Performance Improvement: The IT-Business Gap—Another Root Cause
Geary Rummler and Alan Ramias can recount numerous experiences in their work as consultants where IT projects have gone disastrously awry, costing organizations untold amounts of time and money. This month, the disaster examples they cite have one common thread—a lack of Management oversight of IT projects. Their advice on prevention tactics is must reading for Senior Managers involved in such projects.
Geary Rummler
Geary Rummler is the founder and chairman of the Performance Design Lab, a Tucson-based research and consulting firm specializing in the design of performance systems for organizations in the United States and abroad. His clients have included Motorola, Ford, General Motors, Hewlett-Packard, Citibank, and Sun Microsystems. He received his MBA and Ph.D. from the University of Michigan. Geary is co-author of Training: Handbook for Professionals (1988 with G. S. Odiorne) and Improving Performance: Managing the White Space on the Organization Chart (1990, 1995, with A. P. Brache). In 2004, he published Serious Performance Consulting According to Rummler. He has published a variety of books and articles that have appeared in numerous professional and management journals and handbooks.
Latest posts by Geary Rummler (see all)
- Performance Improvement: A Framework for Defining and Designing the Structure of Work, Part 2 - September 2, 2008
- Performance Improvement: A Framework for Designing the Structure of Work - April 1, 2008
- Performance Improvement: The IT-Business Gap—Another Root Cause - December 4, 2007
- Managing Performance: IT Disasters—A Root Caus - July 3, 2007
- Managing Performance - February 6, 2007
