UDT announced that Microsoft has elevated the company to National Systems Integrator (NSI) status, highlighting the company’s passage from regional to national reach, while raising the level of partnership between the two tech companies.
UDT announced that Microsoft has selected Carla Bates as a distinguished Innovative Educator Expert for a second consecutive year.
Charles Grau, CIO of IT services at UDT, was featured by InformationWeek discussing how experience surpasses all other factors in IT jobs.
Mike Sanchez, CISO at United Data Technologies, was featured by TechTarget discussing the ComplyRight data breach that affected 662,000 people.
Jeff Engle, VP of Federal of United Data Technologies, was featured in IDG Connect discussing the latest hacking back law.
Daniel Rodriguez, CTO of United Data Technologies, was featured in Business News Daily discussing AI adoption by small businesses.
Jon Sastre, Senior Vice President of Cloud Services at United Data Technologies, was named President of the International Association of Microsoft Channel Partners board for 2018.
All projects face challenges when it comes to staying on budget. Here are 10 ways to avoid extra costs.
May 17, 2018
By Alison DeNisco Rayome
Nearly all IT projects face a similar major challenge: Budgets. Only about half of all projects end up completed under budget, according to the Project Management Institute.
This is largely because often, budgets are estimates based on what is known when the project is started, said Alan Zucker, founding principal of Project Management Essentials. “We expect project teams to deliver definitive estimates at a time where there is still a high-level of uncertainty,” Zucker said. “More accurate estimates and budgets can be calculated after the scope and requirements are better understood. By that point, most project budgets have already been established.”
While Agile project and software development methodologies have exploded across the enterprise in recent years as ways to help projects operate more efficiently in terms of time and costs, many companies still face challenges when it comes to delivering IT projects under budget. Here are 10 tips and best practices for doing so.
1. Let the team doing the work set the budget
The team doing the work, not just managing the work, should be the author and owner of the project budget, said Meghan Glasgow, a senior manager at Deloitte Digital. “You want to be sure budgets are done by the workers, not to the workers,” Glasgow said.
You can ask the team to come up with a range of budgets that are low, medium, and high cost, to learn more about what is actually driving the costs. “This not only gives you the proper range for planning purposes but it provides insight as to when senior management or additional oversight is necessary,” Glasgow said.
2. Take a smaller approach
“Business and IT leaders often have trouble keeping projects under budget because their focus is generally on massive overhauls requiring huge amounts of resources, time and manpower to complete,” said Jay Jamison, senior vice president of strategy and product management at Quick Base. “Digital transformation projects don’t always have to be Big Rocks—multi-year, million dollar efforts. We see many CIOs supplementing the Big Rocks approach with a Small Rocks approach, that enables the boots on the ground to take action on their own in real time, reducing backlogs to better serve customers, prospects and employees.”
Massive projects with multi-million dollar spend are often destined for slippage, both in terms of time and money, said Rema Deo, managing director of 24By7 Security, Inc.
“If it is inevitable to have a project of a large size, attempt to break it down into manageable smaller projects which have shorter life cycles and where results can be seen at the end of each project,” Deo said. “Monitor not only project and activity progress on a periodic basis, but also the spend vs. budget.”
3. Start with a realistic figure
All projects should have a realistic budget for expected development time that builds in the understanding that projects may take longer than anticipated, said David Selden-Treiman, a project manager and director of operations at Potent Pages.
“Planning is very important to any project, but realistic budgeting requires understanding that projects are never perfect, and that every endeavor has some amount of risk,” Selden-Treiman said. “The risk in this case is the maximum that a project might go over within a certain level of certainty. The final project budget needs to incorporate this into the project.”
Unrealistic expectations are often at the core of IT budget overages, said Justin Bingham, co-founder and CTO of Janeiro Digital. “Whether it’s not having a clear alignment across the team on the business goals and success criteria of a given initiative, to the limitations of your existing infrastructure, communication silos can leave stakeholders and developers with competing mental pictures of the finish line, leading to unrealistic expectations that derail projects, extend timelines, and obliterate budgets,” Bingham said.
