“ In several IT organizations I’ve worked prioritizing IT work often takes some of the following characteristics. Capacity is completely consumed by large-scale transformation initiatives. Other work is often prioritized by whoever has the right connections with the CIO, or is able to yell the loudest. Maintenance, business as usual, and other business and technology related operational issues are either completely ignored/delayed, or completed under the radar with as little oversight as possible. Investment and training is either completely off the books, or rarely done. Sometimes, leadership tries to put a better system in place to help them prioritize these various internal/external demands. Often these systems comprise of complex prioritization mechanisms/frameworks where various attributes of a project (e.g. business impact, complexity, etc.) are used to force rank different projects against each other to come up with what the next piece of work should be. Clever customers quickly learn how to game the system, and pretty soon every project comes through as the one needing to be done next.
Agile consulting: Managing Your IT Portfolio Through Capacity Allocation
Agile consulting: Managing Your IT Portfolio Through Capacity Allocation
