Agility and resiliency have become organizational essentials in rapidly changing and challenging times. Here is how to establish an IT organization built for long-term success.
Tumultuous times redefine what constitutes success. The past few years in IT have exemplified this. Digital disruption, global pandemic, geopolitical crises, economic uncertainty — volatility has thrown into question time-honored beliefs about how best to lead IT.
Consider this moment as a call to reflect and reset — a chance to glean from your recent experiences what it will take to lead a successful IT organization over the next decade, one that will see technology increasingly at the center of every business, a vital catalyst for accelerating, and responding to, change.
As inflation rises across the globe, CIOs are strategizing ways to navigate rising prices for IT supplies, services, and talent by rethinking IT portfolios, reprioritizing IT spend, and honing business efficiencies.
As CIO of an organization with a global reach, Bob Johnson keeps careful watch on the world’s economic situation.
“Whenever there is an ill wind anywhere in the world, it affects us,” says Johnson, CIO of The American University of Paris.
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It’s not surprising then that he’s already feeling the impact of inflation: With costs going up, Johnson says he’s concerned his IT budget won’t cover all the work it was meant to fund.
Euros just don’t go as far as they once did, he says. Neither do dollars.
As the chief information security officer role rises in importance, so do the expectations of hiring organizations. These are the key qualities and skills recruiters are asked to look for.
Looking for your next position as a CISO, preferably one with more pay, better benefits, and more on-the-job responsibilities/respect? Then you need to know what skills and qualities prospective employers are seeking now from their CISO hires to maximize your chances of getting your dream job. Here are the top six attributes recruiters sayorganizations are looking for in a CISO.
If you’re working in the business world, you must have heard the terms Enterprise Architecture vs. Project management. These two terms might sound like two separate ends of a pole, but they do overlap in their responsibilities and value to the business. However, they both deliver a separate value to the enterprise, and mostly these roles are not well-defined.
While working on multiple projects, enterprises go through several processes. Therefore, it becomes pivotal to understand Enterprise Architecture vs. Project Management to face minimum overlapping when it comes to creating smooth workflows.
In this article, we’ll first see enterprise architecture and project management separately. Later on, we’ll explore how they correlate with each other.
While good business development and well-crafted fee quotes get clients in, it is good legal project management (LPM) that keeps them. However, without a solid foundation in data, your LPM team is likely to be nothing more than a showpiece. We explore the data you need, and the tools at your disposal to truly scale legal project management.
LPM needs data to scale
LPM is essential for firms as it keeps matters on track, it improves firm-wide profitability and it strengthens client relationships. However, LPM is often held back by the lack of data or oversight available in a firm. What follows is a short case study on the data law firms regularly use and the types of insights legal tech tools such as Clocktimizer can offer. It should act as a guide to the type of data and level of analysis essential in LPM. READ MORE
Today legal consumers are calling the shots, demanding more choice, transparency, competition, price predictability, and direct access to providers. As things drastically change for law firms, Legal Project Management rises to meet the demands of modern legal practices.
Welcome to the second decade of Legal Project Management (LPM), a revolution to modern practices that is changing how we practice law forever. The International Institute of Legal Project Management (IILPM) defines LPM as “the application of project management principles and practices to enhance the delivery of legal services.”
Change has been slow in the legal profession that saw the billable hour dominating since the beginning of law itself. As the wheelchair athlete Art E. Berg used to say, “the impossible just takes a little longer,” and the impossible is now taking place with lawyers. They have been pushed out of their comfort zones to become incredibly creative, problem-solving, and interactive players in the field. READ MORE
One of my friends is a construction project manager. He oversees large commercial building projects, making sure the right things happen at the right time, in the right order, in the right amount, and at the right cost. He’s deeply trained in the project management discipline, very good at what he does, and is well compensated.
Many lawyers would bristle at the idea that their litigation, transaction, and compliance work could benefit from a dose of rigorous project management. They are good at what they do and have their own “systems” for planning and keeping track of what they do. But using calendar and docket systems is not project management. Project management as a discipline focuses on developing the tools and skills to proactively scope, plan, budget, execute, evaluate, and communicate about a given undertaking, whether it be delivering a product or a service. Of course, most lawyers would like to think they do all that too, but a number of trends are demanding that they do so in a far more structured and skilled manner. In short, the demand for disciplined project management in the legal services industry is on the rise. READ MORE