You're juggling multiple IT initiatives. How do you ensure they make the biggest business impact?

To ensure multiple IT initiatives make the biggest business impact, align them closely with overarching organizational goals. Prioritize initiatives that directly support strategic objectives and key performance indicators (KPIs). Regularly communicate progress and outcomes to stakeholders, ensuring alignment and adjusting priorities as needed to maximize business value.

Já trabalhei com mais de 40 iniciativas ao mesmo tempo (n?o vou chamar de projetos, mas a grande maioria era hein). Somente com uma equipe trabalhando em conjunto, alinhada e com controle de cada uma delas é possível minimamente seguir. Claro que isso n?o é saudável e por diversas vezes uma demanda acaba recebendo mais que a outra. Cabe aqui que estas demandas todas envolviam muito diretamente as áreas de negócio também, o que de certa forma permitiu que as demandas fossem sendo entregues e as áreas atendidas em suas necessidaes.

Quando você está gerenciando várias iniciativas de TI, é fundamental garantir que cada uma esteja alinhada com suas metas de negócios abrangentes. Comece mapeando os objetivos estratégicos do seu negócio. Priorize com eles e fa?am acompanhamentos em conjuntos constantes.

Be the bridge between IT and Business - every IT initiative should have a clear connection to a broader business goal. This alignment ensures your efforts support the organization's strategic objectives. ? Stakeholder Input: Collaborate with key stakeholders across the organization to understand their priorities and pain points. ? Metrics and KPIs: Define success metrics and key performance indicators (KPIs) aligned with the business goal for each initiative. ? Track ROI: Estimate the return on investment (ROI) for each initiative whenever possible. This helps decision-making and demonstrates the value of IT projects. You should know the BizDev folks just as well as you know Finance and HR - if you don't, get to know them!

Rodar "vários pratinhos" ao mesmo tempo na Gest?o de TI é algo costumeiro e trivial. O importante é saber que a equipe tem conhecimento técnico suficiente para realizar as entregas e o mais importante é que todos tenham visibilidade do impacto do trabalho de cada um para o sucesso da empresa. Um importante medidor de qualidade das entregas é o KPI que vai medindo e mensurando a qualidade e resultado das entregas de cada um.

Crie a lista, monte um comitê, submeta a lista a este comitê (que deve ter áreas de negócio), priorize com eles e fa?am em conjuntos acompanhamentos constantes.

It's up to you to make the tough choices - if you don't do it, someone will do it for you. That being said, with limited resources, prioritizing initiatives becomes crucial. Here's a strategic approach: ? Impact Assessment: Evaluate the potential impact of each initiative on the business. Consider factors like cost savings, revenue generation, or improved efficiency. ? Dependency Management: Identify dependencies between initiatives. Prioritize initiatives that unblock others or have cascading positive effects. ? Risk Management: Consider the potential risks associated with each initiative. Prioritize those with lower risks or clear mitigation strategies.

Para haver prioriza??o é preciso haver alinhamento. Definir membros-chave de cada torre para realizar reuni?es de alinhamento e poder discutir em conjunto as frentes que possuem maior prioridade, porém sempre olhando para o negócio e n?o simplesmente para a TI.

In the world of IT management, not all projects are created equal, and prioritization is essential for navigating the sea of demands. By assessing the potential impact, urgency, ROI, and compliance/security implications of each initiative, IT leaders can create a prioritized list that ensures resources are allocated to projects with the greatest business impact. Prioritization serves as a compass for guiding decision-making, resource allocation, and strategic planning, enabling organizations to optimize their IT investments and drive sustainable growth and success in the digital age.

Aqui cabe dizer que deve-se ir levantando as demandas e precificando-as para que fa?am parte do or?amento da empresa. Cuidar desta gest?o or?amentária faz parte do planejamento estratégico de TI.

Assigning the right resources to each initiative is vital for success. This includes skilled personnel, necessary tools, and adequate time for completion. ? Team Composition: Assemble teams with the appropriate skillsets and experience for each initiative. If you don't have the right skills in house, look externally or invest in training. ? Technology Investments: Evaluate technology needs for each initiative. Invest in necessary tools and software to facilitate successful implementation. ? Realistic Timelines: Develop realistic timelines for each initiative, considering team capacity and project complexity. If you don't have a good measurement of team velocity, assume 50% of their time is dedicated to firefighting.

