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Prioritizing tech projects: How managers make a short list of long demands

Beth Stackpole | Feb. 16, 2012
As top technology dog at Aspen Skiing Co. for the last 16 years, Paul Major has honed the art of keeping multiple balls in the air.

Without formal methodologies for prioritization and proactive governance, IT departments run the risk of being marginalized -- a risk Major is not willing to take.

"There is not enough space today to miss important technology opportunities. You will be overrun by rogue IT," he says. "Departments will take things into their own hands."

The result, he says, is something most IT managers don't like to contemplate. "Instead of strategic technology decisions, you will end up with one-off projects that go well for six to nine months, and then IT is overrun with calls from people looking for support."

 

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