Among the 12 “Trends to Watch” cited by the
international information technology trade association CompTIA in its “IT Industry Outlook”
is “Businesses Race to Upgrade Digital Expertise in the Boardroom.”
“Aligning technology to optimally meet
business objectives continues to challenge many organizations,” CompTIA
researchers write in their report. “This starts with shortcomings in developing
a strategy and vision that covers not only technology, but also the people and
“People and process elements” indeed.
Today’s drive for digital transformation is no small challenge for businesses of all shapes and sizes. As
innovative technologies – such as cloud services, mobile
devices and the Internet of Things (IoT) – deliver greater operational
efficiency to organizations, they also bring deepening complexity.
Per CompTIA’s Outlook: “Because most
technology initiatives today span multiple functional areas and entail many
moving parts – infrastructure, mobile environments, data, and integrations, projects
can quickly derail without the necessary levels of commitment and resources.”
So, organizations increasingly are recognizing
the importance of “tech-savvy” leadership.
“This doesn’t necessarily mean having deep technical
knowledge, but rather having a feel for the tech landscape, knowing the types
of questions to ask, and being able to push back on pursuits that may be a poor
fit for the organization,” researchers write.
To aid our readers in the pursuit of this
type of executive acumen, we found a recent column
for CIO magazine by leadership
Alexander. She identifies 10 management misconceptions that can
derail projects of any kind. Here are three issues from Alexander’s list that
are particularly troublesome when collaborating on technology projects with
your IT Managed
Believing Technology Projects Are “Complete”
- Assuming Your MSP Understands Your Business
The best MSPs help you
implement your technology objectives; they don’t provide them. Yes, your MSP’s
technical expertise can help you shape those objectives by asking for your wish
list, setting realistic expectations, etc. But to be successful during this
process, you must take the lead. You know your business and its budgets better
than any consultant of any type. Collaborate internally and capture project
goals on paper before launching an implementation with your MSP. Make sure
there’s plenty of talk before all the action commences.
- Presuming Scope Changes Indicate Trouble
Scope changes are typical
for most projects, especially those involving emerging
technologies. “Depending on the industry, nature of the project,
project complexity, or other factors, scope changes can be an expected or
necessary events,” Alexander writes in her CIO
post. “Concern around scope changes occur when changes are frequent and
unexpected, and when the future direction of a project remains uncertain after
the scope change.” So, like forming objectives, communication is key when
dealing with changes in scope. Hit pause, sit down with your MSP and make sure
there’s plenty of talk before all the action resumes.
business reality of our digital age is evolution is constant, especially in
realms such as cybersecurity and business continuity.
Arching over every technology project, should be continual communication with
your MSP, with a deliberate process for reflecting on successes and failures to
carry forward knowledge and lessons learned.