Here's how you can effectively manage expectations with your boss in IT strategy.

1) Define the goals yourself 2) Convince your boss that you picked the right goals 3) Engage regularly - get feedback, work with it 4) As good strategist you are an authority 5) Decompose into fitting nuggets 6) Execute well - measure well

From my experience, the cornerstone of managing expectations with your boss in IT strategy is to start by clarifying goals. This involves detailed discussions to understand the business objectives driving your IT initiatives. Ensure these goals are Specific, Measurable, Achievable, Relevant, and Time-bound (SMART). This clarity not only aligns your efforts with business priorities but also helps in resource allocation and task prioritization. For example, if the goal is to enhance data security, specify metrics such as reducing security breaches by 30% within a year. This approach prevents misalignment and sets a solid foundation for mutual understanding.

Setting up SMART goals is a great way to frame expectations between you and your immediate supervisor. Additionally, taking time to understand how these goals fit into the Department and, ideally the Company's roadmap strategy will go a longer way. Understanding the Purpose/Intent, Key Tasks, and envisioned End-State for end of the year provides you flexibility to take your own initiative and refine your initial goals while bringing the most value to the Department and Company. Top/High performers are successful because they understand the 'why' behind the goals.

1) Seek regular touch points 2) Make your goals the goals of your boss 3) Get the bosses feedback, incorporate it 4) Make your boss successful by achieving your goals 5) Your success will become the success for the boss 6) As strategist you will become very relevant

Maintain open and honest communication with your boss. Discuss any challenges or concerns openly and seek clarification when needed. This helps prevent misunderstandings and ensures that everyone is on the same page.

Maintaining an open dialogue with your boss is vital for managing expectations effectively. Regular check-ins go beyond status updates; they provide opportunities to discuss challenges, brainstorm solutions, and adjust plans as needed. This continuous communication fosters a culture of transparency and trust. For instance, if a project is facing delays due to unforeseen technical issues, discussing these early with your boss allows for collaborative problem-solving and realignment of expectations. Such proactive communication strengthens your relationship and ensures you both remain aligned throughout the project lifecycle.

Manter uma comunica??o clara sobre suas expectativas pessoais e em rela??o ao time, dificuldades que encontra no dia-a-dia de trabalho e solicita??o de sugest?es de melhorias. O diálogo é a melhor maneira de tra?ar diretrizes que tragam benefícios para ambos os lados. Ter em mente que o seu líder é o seu gestor, que cabe também a ele contribuir com o seu progresso profissional.

Establishing a framework of reoccurring touchpoint conversations, usually outlined by the Company's HR department, provides both parties a proper platform and dedicated timeslot to discuss administrative topics; but, more importantly, learning how to build trust is essential. If both parties trust each other, open dialogue immediately follows. If you know your free to speak your mind, without the ramification of repercussions - great things happen and you truly form a team bond. Learning to follow professional protocols externally and having an agreement, during internally engagements - to be able to open up and think out loud creates a truly collaborative environment for the team.

Proactively managing risks is a critical component of expectation management in IT strategy. Clearly communicate potential risks and their implications to your boss, along with contingency plans. For example, if there's a risk of a critical software deployment running over schedule, discuss backup plans and mitigation strategies in advance. Demonstrating foresight in risk management not only instills confidence but also shows your preparedness to handle complex situations. This proactive approach helps in setting realistic expectations and ensures that your boss is aware of potential challenges and solutions.

In IT strategy, managing risks effectively is essential for expectation management. 1.Identify Risks: Work with your team to identify potential risks that could affect your IT strategy. 2.Assess Risks: Evaluate the likelihood and potential impact of each risk. 3.Develop Mitigation Strategies: Once you've identified the risks, develop strategies to mitigate or manage them. 4.Communicate Risks: Clearly communicate the identified risks and their potential implications to your boss. 5.Monitor and Review: Regularly monitor the risks identified and review your mitigation strategies.

