Fresh Links Sundae – May 25, 2014 Edition

Fresh Links Sundae encapsulates information I have come across during the past week. Often they are from the people whose work I admire or resonate with me. I hope you will find these ideas thought-provoking at the minimum. Even better, I hope these ideas will, over time, help my fellow IT pros make better decisions, be awesome, and kick ass!

For organizations that want to run IT as a business, how should IT price its services and charge its internal customers? Bob Lewis discusses the three broad cost categories for invoicing. Chargebacks – tips and techniques (IS Survivor Publishing)

The value of data in business is a popular discussion these days. For managers who want to learn more about how information is being captured, quantified, and used to make business decisions, Walter Frick has a reading list to get those managers started. An Introduction to Data-Driven Decisions for Managers Who Don’t Like Math (Harvard Business Review)

IT has a critical mission of helping business drive success; therefore, the business needs to share responsibility for IT investments and projects as well. Pearl Zhu recommends how CIOs and CFOs can build a strong relationship for IT governance effectiveness and efficiency. CIO-CFO Collaboration for IT Governance (Future of CIO)

With Agile, many organizations have a heavy focus on value generation. While value generation is important, Glen Alleman cautions that focusing on value in the absence of focusing on cost of that value can be a going-out-of-business strategy. To Stay In Business You Need to Know Both Value and Cost (Herding Cats)

Many organizations experience a common pitfall in implementing ITSM – they were investing effort in creating and maintaining configuration information but getting little or no value from their investment. Stuart Rance suggests a list of improvements that every organization should consider. What’s the Point of Configuration Management? (SysAid Blog)

Dan Kane has found that usually the most overlooked part of organizational change is that of consequences and rewards. He believes that every successful process/organizational change does three things thoroughly and well. The Big 3 Questions of Consequence (Hazy ITSM)

Courtney Nash believes that we might have reached a point in software development where we can no longer understand, see, or control all the parts because they are increasingly complex and distributed. She also has some recommendations on what we can do to develop and manage systems with an enormous degree of sophistication and complexity. Everything is distributed (O’Reilly Radar)

Many of us take on the challenge of making changes and find the changes can be both time-consuming and hard to do. Marshall Goldsmith recommends that having the courage to face the truth up front when setting goals can help us stick to the plan. The Five Reasons We Give Up (Marshall Goldsmith Personal Blog)