|
|
|
|
| P4.4.2 Executive Briefing: Information Technology in Strategic and Competitive Management - 25 March 2003 |
|
|
| |
|
| Over 70% of Information Technology (I.T.) investments fail and over 70% of corporations are dissatisfied with their I.T. investments. A number of significant corporate collapses in recent years can be attributed to Information Technology Investment failure. |
|
| |
|
| Many executives are frustrated over projects which run over time or over budget or fail totally. |
|
| |
|
| Others cannot understand why their I.T. staff cannot deliver information they KNOW is in the computer system. |
|
| |
|
| WHY? |
|
| |
|
| Since 1994 i have undertaken considerable applied research into these shocking statistics and have presented my findings at numerous local and international conferences. |
|
| |
|
| I am now in the process of publishing a book on the subject and would like to invite you or your representative to attend a half day executive briefing on the morning of Tuesday 25 March 2003 |
|
| |
|
| Challenging Findings |
|
| Our findings challenge much of the conventional wisdom regarding I.T. and offer executive management the opportunity to gain control over what seems in many organisations to be an area of business that has escaped executive control . By attending this executive briefing you will learn why I.T. is not delivering and will also learn the critical business factors required for I.T. investment success in your organisation. |
|
| |
|
| Pro-Active Business Measures |
|
| This information will enable you to take pro-active measures to bring your I.T. into line as a productive, effective contributor to corporate operation, sustainability and better decision making and as a resource contributing to corporate competitiveness and profitability in line with corporate expectations. |
|
| |
|
| Equip to Take Charge Immediately |
|
| The briefing will equip you with insights which you will be able to apply immediately in taking charge of your existing I.T. investments and in taking control of current I.T. projects. This will substantially reduce the probability of failure and increase the probability of a successful outcome. These measures will prevent the business crippling and career threatening outcomes that so frequently characterise I.T. projects. |
|
| |
|
| Need for an Executive Briefing |
|
| We have just run a two day short course on "Critical Factors in Information Technology Investment Success" which was extremely well received. Of eleven delegates who completed the evaluation form, three rated the course at over 8 out of 10 on a scale where 0 = could not be worse and 10 = could not be better, nine rated it over 7 out of 10. From this and various comments made by delegates we conclude that the course was exceptionally relevant and well received. |
|
| |
|
| A significant number of the delegates to this course felt there was a real need for a half day executive briefing directed at Chief Executives, Finance Executives and other senior executives who were too busy to attend a longer event. |
|
| |
|
| Accordingly, we have put together a half day event to meet this need. |
|
| |
|
| A Half Day Intensive Briefing |
|
| This half day intensive executive briefing provides a comprehensive review of the factors that give rise to the total failure of 70% of all Information Technology projects and result in a further 20% failing to meet the initial expectations and business requirement and what to do about it. |
|
| |
|
| Practical Experience and Case Histories |
|
| The training programme is based on the practical experience of Dr James Robertson over more than two decades of designing and implementing Information Technology solutions that have delivered lasting value as well as experience with projects that have not met his expectations. |
|
| |
|
| How to Overcome The Factors That Give Rise to Failure |
|
| The programme includes a detailed presentation of the factors that give rise to failure and how to overcome them, presented in the context of numerous first hand case histories. This presentation is tied together to establish the factors which are critical to I.T. investment success. |
|
| |
|
| Handouts |
|
| Delegates will receive a number of handouts, as well as a copy of the presentations given during the briefing |
|
| |
|
| The briefing programme comprises: |
|
| |
|
| FACTORS GIVING RISE TO FAILURE |
|
| A high level overview of the factors contributing to information technology investment failure will be provided. |
|
| |
|
| This briefing will be based on a briefing that has been given at a number of international conferences as well as to professional forums including the British Computer Society and the British Strategic Planning Society. |
|
| |
|
| The same briefing has also formed the basis of numerous presentations to client organisations including as a lead-in to Information Technology Strategy development and to development of business requirements for business computer systems. |
|
| |
|
| Literally dozens of factors giving rise to failure or sub-optimal outcomes will be presented. |
|
| |