Successful projects often have a process for getting all stakeholders on the same page, identifying the true scope, and setting up a realistic timeline, Bingham said.
4. Use the right tools for time tracking and project management
To make sure that projects stay within budget, it’s essential to know where the money is going, Selden-Treiman said. “Having an accurate and comprehensive time tracking system will allow you to know whether you’re staying within your budget or not, and whether you need to adjust your end budget requirements (e.g. if you’ve made a planning mistake),” he said.
Integrating a project management tool to act as a central communication hub is also vital to make sure that teams can collaborate and communicate throughout the lifecycle of the project, said Paul Jardine, technical lead at English Blinds. “Having all the project information managed and centralized will provide visibility into what is happening and allow project managers to identify any problems, risks or bottlenecks early on, thereby reducing costs,” Jardine said.
5. Develop a communication strategy
A strong communication strategy will ensure that all team members quickly become aware of potential project pitfalls, said Charles Grau, CIO of United Data Technologies. This should involve a communication plan with regular reporting on the project’s performance.
It’s key to keep everyone associated with the project in the loop on its development, Selden-Treiman said. “Ideally, you have experts on each part of the project development,” he added. “This means that they will hopefully be able to help on the planning when development inevitably deviates from the initial plan. They can help you with understanding how project changes will
impact their component, and what will need to be adjusted to keep everything on-budget.”
6. Build in hidden costs from the start
No matter how clear the vision or simple the end goal, there are hidden costs in every project that need to be resolved before the work begins, said Jonathan Bingham, co-founder and CEO of Janeiro Digital. “Project managers should be asking questions like ‘What are all the inputs of your application?’ and ‘Do you control them or rely upon third parties to provide them?’ in order to identify those dependencies,” Bingham said. “Sizing the work based on these assumptions and clearly communicating them to stakeholders will help create more accurate time and cost estimates and help in managing scope later on in the project lifecycle.”
7. Define scope
“It’s all about scope,” said Ajeet Dhaliwal, founder of Tesults. “If there is clarity on scope and agreement by all stakeholders on scope, you have a chance. Without this, it will not end well.”
Understanding the scope involves creating a project charter, and clearly defining the roles and responsibilities of the team members and stakeholders involved, Grau said. It’s also important to stick to these original requirements and prevent “scope creep,” he added. “It’s like baking a cake: stick to your ingredients and you’ll get the best results,” Grau said.
8. Include time for testing, training, and updating
“The best way to keep IT projects under budget is to include the appropriate amount of time for testing, training and updating processes and procedures,” said Eric Hobbs, CEO of Technology Associates. “It is so easy to think of IT projects in purely technical terms; setting up a server or cloud service, installing an application, etc. But it is it the necessary time to train the staff, address unforeseen issues in deployment and setup the IT staff to properly support the new project that is overlooked the majority of the time and often accounts for huge budget overruns.”
9. Use art or demos to iterate on the user interface
When building custom software, you can iterate on the user interface/user experience by using concept art or interactive demos, rather than actually building it, said Frank Coppersmith, CEO of Smarter Reality. “Most complaints around new software aren’t core functionality (which are set out in the spec) but rather how hard it is to use,” Coppersmith said. “Before you start spending a lot of money on engineers, spend a little on artists and designers to get the feedback you need.”
10. Create a contingency plan
With any project, you need to plan to fail, Grau said. When mistakes inevitably happen, take a “fail forward” approach and be agile—adapt and keep moving forward.
Getting in sync with your organization’s goals has never been more important, or more challenging. Here’s how to align IT and business strategy for digital success.
April 23, 2018
By Minda Zetlin
Dell and VMware CIO Bask Iyer has a complaint. He wants IT industry experts, speakers at IT conferences, and publications like this one to stop telling CIOs that if they don’t move with the times they are likely to lose their jobs. “Every meeting, every year, they say CIOs who don’t do something are going to get fired,” he says. “That narrative has to change.”
