System and mindset reset, part 4

Managing an IT project effectively without full and enthusiastic CIO support is near impossible. Yet, we need to think the unthinkable and consider a future where CIO as a role and ICT department as a function no longer exist.  
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System and mindset reset, part 3

Even though I’m probably digging my own grave here, I believe that we need to unlearn decades of project management training and methodology to work more effectively in future. This doesn’t simply mean that we need to embrace agile project management methodologies.  
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Mergers & Acquisitions: Success is a choice

The majority of Mergers and Acquisitions fail to achieve their targets. According to KPMG (2015), 83 percent of the mergers did not boost shareholder returns. In the same study, KPMG emphasizes the importance of planning and execution of integration in ensuring a successful merger or acquisition. Midagon has helped dozens of companies in planning and implementing M&A integrations.
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System and mindset reset, part 2

Agile methods, test automation, DevOps, off-the-shelf cloud components and low-code development platforms result in faster and cheaper code and maintenance. Creating an application for a specific purpose and integrating it with the rest of the solution architecture is becoming continuously faster, cheaper and easier.
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Salesforce and the enterprise architecture of the future

Many of our experts have years of experience with Salesforce and CRM overall, however it was a high time to upgrade our understanding with the latest news. Salesforce is the preferred CRM solution for many of our clients, and we’re currently seeing a lot of interest from clients for Salesforce-related initiatives.
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Exceptional management support and project success

For a project to succeed, strong top management support and sponsorship is vital. This is not only our personal experience from various projects and programs, but it is also confirmed by scientific research. Professors Matti Rossi and Kari Smolander recently conducted two meta-analyses on success and failure factors in ERP programs and complex digital transformations at Midagon's request.
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Don’t get lost, map your digital journey easily

As a leader you have a need to improve your business top or bottom line by digital means. However, you may lack practical capabilities to lead the transformation, perhaps due to time or competence constraints. You are also painfully aware of the fact that it is the leadership team that has to approve the focus and scope of a digital intensive change. And a leader knows that a change without a clear enough target will fail. I have faced this target setting dilemma on many levels, from business leadership teams to individual projects. The question is, how you can define the scope of your own digital intensive transformation in an easy way, at the moment of truth?
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Phase gates are evil

The one single phrase I remember best from my first Scaled Agile Framework training was the quote of Dr Alan Ward: “Phase gates are evil”. I found this statement both very funny and incredibly liberating.
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Stop doing stupid things

One of the benefits of agile way of working, and what makes it fundamentally so – well – agile, is eliminating task switching and multi-tasking.
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Evidence based estimation

In traditional project management, the project manager drills down into proposed scope and tries (hopefully with the support of the team) to arrive at reasonably reliable effort estimates.
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How to ensure visibility to management in agile mode

Working in more or less agile way is reality to many project teams. Sometimes the project and especially program portfolio management is the part of the organization that lags behind in this transition to more agile ways of working. A common issue for many of our clients is how to report project status to management when teams are working in agile mode. The management is used to receiving regular status reports.
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