CIO Dashboard

Project and Program Management

The Ultimate High Performing Teams

November 8, 2010
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Print PDF Last week was a big one for me and for Diamond.  It marked the beginning of a new chapter for both as we joined forces with PwC.  Much remains to be seen as with any new adventure, but it promises to be a high performing combination for our clients. The week was filled with events geared to bring the two companies together to get to know one another, both as individuals and as ...

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Inside the Huddle: Connecting Strategy with Execution

July 23, 2010
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Co-authored with John Sviokla

We’ve hit the point in the summer when football training camps are almost upon us—one of our favorite times of the year. Football, in our opinion, more than other American sports, exemplifies the three dynamics we at Diamond use in assessing a company’s “Digital IQ”—Strategy, Mobilization, and Execution…...

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Is Your Troubled Project Jumping the Shark?

July 6, 2010
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Print PDF John Sviokla examines Google’s acquisition of travel information company ITA in his post Friday and wonders if they might be taking their eyes off the ball.  He stops short of saying Google’s “jumping the shark” with this move, but in view of the growth of Facebook and even LinkedIn, it’s still an interesting question. References to “jumping the shark” have been coming out of nowhere lately to this term that refers to the ...

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The 9 Best Project Management Techniques You’re Not Using

June 17, 2010
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Print PDF Co-authored with Paul Tenuta We are spending a lot of time lately helping companies think about the “reasons behind the reasons” that projects succeed or fail.  Just measuring scope, schedule and budget just doesn’t cut it.  Here are 9 of the best project management techniques that you should consider adding to your management toolkit that dig deeper into the people, behaviors and decision-making that makes or breaks projects. Survey your business and IT ...

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Behavioral Economics and Project Failure

May 17, 2010
Shopping Trauma by Elsie Esq
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Print PDF Over the last month, I have had three conversations that have dealt with large projects in various states of failure: A large financial services firm is several years, several attempts and $100M into a core transaction processing system replacement and is considering another $50-100M investment “to get it done this time” Three industry competitors are collaborating on a highly profitable on-line marketplace to bypass a popular intermediary, but one of them is trying ...

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