|
| This presentation will address, amongst other things, the reasons why so many I.T. projects take much longer to complete than budgeted and cost so much more than budgeted. |
|
| |
|
| CRITICAL FACTORS FOR SUCCESS |
|
| Following the presentation on factors giving rise to failure a second presentation will be given which will highlight the seven Critical Factors that are pre-requisite for the success of any Information Technology project or investment. |
|
| |
|
| Clear Understanding |
|
| At the end of the day delegates will have a clear understanding of the factors that give rise to failure and how to overcome them. They will also have a broad understanding of the critical factor approach that will effectively overcome these problem areas. |
|
| |
|
| |
|
| This presentation is the culmination of intense analysis of the factors giving rise to failure. |
|
| |
|
| From this analysis a set of Critical Principles for I.T. Investment success have been derived together with a set of Critical Factors which form the basis of any I.T. project or programme design. |
|
| |
|
| Amongst many other Factors this presentation will address the role of the Chief Executive Officer in ensuring the success of Information Technology Projects. |
|
| |
|
| WHY MOST CORPORATIONS HAVE SO MUCH DATA AND SO LITTLE INFORMATION |
|
| The third presentation will address the question of why so many corporations have massive amounts of data on their computer systems yet executives repeatedly find that they cannot get answers to questions for which all the information is supposedly present in the computer system. |
|
| |
|
| This presentation will address a variety of non-technical issues that give rise to this phenomenon, all of which are within the ambit of the business to address with limited technical modifications to existing software. |
|
| |
|
| AFTERNOON DISCUSSION FORUM |
|
| At no additional charge delegates are invited to stay for lunch and then join us for an afternoon session at which specific issues raised during the morning briefing can be clarified and elaborated on. |
|
| |
|
| |
|
| BRIEFING DELIVERABLES |
|
| On completion of the half day briefing delegates will have: |
|
| |
|
| a. A comprehensive understanding of the factors that give rise to failure AND how to counter them. |
|
| |
|
| b. A thorough grounding in the critical factors for I.T. Investment success and how to apply them. |
|
| |
|
| c. A clear understanding of how business related structuring of information (data engineering) can make a dramatic impact on the effectiveness of existing information technology investments. |
|
| |
|
| d. Copies of all the slide shows used during the briefing together with copies of a number of white papers on topics of relevance to the core subject matter of the executive briefing |
|
| |
|
| Overall delegates will have a solid grounding in a new way of looking at I.T. projects and a solid basis for greater effectiveness in the future. |
|
| |
|
| Executive Management |
|
| The briefing is aimed at business executives, particularly Chief Executives, who are frustrated with the poor performance of I.T. and who would like to undertake effective measures to improve the effective management of Information Technology within their businesses. |
|
| |
|
| Business Solution Orientated |
|
| The course content is business solution orientated and, as such, does not require an understanding of the technology of "Information Technology", nor does it require a knowledge of the latest buzz words, etc. |
|
| |
|
| Responsibility of Technologists to Understand Business Requirement |
|
| The course is firmly grounded on the principle that it is NOT the responsibility of the business to understand the technology but that it IS the responsibility of technologists to understand the requirements of the business and ensure that those requirements are satisfied. |
|
| |
|
| Further Information |
|
| Email inquiries@jar-a.com for further information about the briefing. |
|
| |
|
| Early Bird Fee and Group Fee |
|
| Reduced fees are available for reservations made and paid for BY 10 March 2003 and also for group bookings. |
|
| |
|
| Training Dates and Venue |
|
| The briefing will take place on 25 March 2003 at the Rosebank Hotel, corner Tyrwhitt and Sturdee Avenues, Rosebank, Johannesburg and will run from 09h00 to 13h00 followed by lunch. The bonus discussion forum will start at 14h00 and run to 17h00. |
|
| |
|
| Lunch and teas will be served and parking provided. |
|
| |
|
| In-House Briefing |
|
| The Information Technology in Strategic and Competitive Management Briefing can also be provided as an in-house briefing tailored to the specific requirements of the client. It can also be combined with a Strategic Analysis Workshop. |
|
| |
|
| Directions to the Venue for The Information Technology In Strategic and Competitive Management Executive Briefing |
|
| |
|
|
|
|
Register Now For the Executive Briefing on InformationTechnology In Strategic and Competitive Management
|
|
|
|
|
|
|
|
|
|
| Top of Page |
|
| Use "Back" button on browser to return to the previous page |
|