Risks and Issues normally don't get better over time. Keeping some form of RAID log and a process to present Risks is essential. The best organizations have a clear risk management process, with clear procedures and work instructions for team members to follow. Everyone has read and, more importantly, understands the process and leverages it. Risks should be presented to the proper decision-makers, explaining in clear detail the who, what, when, where, and why/how. In addition, mitigation options/plans should be offered, explaining the pros/cons of each. In the end, everything should be presented like a business case for the decision makers to make an informed decision. An approach can be offering a Most Likely, Least Likely, and Hybrid.

Setting realistic boundaries is essential for managing expectations and maintaining a sustainable workload. Be honest about what can be achieved with the available resources and time. If a request or deadline is unfeasible, communicate this upfront to avoid overpromising and underdelivering. For instance, if a new project requires additional resources, explain the limitations and propose realistic timelines or additional support needed. By setting and respecting boundaries, you not only protect your team from burnout but also establish a trustworthy and reliable relationship with your boss.

1) Less is more 2) Granular goals in good a strategy architecture 3) Execute well on incremental projects 4) Fail fast & execute the next iteration 5) Let scope not creep, spare it for the next iteration

Under offer and over deliver. Always be conservative of people's time and money, and then add another 5% to that estimate. If you have this luxury. If you are asked to provide the perfect waterfall plan - ensure you accurately account for 'slack' time in case it's asked to be removed. Additionally, if dealing with costs, mirror the same approach. You'll never go wrong with being open and honest on what is realistically achievable given the resources provided. Setting boundaries is directly correlated to proper resource management. This normally invokes the 7 P's (Proper prior planning prevents p** poor performance)

If the company is looking for Innovations, ask if they have resources solely committed to this effort. If they don't, recommend they reconsider this as a Strategic approach. In some organizations, they split this up into Future verses Current Operations. Future Operations and Planning has a dedicated team of the most experienced team members, led by a team lead who can easily and effectively talk to the Business using their lingo/terminology. Lots of times, IT architects/engineers are great at execution; but have difficulty bridging the gap when dealing with business customers/users. If you know something, say something. Build a good business case explaining the total cost of ownership (TCO) and how this can future proof the Company.

As an IT strategist, part of managing expectations involves providing valuable insights into how technology can drive business growth. Stay informed about industry trends and translate these into actionable strategies that align with business goals. When discussing projects, highlight how leveraging new technologies can offer competitive advantages. For example, explaining how implementing AI can streamline operations and reduce costs can help your boss see the strategic value of your IT initiatives. This approach elevates the perceived importance of IT in business growth and helps in aligning strategic goals.

Offer valuable insights and recommendations based on your expertise in IT strategy. Share relevant information and data to support your recommendations and help your boss make informed decisions.

Regular reflection on past projects is crucial for improving future expectation management. Analyze what went well and where there were gaps in execution or communication. Use these reflections to enhance your processes and discuss lessons learned with your boss. For instance, if a project faced significant delays due to underestimated resource requirements, this insight can be used to better plan future projects. This continuous improvement mindset not only demonstrates your commitment to excellence but also helps in setting more accurate expectations moving forward.

Regularly reflect on your progress and performance. Identify areas for improvement and take proactive steps to address them. This demonstrates your commitment to continuous improvement and can help you stay aligned with your boss's expectations.

1) Good strategy structure / architecture is key 2) Source of fail: too much at the same time 3) Source of fail: too big scope for one lift 4) Keep focus, go step by step 5) Less talk, more execution

Consider sharing real-life examples and success stories from past projects to illustrate your points. This not only provides context but also demonstrates your experience and capability. Additionally, fostering a culture of continuous feedback within your team can help identify and address potential issues early. Encourage open communication and regular check-ins to ensure everyone is aligned and working towards common goals. This proactive approach can significantly enhance the effectiveness of your IT strategy and the satisfaction of all stakeholders involved.