Thanks for the response!

Peace,
Brian

 I have used Fotomoto and have to say I was not impressed at all by the service mainly by the 30 day wait to get paid that when you ask why after 30 days your money is still pending and are directed to read the small print it can actually be 37days as they only process payments on a Friday. 

Additionally they charge 15% ( the other service I use makes no charge as they make a mark up on the print sales.) Add to that the numerous other restrictions of how much you can charge and the usual 5+% hit from paypal and you are left just short of 25% down on a sale. 

Don’t use them they charge to much there are other, better services out there. 

thanks for stopping by…the comment isn’t off-topic at all.  It points to some of the real difficulties facing IT today.  

You are correct that better requirements (more thorough, etc) are the key to better delivery…but the act of creating ‘better’ requirements can be seen by non-IT folks as the IT group dragging their feet and ‘over-thinking’ things.  To get past this requires communicating our actions, why we are doing what we are doing, etc.  

That’s the kicker…in trying to deliver value to our clients (via better requirements for better project delivery, etc) we are also driving the stereotype that IT is nothing but paper pushers and feet draggers.

Its the management of the entire process and the ‘soft skills’ that help the rest of IT better understand our value.  

Thanks again!

Your post focuses on measuring the business value of IT at the enterprise
level. I’m a bit off topic, but in my work I’m focused on the project level. From my perspective, the better you execute on the delivery side, the easier time you’ll have
with measurement. Here’s why: in order to deliver a successful project, you need to define solid requirements. The more thorough and insightful the
requirements, the more effective the technology will address the business problem. And at the same
time, the better the requirements, the easier it is to identify and
agree upon metrics that speak to the business problem trying to be solved.

If the requirements are superficial, it is very difficult to have a
successful project and to effectively measure success/failure.
The delivery and the metrics are a function of thorough, insightful and
accurate requirements.
 

Thanks for the comment and links. Great video.

I agree wholeheartedly…those that haven’t embraced the future and change are either out the door are on their way out.  The IT group and CIO roles have always changed…so there’s no reason to believe change won’t continue to occur.

Reminded of a non-IT example of when LOB managers with P&L responsibility FAIL: When they focus on only one aspect of their job (like managing and executing against a budget that may not work). Successful managers build risk & failure into the budget and introduce the “new” as a way to create upside and x-factor.

This is no different for the CIO: Outsource non-critical workloads; Focus teams on orchestration, management and customer service; Prioritize innovating for business advantage.

All CIOs aren’t cut out for this. All organization’s won’t need this approach. But this will define the next generation of CIOs. –Paul Calento http://bit.ly/paul_calento

http://www.enterprisecioforum.com/en/blogs/christian/are-we-experiencing-cio-overhaul

http://youtu.be/S4fi7LgaR_I