Instead, he thinks experts and executives should recognize that CIOs may have the most difficult role in the C-suite. “None of the executive jobs change as fast,” he says. “The rate of change of technology is exponential, and the increase in companies’ dependence on technology is growing exponentially as well. And humans can’t understand exponential increases.”
Many of those ignore-this-and-you-might-get-fired warnings have centered on IT-business alignment. IT leaders who focus too much on technology and not enough on their businesses’ specific needs risk making themselves irrelevant, experts cautioned. That’s still true.
But in today’s world of everything-as-a-service, with technology increasingly moving outside IT’s direct control and most organizations striving for digital transformation, aligning IT strategy with business strategy looks very different than it did a few years ago. And success in this essential area is governed by a whole new rulebook. Here’s how to make IT-business alignment work in today’s world.
Rule No. 1: Balancing maintenance and innovation is crucial — and more difficult than ever
According to a Gartner report released in late 2016, only 23 percent of CIOs are seen as a trusted business ally by their CEOs. Dan Zimmerman, CIO of B2B payments company MSTS, thinks he knows why. “They’re spending too much of their time keeping the lights on and not understanding the needs of the customers or how the business needs to evolve,” he says.
But many IT leaders face a seemingly impossible choice. If they focus their attention on keeping the lights on, IT risks being seen as a cost center rather than business driver. IT professionals may be perceived as a high-tech version of plumbers whose job is the digital equivalent of making sure water comes out when users turn on the tap. On the other hand, the lights do need to stay on. Think of Maslow’s hierarchy of needs, Iyer says. “If your email doesn’t work, the IT guy shouldn’t come talk to you about strategy.”
Is there a way out of this dilemma? Begin by figuring out when good enough is good enough, Iyer advises. In other words, the pursuit of “five nines” of uptime may not be the best use of your or your employees’ time. Whatever you do, don’t spend much time reporting to the C-suite on how good your uptime was. “When the trains are running on time, don’t talk about how the trains are running on time because everyone expects that,” Iyer says. Focus on maintenance, and business leaders will start thinking that you’re doing a good job as far as it goes, “but we need something different,” he says.
“Something different” is the innovation and digital transformation many enterprises now believe they need to avoid being overtaken by disruptors. “Boards are putting a lot of pressure on the C-suite to think digitally, so more and more we’re seeing digital transformation on the CEO’s agenda,” says Woody Driggs, Americas Advisory Digital leader at EY (Ernst & Young). “The first thing CIOs have to decide is, are they going to play the traditional IT role of being the maintainer of ERP and the big platform, or will they be the digital enabler? They’ll play a very different role in each case.”
Although he is Dell and VMware’s chief digital officer as well as its CIO, Iyer says separating the roles can make sense in some situations. “I used to think that if you have a chief digital officer, it means you don’t have the right CIO,” he says. But maintaining a large complex system is a difficult job in itself. Some CIOs who are good at that job serve themselves and their companies best by focusing their attention there and leaving innovation to someone else, he now believes. For CIOs and IT departments who do take on the role of digital enabler, “You’re innovating constantly and doing art-of-the-possible sessions constantly,” Driggs says. “A lot of organizations made the mistake of implementing technology for the sake of technology and then saying, ‘What can we do with it?’ That’s unaffordable today because there are so many new technologies. IT’s role has to be to bring the business together and answer questions such as, ‘Could we use AI to do a better sales forecast than you do with your sales management process?’”
Rule No. 2: IT may no longer control all technology, but it’s still responsible for making sure nothing goes wrong
For years, experts have predicted that line of business departments would one day spend as much on technology as IT does. That day is fast approaching. In May 2017, IDC reported that line of business technology spending was growing twice as fast as IT technology spending, and that the two would reach parity in 2020.
