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Well-known expert on why IT projects fail, CEO of Asuret, a Brookline, MA consultancy that uses specialized tools to measure and detect potential vulnerabilities in projects, programs, and initiatives. Also a popular and prolific blogger, writing the IT Project Failures blog for ZDNet.

One response to “Reflecting on IT / business silos”

  1. Jim W

    Let me preface this by saying we’re a 650-person organization so size can’t be an excuse. We definitely fit this description. The Lines of Business and IT both report to the COO – that’s the only point of arbitration for cross-group issues. IT is mandated to support the core infrastructure of the organization; they have a mandate to ‘be involved’ in LOB initiatives but no SLA exists and IT is not incented based on LOB performance or customer deliverables. They are also funded out of overhead on billable hours, so there’s no way for programs that need a higher level of IT support to pay directly for it even if they have the ability to charge the customer for that type of work. So what we end up with are LOB programs building (and disguising) IT functions internally.

    I wonder frequently about how to solve the problem (I work on the LOB side but come from an IT background). I’m not sure charge-across rates are the solution; without competition my experience is those types of models always end up with charge rates higher than the open market. In the short term we continue to lobby for a program office within IT that is focused and incented to support LOB initiatives. The one thing our organization does well is not change, so it’ll be a long time coming.