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Costello T.,UpStreme | Prohaska B.,West Pharmaceutical Services
IT Professional | Year: 2013

This article examines the key technology trends and strategies facing CIOs for 2013, including mobility & BYOD, the personal cloud (BYOC), mobile apps (HTML5), Big Data, social media, corporate app stores, in-memory computing, actionable analytics, hybrid IT (the public cloud), and video and voice telepresence. © 1999-2012 IEEE.


Costello T.,UpStreme
IT Professional | Year: 2013

This article briefly outlines the four significant stages of a vendor management program (strategic fit, selection and contract, execution, and renewal), along with useful components and recommended actions for each stage. In addition to tactical steps, critical strategic theory and best practices are outlined. Organizations can use this article for assessing the state of their existing vendor program, as well as incremental steps for overall program improvement. © 1999-2012 IEEE.


Costello T.,UpStreme
IT Professional | Year: 2012

CIOs, when asked if they're prepared for a pandemic, pull out their disaster recovery (DR) plan. Unfortunately, most CIOs have DR documents that are not connected or aligned with their organizations Business Continuity Plan (BCP), if one exists, at all. Furthermore, CIOs are rarely involved in constructing or maintaining their organization's business continuity plan (BCP). What's the difference between a DR plan and BCP, and what role should CIOs play in their development? © 2012 IEEE.


Costello T.,UpStreme
IT Professional | Year: 2012

This article explores the RACI responsibility matrix. By properly using, enforcing, and implementing RACI across business and IT, project leaders and CIOs can better execute and manage the performance and outcomes of tasks and projects across the enterprise. © 2006 IEEE.


Costello T.,UpStreme
IT Professional | Year: 2014

Most CIOs involved in manufacturing produce high quantities of a variety of designs, with some amount of customization for special customers. Shipbuilding and mega-yacht construction is on the other end of that spectrum - where production of a single unit is measured in years, only one or two units are being produced at any given time, and repetition is limited. In exploring the technology challenges faced by the shipbuilding industry, Tom Costello learns a few lessons of value for CIOs in other industries as well. © 2014 IEEE.


Costello T.,UpStreme
IT Professional | Year: 2011

As end users continue their drive for approval to use personal iPhones, iPads, and Androids in the workplace, the question (or opportunity) arises regarding a future IT environment that has no IT-owned or acquired hardware. This article outlines the convergence of the availability of these devices, cloud computing, and user demand to paint a picture of the risks and opportunities to create a hardware-free IT enterprise. © 2006 IEEE.


Costello T.,UpStreme
IT Professional | Year: 2011

Lean principles have offered various opportunities for organizations to optimize their operations, including IT. Lean focuses on processes in an organization that add value for which a customer will pay and advocates removing all extraneous processes that do not directly contribute to that value stream. Lean requires having the organization make a broad commitment to the collection of tools, methods, approaches, and cultural change to adopt better habits for the long term. Lean looks at core processes that add value for the customer, so IT applications, data, and infrastructure invariably touch or drive those business processes. Some IT shops have even been visionary enough to create change management teams and have been rewarded with higher success rates on IT projects. Some aspects of lean include structure, systems, skills, style, and symbols.


Costello T.,UpStreme
IT Professional | Year: 2010

As organizations continue to turn to IT to define and improve the value of IT to the mission, the Innovation Value Institute's IT Capability Maturity Framework (IT-CMF) should be considered. This model examines far more than IT's technical readiness by evaluating and measuring IT's ability to support the business as well as determine how well IT runs as a business. The IT-CMF considers differences in industry type and mission, thereby avoiding the "one size fits all" or "perfect is best" syndrome of other capability models. Well funded, well organized, and supported by top players in the IT industry, the IT-CMF shows all signs of being the industry standard for IT readiness and maturity measurement and improvement. © 2006 IEEE.


Costello T.,UpStreme
IT Professional | Year: 2010

CIOs of the future have to do more than react to change: they need to become more efficient at connecting themselves to the source of change and managing it for tangible business improvement. This article outlines seven steps CIOs can follow potentially drive their careers to a strategic role. The initial four steps outline a process to better locate and manage change in their organization. If done well, an additional three steps provide a path for CIOs to pursue (and promote themselves) toward a new "strategic business planning" role that will benefit their current organization and their own long-term career plans. © 2010 IEEE.


Costello T.,UpStreme
IT Professional | Year: 2012

Most organizations do a poor job of executing application projects, because IT focuses on the mechanics (time, budget) of a project. However, the “value” of the application is the key metric and the responsibility of the business. Task ownership throughout an application's life cycle requires educating and involving the business sponsors and project leads. This CIO Corner focuses on using the RACI model to define ownership and hand-offs through an application's lifecycle, and it includes a questionnaire to identify areas for improving an organization's portfolio management. © 1999-2012 IEEE.

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