Last week I was approached by a prospective customer who was struggling to get buy in from their senior leadership team for a project they would like to start. I asked her, “what’s the value of your project?” and she proceeded to tell me about how much the project would help the organization and the huge impact it would have on their internal customers. (more…)
During a previous blog, I wrote about cost growth crowding out defense capability. This blog focuses on options for making defense more affordable by presenting options to reduce costs in the defense budget’s three largest cost drivers.
The Congressional Budget Office (CBO) projects that operations and maintenance cost growth will grow faster than the rate of inflation despite the department’s reductions in active duty personnel. The three largest O&M cost drivers (in order) are: health care, civilian workforce, and weapon system sustainment.
In today’s world, every penny being spent is heavily scrutinized. Major acquisition and procurement offices are being forced to reduce costs and do more with less as budgets get slashed. So how can programs continue to run successfully if the money they planned for simply isn’t going to be there when it comes time for them to spend it? This is a situation where” Should Cost” Analysis (as opposed to “Will Cost“ Analysis) can come into play.
In service management, upstreaming refers to a direction toward which the delivery and support of a service could be completed by an organization or department upstream in the tier structure of support and delivery. Too often, we find that organizations are stuck in a “downstream mode”. Maybe because they believe that upstream-tiered organizations like the service desk lack the skills and capabilities to deliver and support their services. Or it could be that the service desk does not feel as if they have the necessary personnel and knowledge to handle the upstreaming? Or could it be that the organization believes that upstreaming would be too expensive and inefficient?
This is an incredible time and an incredibly challenging time for project, program, and portfolio managers. If this sounds a little like Charles Dickens’ opening line for A Tale of Two Cities, then you’re spot on. It is the best of times for innovations (big data and data analytics, quantifying risks, and organizational analysis, to name a few) in project, program, and portfolio management and managing a project or a portfolio of programs and projects that can harness these and other innovations, but it’s also the worst of times because project, program, and portfolio managers are expected to deliver successful outcomes for their companies, stakeholders, and constituencies despite managing in an environment of financial and resource austerity. The mantra is not so much “Do more with less” as it is “Do a lot more with what you have because that’s all you’re getting, and we need results.” (more…)
Russia is at it again – fighting with its neighbors and encouraging others to join the fray. In addition to the fighting on the ground, the conflict has spread into cyberspace. Is this cyber conflict, cyber-attacks, or a prelude to cyber war? The international community and security experts have made progress towards defining cyber war, but are not quite there yet. Despite the gravity of the attacks between the nation states of Russia and Ukraine, experts have yet to agree on what to call the cyber activity that occurs whenever Russia is involved in a conflict with one of the former members of the Soviet Union. (more…)
Risk is associated with most everything we do. The future is always unknown but does that make it “uncertain”? When we do not know what a future outcome will be, yet we understand the probability associated with a particular outcome, we have risk but we do not have uncertainty. For example, we never know what exactly what the roll of a dice will be, but we do know it will be one of six choices. Does this make the outcome uncertain? Of course not, we know the result will be a 1, 2, 3, 4, 5, or 6. Call that risk but do not call that uncertainty. (more…)
We are looking forward to seeing everyone in San Francisco today! (more..)
For those who haven’t seen Leonardo DiCaprio’s latest film, The Wolf of Wall Street – the premise of the movie could be summed up in that sentence alone. The film tells the story of the rise and fall of Jordan Belfort – Wall Street tycoon who made and lost his millions creating an incredibly corrupt stock brokering organization – Stratton Oakmont.
One of the things that fascinates me the most about ServiceNow is not the tool or the platform, neither the applications nor the power of the technology. What truly fascinates me is the ServiceNow community. ServiceNow created technology where the foundation of the platform is all about collaboration within the tool, but they have extended this notion far beyond the platform. There are going to be over 6000, (yes you read that correctly) over 6000 people in attendance for the upcoming Knowledge 14 conference next week in San Francisco! This is the biggest conference focused on Service Management, period. Why are all of these people coming?