Nothing is more important to a project’s success than buy-in from key stakeholders, so it’s particularly exasperating when an IT project aimed at saving the company money meets with resistance from IT and business constituents alike.
Savvy IT leaders know how to work through these political bottlenecks. Here’s how two managed to break through organizational inertia to make their projects succeed. Their stories — one from a decade ago and one from today — show that challenges may change, but good leadership is a constant.
Driving Asset Management
To help provide greater visibility into its IT spending, the finance and controller’s office of VW Credit Inc. asked Harry Rabenhorst in January 2005 to determine the total cost of ownership for the company’s hardware and software. VW Credit’s IT department in Libertyville, Ill., is responsible for more than 500 software applications, and Rabenhorst is its financial manager. So to nail down the TCO and make the process repeatable, he and other IT executives decided to create an enterprise software asset management program.
At the time, there wasn’t an organizationwide approach to tracking software assets, and there wasn’t reliable data about software depreciation, says Rabenhorst.
Read more at: Computerworld