects. Continue reading →

#135 – STRUCTURING ICT MANAGEMENT TO ALIGN IT WITH THE ENTERPRISE – PART IV PRINCIPLES OF ENTERPRISE ICT ALIGNMENT – HOWARD WIENER

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Howard Wiener PixIn the previous posts in this series, we covered:

  • Part I: models of the enterprise and ICT and the need to rationalize the two in order to manage both properly.
  • Part II: a four-level enterprise model consisting of strategy, business model, operating model and operational architecture; the need for and value of creating and maintaining the as-is model.
  • Part III: the as-is model and its role in the existing EA, planning for transformation and ensuring that the enterprise is equally capable of evaluating changes emanating outside-in and inside-out.

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#132 – STRUCTURING ICT MANAGEMENT TO ALIGN IT WITH THE ENTERPRISE: PART 3 CHARTING TO BE – HOWARD M. WIENER

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Howard Wiener PixIn previous posts (Part 2) , I defined a simple hierarchy for portraying the Enterprise and made a case for the importance of understanding and documenting the as-is Enterprise Architecture to a reasonable level of detail.

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#75 – GOVERNANCE AND THE ILLUSION OF CONTROL – HOWARD M. WIENER

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Howard Wiener PixMany enterprises have groups responsible for governance functions, such as Project Management (the PMO,) Enterprise Architecture (the EA team) or Technical Architecture (the ARB.)  Unless these groups reflect a mature, enterprise-wide approach to management, however, they are unlikely to produce the benefits for which they are chartered.  This results in the Illusion of Control. Continue reading →

#23 – CAN PROJECTS INCORPORATE TOO LITTLE RISK PART II – HOWARD WIENER

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Howard Wiener PixIn the previous post, I discussed an approach to valuing projects using Discounted Cash Flow (DCF) analysis.  In this post, I will use the DCF technique combined with a fixed scenario to demonstrate a difference in Net Present Value (NPV) resulting from implementing a series of projects on an existing platform vs. replacing the aging platform and fulfilling the same requirements with up-to-date tools.  The horizon of the analysis is 20 years.

But first, read our last article on incorporating too little risk. Continue reading →