“Budgets are shifting and budgets are everything. Whoever’s got the budget has final say,” observes Matthew Mead, CTO of digital technology consulting firm SPR. Mead has observed this transition in his own work. “Traditionally, if you were selling a business system, you’d sit down with IT representatives and one business person and have a very technical conversation. Nowadays, it’s shifted completely. A lot of times we’ll find ourselves in a meeting where the business has much more representation in terms of numbers of people and IT has much less. I think IT has become more of an influencer and consultant. It used to rule the roost and make the call. Now there are many voices and IT is just one of them.”
That makes vendors’ jobs easier in ways that ought to worry every CIO. “When we sold to IT, the information we went over was so much more detailed and rigorous. There were a lot of details that had to be disclosed. Now when we work with a business, the experience is a much larger focus and some details that used to be important are no longer important,” Mead says, adding that some of those no-longer-discussed details might include security and maintenance requirements.
Even leaving the obvious risks aside, there are many good reasons why business units should not make technology purchases without serious IT involvement. “If we’re truly going to digitally transform, we need to recognize that many critical business systems are interconnected or are dependent on other systems,” Iyer says. “Not only can IT help you integrate these applications better, we can advise on how to get more value from them. For instance, rather than having multiple disparate data instances across numerous applications, IT could build a data lake that marketing, sales and finance all tap into for their business needs. Without strategic conversations like these, your business unit could suffer.”
Meanwhile, IT no longer has meaningful veto power over technologies it judges insecure, insufficiently robust, or unable to integrate with existing systems. IT leaders can try saying no, but there’s a good chance line of business employees will simply sign up for the inexpensive or free software- as-a-service tools they want anyway. So IT leaders must operate by persuasion rather than fiat, and for that they must be seen as collaborators instead of gatekeepers.
“What’s been successful for me is making sure I build relationships within departments and making sure I understand what they’re trying to accomplish,” says Charles Grau, CIO of IT services provider United Data Technologies. “That means understanding their pain points and making sure I’m partnering with them to ensure the selection they make is the best selection for them.” He says his attitude is this: “I’ve got your back. You figure out what you think are the best applications and then let’s look at them together.”
The key, he says, is sharing as much information possible, because the more people understand all the aspects of a technology decision and its effects beyond their own area, the likelier they are to make the right choices. “It’s not the old adage of throwing someone under the bus. It’s not: ‘It was your decision — you’ll have to live with the consequences.’ We all have fiduciary responsibility. If someone fails, we all fail,” he says.
Rule No. 3: IT must commit to the success of every department — and of the organization as a whole
This might sound like a no-brainer. It might also seem like something you’re already doing. Many IT leaders would say they’re committed to their “customers’” success — and by customers they mean the internal departments and lines of business that use IT products and services, sometimes paying for those services via an internal chargeback system. But today’s successful IT leaders have gone beyond this model.
For one thing, they make sure to spend time with their company’s external customers. Some report that they spend 25 percent of their time meeting with external customers, or that they have such meetings several times every month. “Internal customers are the ones we see every day, but if you stop there, you lose visibility into the challenges they’re facing,” says Craig Williams, vice president and CIO at Ciena, which provides networking equipment and software to the telecommunications industry. “If you talk to salespeople but never go on a sales call, you won’t see the challenges from their perspective.”
Many tech leaders these days are also skeptical about chargeback systems. “IT budget models have evolved in an attempt to capture the true cost of running the business,” says Brad Bell, CIO at network security company Infoblox.
“Often those costs get allocated back into the business as part of the run portion for a function. This can create friction resulting in ‘shadow IT’ under the premise that things can be done better, cheaper, faster than if held in a central IT function. This is rarely the case and usually results in short-term satisfaction and long-term unintended negative business impacts.”
“A lot of companies talk about chargebacks,” Williams says. “I think it’s important to have showbacks.” For example, he says, “I can show back what the true cost of expanding facilities is in IT. You can do showbacks to show the cost of laptops, which is really a measure of how much hiring we’re doing. Most influencers in the business units don’t understand what IT cost is, but they can if IT shows them.”
