The ball is rolling. Thanks to the appointment of a new director presiding the CRM steering commitee, a person with a CIO profile, we are considering the possibility of a wholistic information-based approach to the ongoing projects. By the end of the summer, a memo is due to decide on a buy-or-build approach - to continue the fragmentaric way, or to consider a wholistic approach focusing on an enterprise-level data architecture.
I will not be authoring the entire memo (some project members will - my role is to be a concerned stakeholder), but I am trying to exert some influence - making sure they do not forget a 'big ticket item', which risks throwing us back where we started. Things can get political: IT would not necessarily like the possible outcome of this strategic exercise, nor would the business programme manager who would have to digest delays and several revisions.
I attracted some visibility with my interventions, the trick now is to make sure that I can deliver good input (and influence) without stepping on too much toes or burning myself on explosive management accounting stuff.
To be continued..
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