OUR MISSION

The Transformation of Large Complex Organizations

Sun, 21 Oct 2007 14:51:20 -0400

Articles from the Latest Issue of the Government Transformation Journal - 2007

Sat, 13 Oct 2007 11:40:12 -0400

Former GAO Official Leads Gartner Government Conference
From the Editor: Building the Bridge from Insights to Valued Outcomes
Why Knowledge Management is Important to Government Transformation
Vendors as Transformation Gurus
Organizations are more than people: Lessons from Iraq and Katrina
Book Review: Making Robust Decisions
Effective Performance Measures : One Key to Successful Transformation
Are Systems Integrators the Root Cause of Transformation Program Failures
Gartner Events: A Recipe for Success that Few Can Follow
When Planning Isn’t Enough
The Role of Measures in Organizational Transformation
Real Property Asset Management: HIGH RISK = HIGH REWARD
Managing Lifecycles of Complex Projects
The GAO Mantra: Good Governance, Accountability, and Transparency
A Periodic Table of Visualization Methods
Too Good to be True — My MindManager® Experience

PROJECT HEADWAY

Thu, 11 Oct 2007 22:23:14 -0400

Former GAO Official Leads Gartner Government Conference by Steve Else

Tue, 9 Oct 2007 15:30:00 -0400

McClure recommends that government agencies create a common requirements vision (CRV) as a key part of integrating business and IT requirements. Some government examples he provides include:
State of Connecticut: www.ct.gov/doit/lib/doit/downloads/commreq.pdf
U.S. Department of the Interior: www.doi.gov/ocio/architecture/conceptual/ Conceptual_Architecture_Final.doc
Government of Canada: www.tbs-sct.gc.ca/fap-paf/documents/iteration/iteration04_e.asp
At a more strategic level, McClure also recommends “combining scenario planning with enterprise architecture planning and evaluation to develop multiple alternatives and assess the viability, achievability and overall architecture impact of different decisions.”
McClure also believes that maturity frameworks are helpful in determining what an organization’s capabilities currently are; what steps/actions, discipline and skills are needed for achieving increased maturity; and a way to build an implementation strategy congruent with an organization’s current and target states of maturity.
Such a strategy may take several years to fully achieve, McClure warns, depending on the gap between the “as is” and the desired “to be.” Similarly, IT maturity assessments, such as those for ITIL, CoBIT and CMM can provide valuable benchmarks.
Correlating a Gartner IT maturity model (along the top axis) with different attributes of IT management (on the vertical axis), McClure provides some descriptions of an organization’s IT management maturity in different phases of maturity in the table on the next page.

(Note: PMO means “Project or Program Management Office” and ROI stands for “Return-on-Investment.”)
Overall, it is highly interesting to see a former GAO official/analyst now playing an analyst role for Gartner to continue, in a second career, to help solve daunting government modernization and transformation challenges regarding IT. If he were to have a third and fourth career to continue his efforts wearing yet different hats, no doubt plenty of work would still remain for him to do, as government transformation is neither easy nor quick.

ROBUST DECISIONS

Mon, 8 Oct 2007 22:28:34 -0400