Williams believes that the key to success is to understand the specific goals of a given organization, which vary depending on circumstances. Before joining Ciena, he held tech leadership positions at Cisco, Red Hat and LinkedIn. “I’ve spent time in each of these roles talking to leadership from the CEO on down to find out what they’re concerned about, and sometimes it’s not the product we make. We had hyper growth at LinkedIn and I didn’t have to worry about the product; it was, How do you scale a company? At Ciena, we don’t have that hyper growth, but the question is, How do you get great talent?” Once you know your company’s objectives, don’t expect them to stay the same, he adds. “It literally changes quarter over quarter, depending on the challenges.”
Be ready to take the initiative, he advises. “A lot of IT departments are like fast-food drive-thrus,” he says. “‘What do you want? Let me get that for you. Here’s what the cost is.’ That’s where a lot of people are stuck. You have to go to the influencers themselves and ask, ‘Hey, did you ever think about this?’”
IT leaders who want to be digital enablers “have to have an entrepreneurial mindset,” Grau adds. “I’m constantly reading and looking at what different organizations do. Who are the top organizations delivering customer service? And it doesn’t need to be in my industry, it could be online retailers. What makes them different? You see those bits and pieces and you see how you can incorporate them into your organization, and that’s what makes you a differentiator. You have to constantly reinvent yourself. You always have to have that fire in your belly.”
CEOs face many challenges on the job. Here are 10 bad habits they must avoid to help their company maximize favorable outcomes.
March 8, 2018
By Alison DeNisco Rayome
The success or failure of a company—especially a startup—often falls on the shoulders of the CEO. This coveted position is responsible for creating company culture, modeling values, building a senior management team, delegating a number of other tasks, and increasingly, becoming tech-savvy enough to help their companies compete in an era of digital transformation.
Here are 10 bad habits that CEOs often fall into, and why it’s so important to break them, for the good of the company.
- Failing to say no
CEOs must stop saying yes to everything, including advice on how to run a business from people in and outside of the company, said Gavan Doherty, CEO and founder of 247meeting.
“It doesn’t have to be rude, only assertive,” Doherty said. “Not saying ‘no’ results in you either wasting time you don’t have in something you don’t believe in, or worse than that, damaging relationships with well-meaning friends and colleagues.”
You can handle unwanted advice by telling the person that you will look into their advice, Doherty added.
- Underestimating the cost of IT projects
The cost of implementing a successful IT program, especially within larger enterprises, is often much larger than the initial “ticket price,” said Felix Winstone, CEO of Talkative. Hidden costs arise due to staff payroll, the time invested, and opportunity costs, he added.
“The reason this bad habit is particularly dangerous is due to the immeasurability of the total cost of IT programs,” Winstone said. “Calculating per seat pricing or the total budget for a project is simple. But working out the cost of staff, the amount of time, and the possible investments that you are missing due to committing to this project, are all hard or near impossible to calculate.”
- Viewing IT as an expense instead of an asset
If you ask most CEOs if IT is an asset or an expense, many will say expense—a mistake that could shut down the business, said IT consultant Greg Scott.
For example, one company Scott worked with never backed up its email archives, and ended up spending $10,000 to rebuild the archives. Another would not spend money to figure out why Windows server patches failed.
“When IT is an expense and not an asset, CEOs won’t listen to advice and they invariably under-budget IT operations,” Scott said. “Most get away with it because IT is remarkably resilient. But Russian Roulette is a dangerous game and some CEOs pay dearly.”
- Delegating cybersecurity strategy without getting involved
CEOs need to stop fully delegating their cybersecurity governance, and move to become chief executive information officers, said James Goepel, vice president and CTO at ClearArmor Corporation.
