In this #AIIM14 sneak peek, Tony Peleska provides an outline that has helped him succeed in various project implementations.
Anthony (Tony) Peleska, CIO, Minnesota Housing Finance Agency, is a recognized technology leader known for his futuristic strategic vision to achieve business goals. Tony has more than 15 years of business-oriented technology experience in the legal, banking, and financial service industries. Tony has built a responsive IT organization that consistently delivers, making Minnesota Housing the premiere Housing Finance Agency in the United States. Tony also provides leadership and insight by serving on a variety of boards, councils and leadership organizations; including for AIIM.
As the CIO at Minnesota Housing Finance Agency I have seen many projects successes and failures. I have even championed projects myself that have failed. What I have learned over the years is that the organizational structure and portfolio management is critical, alignment to the mission and vision of the organization must be communicated, and understanding that projects are strategic investments must be understood at all levels of the organization. There is no true recipe for success and every organization is different, but there are a few things to be aware of to help get that project off the ground and be successful.
1.) Understand that being a healthy functional organization is very important
a. Are there clear communication channels, do people work well with each other, does management value staff
b. Understand the difference between a smart organization and a healthy organization
2.) Create the Information Technology Business Partnerships
a. Formalize relationships across the organization
b. IT must be viewed as a trusted partner throughout the organization
3.) Develop or create an Information Technology Roadmap
a. Create a roadmap that integrates all projects and requests of the organization
b. Maintain realistic goals
c. Publish and evangelize the project and roadmap
4.) Manage projects as strategic investments for strategic alignment
a. All project should
i. Increase top-line revenu
ii. Create bottom-line savings
iii. Mitigate risk
b. All other value driven projects should be managed very closely toward a common goal with very clear communication to values and mission
5.) Create a framework and process to manage your projects
a. Create a Business Technology Investment Committee
b. Have a framework that manages requests and allows all people to have a voice
c. Publish and communicate the process to the organization
6.) Try and keep it simple
a. Don’t make processes that are hard to follow
b. Have staff that are ready to help
c. Communicate, over communicate, and over communicate again
Overall, following these principles have helped my organization transition from a smart organization to a healthy organization. People feel that their voices are been heard, communication is clear, and we are managing to results. Please come to my session to learn more about how to get your project off the ground.
I'm not in a Position to Make that Decision
April 3 from 2:00 to 2:30 PM
You've got to ace the "why" question! Whether it's a document capture & recognition project or another initiative to automate processes, you must learn to reframe the value proposition in quantifiable business terms. Join Tony Peleska, Chief Information Officer at Minnesota Housing Finance Agency, as he shares winning talking points that will make each of your stakeholders care.
Check out all of the sessions in the "ENGAGE" track.
#government #AIIM14 #businesscase #AIIM2014 #implementation