Se n?o tiver um sistema (porque pensa comigo, vai ser mais um projeto pra vc cuidar: projeto da ferramenta de projeto....rsrs) vai no bom e velho excel que já vai te ajudar muito e, quer queira quer n?o, todo mundo já vai saber "mexer". Só dá uma travada nos campos principais pra geral n?o mexer onde n?o deve....rsrs

Don't set initiatives on autopilot and hope for the best. Regularly monitor progress and adjust course as needed. You should *never* be surprised. ? Progress Tracking: Establish clear milestones for each initiative and track progress towards them. ? Performance Measurement: Monitor the KPIs established for each initiative to assess their effectiveness. ? Agile Adaptation: Be prepared to adapt your approach based on ongoing monitoring and feedback. Don't bury your head in the sand when a timeline is slipping, adjust and communicate to the stakeholders and control the narrative. The last thing you want is the rumor mill talking about you.

Dependendo da frente um bom sistema para monitoramento de progresso é o Service Now (ou o seu sistema de ticketing). Para capturar a temperatura do que está em alta ou em baixa, ter recorrentes relatórios do que mais está sendo pedido/solucionado é um bom termometro. Em falando de projetos onde algo está sem desenvolvimento ou testes, os sprints que s?o alocados no MS Project servem muito e tem sempre grande valia. Sendo tarefas do dia a dia, utilizar o Kanban disponível no Microsoft Planner é sensacional!

Toda vez aqui tem um tópico sobre comunica??o.... por que será né?!?!?!?! Comunica??o foi, é e continuará sendo o grande desafio de qualquer empresa. Cuidar deste ponto com toda aten??o e carinho facilita muito.

The establishment of a communication plan is critical to ensure the success of multiple IT initiatives. A comprehensive communication plan that outlines how information will be shared, who the key stakeholders are, and what communication channels will be used ensures transparency. The plan should include regular updates on project progress, challenges, changes in scope or timelines, and any other relevant information that stakeholders need to be aware of. By setting clear communication protocols from the outset, organizations can foster clearness and collaboration across different teams and departments.

Effective communication is key to ensuring stakeholder buy-in and managing expectations. ? Regular Updates: Provide regular updates on the status of each initiative to key stakeholders. This means all good, bad, and boring news. ? Transparency: Be transparent about challenges and potential roadblocks. Address concerns proactively. Remember, you are not your project so if it slides/struggles, take care of it immediately and publicly - People will respect you more for it. ? Communication Channels: Establish clear communication channels to facilitate information flow and feedback. If you have no idea where to start, a simple RACI will do.

Ensuring Maximum Business Impact for IT Initiatives: 1. Prioritize business value: Focus on initiatives that directly address critical business needs and deliver tangible benefits. 2. Align with strategy: Ensure initiatives support your organization's overall strategic objectives and contribute to long-term success. 3. Communicate effectively: Engage stakeholders, gather feedback, and build consensus to maintain alignment and commitment. 4. Measure and iterate: Establish clear metrics, monitor progress, and make adjustments based on performance data and changing requirements. 5. Foster a culture of innovation: Encourage experimentation, learning from failures, and continuous improvement to drive ongoing impact.

The business landscape is dynamic. Be prepared to adapt your approach to initiatives as circumstances change. My personal experience: During a cloud migration project, we encountered unforeseen technical challenges. By clearly communicating the situation to stakeholders and adapting our approach, we were able to overcome the obstacles and achieve a successful migration.

Managing multiple IT initiatives requires strong leadership, clear communication, and a collaborative spirit. By following these steps, you can ensure your IT initiatives deliver the maximum business impact, transforming your IT department into a strategic partner for organizational success.

All actions mentioned Prioritization, Resource allocation, Monitoring, Communication with stakeholders are needed for any IT projects. For me managing Global level and Regional level projects, is the biggest challenge when the IT resources is responsible for both the projects. The regional stake holders will not embrace the global as part of their projects and the Global IT resources sometimes will not consider the regional projects that important when they have limited bandwidth. Being the leader and responsible for the Regional projects, delivering both deliverables is the challenge. No organization can afford unlimited IT capacities. Here the prioritization and clear communication with the stakeholders at each level is very important.