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  • Casual Articles - Follow the Leader: Who Should Be Leading Your Project: Business or IT?

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    nerally deferred to the IT department without a second thought. Much as switching your firm’s accountants from Number 2 to Number 3 pencils should not require
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    When a well intentioned project has failed or hit a few bumps in the road, one of the oft-cited reasons for the failure is leadership. There are thousands of books on leadership and what makes great or poor leaders, all penned by someone smarter than I, so rather than investigate what kind of leader should be captaining your ship, let’s investigate which internal organization should be leading your projects.

    There is clearly a good case to be made that many projects should be led by your company’s IT organization. Things like software upgrades, enhancements or optimizations to existing IT systems and the like are generally deferred to the IT department without a second thought. Much as switching your firm’s accountants from Number 2 to Number 3 pencils should not require m

    Leading Change - A Manifesto for Change
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    ooks on leadership and what makes great or poor leaders, all penned by someone smarter than I, so rather than investigate what kind of leader should be captaining your ship, let’s investigate which internal organization should be leading your projects.

    There is clearly a good case to be made that many projects should be led by your company’s IT organization. Things like software upgrades, enhancements or optimizations to existing IT systems and the like are generally deferred to the IT department without a second thought. Much as switching your firm’s accountants from Number 2 to Number 3 pencils should not require

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    ing your ship, let’s investigate which internal organization should be leading your projects.

    There is clearly a good case to be made that many projects should be led by your company’s IT organization. Things like software upgrades, enhancements or optimizations to existing IT systems and the like are generally deferred to the IT department without a second thought. Much as switching your firm’s accountants from Number 2 to Number 3 pencils should not require

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    ojects should be led by your company’s IT organization. Things like software upgrades, enhancements or optimizations to existing IT systems and the like are generally deferred to the IT department without a second thought. Much as switching your firm’s accountants from Number 2 to Number 3 pencils should not require
    Succeed In Business By Watching Movies
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    nerally deferred to the IT department without a second thought. Much as switching your firm’s accountants from Number 2 to Number 3 pencils should not require much input from the larger organization, there are a percentage of projects that can and should remain completely within the IT organization of most companies.

    Where many organizations make a mistake is in assuming that anything involving IT should be managed by the IT department. A perfect example is Enterprise Resource Planning or Customer Relationship Management applications. A company writes a large check to a software company to purchase these applications, and therefore assumes they have bought a piece of software that should be managed and installed by IT. This assumption is nearly always wrong, and oft

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