Jennifer Londoff- CIO

  1. “Remaining compliant with data has always been a concern for organizations, and a headache for IT,” states Doug Bordonaro, chief data evangelist at ThoughtSpot, a business intelligence and data analytics provider. “While that remains true in today’s world, the underlying drivers have changed.

    “Previously, most compliance initiatives were driven by national legislation like HIPAA and SOX and rooted in security concerns around hardware and software,” he explains. “Today, however, enterprises must manage, govern and ensure compliance for the overwhelming amount of data they produce, especially in the face of global legislation like GDPR, rather than national regulations.”

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  2. Customer relationship management (CRM) solutions continue to evolve, with established vendors releasing new features and functionality (cloud, mobile, AI) — and new vendors entering the market. As a result, whether you are looking for an enterprise solution or one tailored for small or midsize businesses, need a solution designed for a mobile, decentralized workforce, or want something industry-specific, there is a CRM for you.

    But with such a wide (and evolving) range of CRM solutions to choose from, how do you determine which CRM suite is right for your organization? And, more importantly, how do you then get business users to make the most of the software?

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  3. Today’s IT executives have more choices than ever when choosing an enterprise resource planning (ERP) solution. From on-premises systems to cloud-based software-as-a-service to industry-based solutions, there is a dazzling array. And decision makers can feel overwhelmed when trying to determine which features and functions are the most important.

    So reached out to dozens of ERP experts, for advice on how to navigate this complex landscape. Specifically, we asked them to identify the biggest mistakes they see executives make when choosing, deploying or implementing an ERP system — as well as for suggestions as to how organizations can avoid making potentially costly errors.

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  4. Just because someone has the title of project manager doesn't mean he or she knows how to effectively manage projects, as many CIOs and other IT executives have learned the hard way.

    To be an effective project manager, one who can keep projects and the team on track, takes more than technical know-how. It also requires a number of non-technical skills, and it is these softer skills that often determine whether a project manager — and the project — will be a success.

  5. One of the most difficult aspects of project management is setting and then managing expectations of both clients and stakeholders. While creating a timeline and defining the scope of a project upfront is helpful, if the expectations are unrealistic, the schedule and budget can easily blow up.

    What can project managers do to help ensure that all parties are on the same page and that projects hew closely to deadlines and budgets? Following are eight suggestions. 

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