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Atlantic Globals’s Corporate Vision began its life when its developer discovered that his business was losing one and a half day’s billable income for each employee per month, because it wasn’t being recoreded. He developed a timesheet system to gather up this missed time and it’s that system that’s evolved into Corporate Vision.

They pursue a business-oriented approach to project maangement, providing, in their software, the means to measure the expenditure of money and resources and the production of deliverables and benefits. The system must ‘wrap around’ the dynamics of the organisation and, to help them achive this, they work with ‘development partners’; their current major development partner is Norwich Union.

Each Corporate Vision installation is tailored to the client’s specific requirements - their business dynamics and procedures are analysed to that the system can be configured to support their existing infrastructure.
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CIO Insight published an article, “The 30 Most Important IT Trends for 2007.”  For your convenience, the 30 trends have been listed on Talent on Target web blog.

To read list of trends click here

Following on from our last set of articles on why IT projects fail I would like to share with you 11 tips from Raven’s Brain on how to reduce them. 

1) Make sure to plan before starting the development or implementation.

2) Pay attention to tasks in the critical path.

3) Set up the necessary processes to calculate and inform the risk.

4) Ensure that the IT project has clear objectives.

Click here to read more

Following on from our eariler article - Seven Deadly Sins of IT Projects - I’ve come across an excellent posting from the Brown Consulting Blog on the same subject that I would like to share with you all.

According to a recent report from the UK National Audit office about IT project failures, the following reasons were cited as the top reasons for failure:

1. Lack of clear link between the project and the organization’s key strategic priorities, including agreed measures of success.

2. Lack of clear senior management and Ministerial ownership and leadership.

3. Lack of effective engagement with stakeholders.

4. Lack of skills and proven approach to project management and risk management.

5. Too little attention to breaking development and implementation into manageable steps.

6. Evaluation of proposals driven by initial price rather than long-term value for money (especially securing delivery of business benefits).

7. Lack of understanding of and contact with the supply industry at senior levels in the organisation.

6. Lack of effective project team integration between clients, the supplier team and the supply chain.

To read on click here

Seven resaons why IT projects fail.

1. Poor or undefined project objectives, roles and responsibilities, leading to unrealistic expectations being set.

2. Lack of communication between IT and the business, resulting in a mismatch of requirements and expectations.

3. No senior business sponsor and separate project manager.

4. Technology put before people: no or minimal involvement of key users during the “scoping” phase and lack of regular communication with them throughout the project implementation

5. No project sucess metrics.

6. No risk assessment or contigency plan.

7. Lack of regular checks to ensure the project is on track - to time and budget.