This can be difficult for non-technical CEOs, but is necessary for keeping the company safe, Goepel said. The NIST Cybersecurity Framework can be helpful. “Many CEOs are simply burying their heads in the sand, delegating their CyberSecurity to someone several levels down the org chart,” he added.
“CEOs and other C-level executives need to understand that leadership starts from the top,” said Mike Sanchez, CISO of United Data Technologies. “They can no longer stand idly by and not understand where their organization’s vulnerabilities are.”
CEOs should do the following to keep their company as secure as possible, Sanchez said: Undergo regular cybersecurity training and awareness courses, measure their organization’s overall security posture at least once per quarter, conduct a risk assessment, and consider the risks to the business and the potential financial costs. They should also make sure proper security controls are in place to prevent a cybercriminal from impersonating the CEO and sending emails on their behalf, as well as request that their personal computers utilize encryption.
- Undermining diversity
While viewing others equally is part of being a successful business owner, it’s also important to understand the differences that separate employees, said Nate Masterson, marketing manager for Maple Holistics.
“Instead of viewing everyone as the same, try and focus on what special skills and experiences each marginalized group can offer,” Masterson said. “There is a reason why diversity is so important and companies who understand and incorporate this are earmarked for success.”
- Cutting corners
Many CEOs become engrossed with increasing short-term revenue, and lose sight of the big picture, Masterson said.
“For instance, shaving production costs or eliminating ingredients may yield more immediate income, but it can prove to be detrimental in the long run,” Masterson said. “A good CEO is able to see every decision in the big picture and make the tough calls to determine the best long-term interests of the company.”
- Working 24/7
Many CEOs are unable to shut off after work hours, said Alexander Lowry, executive director of the M.S. in financial analysis program at Gordon College.
“I end up working for hours when I get home often on things that aren’t urgent and important,” Lowry said. “These challenges can plague anyone who works on a close-knit team—not just founders—where a culture of camaraderie and mission-driven, eye-on-the-prize focus is a quick recipe for burnout. If overwork risks becoming a group activity, setting boundaries can be, too.”
- Looking to the latest IT fad to solve every problem
CEOs, especially at larger organizations, sometimes look to IT for solutions to all business problems, said Ramy Serageldin, co-founder and CEO of Honeyfi.
“As a result, they get enamored with the latest fad (AI! Blockchain! Big Data!), proclaiming that it will ‘save the company’ or ‘take it to the next level,’ without really understanding what the technology is for or its capacity to solve the core problems,” Serageldin said. “For most companies, technology is part of the solution and it is a CEO’s job to make sure that the different parts of the organization (Ops, Tech, Sales, etc) are working together to have a holistic solution.”
- Falling into common cybersecurity traps
CEOs tend to fall into several common cybersecurity traps, Sanchez said. These include sharing passwords with assistants, reusing passwords for multiple work and personal accounts, and uploading work-related material to personal cloud applications. CEOs are also often the first to click on malicious links embedded in phishing emails, and, due to time constraints, often skip cybersecurity trainings and awareness programs. “These are intended for everyone in the company to spot potential cyberattacks and how to properly notify the right people,” Sanchez said.
- Ignoring the importance of company culture
Failing to prioritize an organizational culture, or assuming culture will self- manage, is a major bad habit for CEOs to break, said Sam Gerace, founder and CEO of Convey.
“It’s common for a CEO to assume that the organizational culture will take care of itself, especially when things are going well, but by doing that they’re setting themselves up for failure in the long run,” Gerace said. “Aligned cultures can survive resource droughts, talent crunches, rapid and constant changes in the tech industry, and competitive onslaughts. Culture is the best predictor of high-performing teams and result in faster, more sustainable growth and increased team engagement and retention.”
The CEO also needs to drive the culture, and ensure they are not unapproachable or unreliable, said Brian Murphy, CEO of ReliaQuest. “The more human they are, the more engaged they are through digital mediums, training, videos, etc., the more human they become and the more they set the tone and example of what the culture of the organization should be,” Murphy said.