What's New?

Jessica Keyes discusses high-level security threats and vulnerabilities of mobile devices in BYOD. She also applies the Balanced Scorecard to measure BYOD effectiveness.

Also in this Issue: Wullianallur Raghupathi and Viju Raghupathi explain big data analytics architectures, frameworks, and tools. Nancy Settle-Murphy on not playing favorites to strengthen teams.

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IT Performance Improvement (ITPI) is where IT professionals share their expertise in making IT organizations and people perform better. ITPI covers such topics as:

Editorial Calendar 2014-2015

August: Storage
September: Project Management
October: Program Management
November: Securing the Cloud
December: Trends in 2015
January: Agile

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SharePoint Technology Confernce in Boston September 16-19, 2014

Big Data TechCon in San Francisco on October 27-29, 2014

AnDevCon on November 18-21 in San Francisco

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The Software Process and Measurement Cast 292 features an interview with Dr. Ginger Levin, who discusses her book Implementing Program Management: Templates and Forms. Dr Levin and her co-author Allen Green wrote their go-to reference for program practitioners, colleges, universities, and those sitting for the PgMP. Dr. Levin provides great advice for program managers who are interested in consistently delivering value to their clients.

The Software Process and Measurement Cast (SPaMCAST) # 280 features an interview with Mark C. Bojeun, author of Program Management Leadership: Creating Successful Team Dynamics. Mark makes a very strong case that project and program managers can impact team culture and dynamics. The team's culture is directly linked to productivity, quality and morale.

The Software Process and Measurement (SPaM) Cast 281 features features an essay on value chain mapping. It also features Kim Pries's "Software Sensie" column.

Blogs We're Reading

Jack Ferraro. My Project Advisor. Guidance for Project Leaders and Managers

Jamal Moustafaev. Think Tank Consulting. Musings on Requirements and Scope Management

Samir Penkar. The Future of Project Management. People, Trends, and Ideas on Project Management

Anthony Rhem. The Knowledge Management Depot. Active thought leadership in knowledge management.

Jon Quigley. Value Transformations. Taming processes that have gone wild.

Greg Schulz. Greg's StorageIO Blog. Covering the latest trends the storage industry.

J. LeRoy Ward. WardWired. Project management excellence, as well as a business travelog.

Richard Maltzman and David Shirley. Earth PM. At the intersection of green and project management.

Preston de Guise. The NetWorker Blogger. Commentary by a long-term networking consultant and back-up theorist.


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Contact John Wyzalek editor of IT Performance Improvement.



Using Balanced Scorecard To Measure BYOD Effectiveness

Jessica Keyes

From an organizational perspective, the concepts of performance management are very much the base that supports the balanced scorecard framework. Indeed, the balanced scorecard approach becomes very understandable when one realizes that, instead of being a radical new approach to performance management and measurement, it merely brings together and organizes tried-and-true performance-enhancing "best practices" that companies have been practicing for decades.

Heralded by the Harvard Business Review as one of the most significant management ideas of the past 75 years, balanced scorecard, has been implemented in companies to both measure and manage the IT effort—and by extension BYOD.

For IT managers, the balanced scorecard is an invaluable tool that permits IT to link to the business side of the organization using a "cause-and-effect" approach. Some have likened the balanced scorecard to a new language, which enables IT and business line managers to think together about what IT can do to support business performance. A beneficial side effect of the use of the balanced scorecard is that, when all measures are reported, one can calculate the strength of relations between the various value drivers. For example, the relationship between BYOD usage and cost levels might infer that the usage of BYOD does not sufficiently contribute to results as expressed by the other (e.g., financial) performance measures.

BYOD: Mobile Devices Threats and Vulnerabilities

Jessica Keyes

Mobile devices typically need to support multiple security objectives. These can be accomplished through a combination of security features built into the mobile devices and additional security controls applied to the mobile devices and other components of the enterprise IT infrastructure. The most common security objectives for mobile devices are as follows:

  • Confidentiality—Ensure that transmitted and stored data cannot be read by unauthorized parties.
  • Integrity—Detect any intentional or unintentional changes to transmitted and stored data.
  • Availability—Ensure that users can access resources using mobile devices whenever needed.

To achieve these objectives, mobile devices should be secured against a variety of threats. Mobile devices often need additional protection because their nature generally places them at higher exposure to threats than other client devices (e.g., desktop and laptop devices only used within the organization's facilities and on the organization's networks). Before designing and deploying mobile device solutions, organizations should develop system threat models for the mobile devices and the resources that are accessed through the mobile devices. Threat modeling involves identifying resources of interest and the feasible threats, vulnerabilities, and security controls related to these resources, quantifying the likelihood of successful attacks and their impacts, and finally analyzing this information to determine where security controls need to be improved or added. Threat modeling helps organizations to identify security requirements and to design the mobile device solution to incorporate the controls needed to meet the security requirements. The major security concerns for these technologies that would be included in most mobile device threat models are discussed below.

Also new this issue:

Big Data Analytics Architectures, Frameworks, and Tools

Wullianallur Raghupathi and Viju Raghupathi

Like big data, the analytics associated with big data is also described by three primary characteristics: volume, velocity, and variety (http://www01.ibm.com/software/data/bigdata/). There is no doubt data will continue to be created and collected, continually leading to incredible volume of data. Second, this data is being accumulated at a rapid pace, and in real time. This is indicative of velocity. Third, gone are the days of data being collected in standard quantitative formats and stored in spreadsheets or relational databases. Increasingly, the data is in multimedia format and unstructured. This is the variety characteristic. Considering volume, velocity, and variety, the analytics techniques have also evolved to accommodate these characteristics to scale up to the complex and sophisticated analytics needed (Russom, 2011; Zikopoulos et al., 2013). Some practitioners and researchers have introduced a fourth characteristic: veracity (Ohlhorst, 2012). The implication of this is data assurance. That is, both the data and the analytics and outcomes are error-free and credible.

Simultaneously, the architectures and platforms, algorithms, methodologies, and tools have also scaled up in granularity and performance to match the demands of big data (Ferguson, 2012; Zikopoulos et al., 2012). For example, big data analytics is executed in distributed processing across several servers (nodes) to utilize the paradigm of parallel computing and a divide and process approach. It is evident that the analytics tools for structured and unstructured big data are very different from the traditional business intelligence (BI) tools. The architectures and tools for big data analytics have to necessarily be of industrial strength. Likewise, the models and techniques such as data mining and statistical approaches, algorithms, visualization techniques, etc., have to be mindful of the characteristics of big data analytics. For example, the National Oceanic and Atmospheric Administration (NOAA) uses big data analytics to assist with climate, ecosystem, and environment, weather forecasting and pattern analysis, and commercial translational applications. NASA engages big data analytics for aeronautical and other types of research (Ohlhorst, 2012). Pharmaceutical companies are using big data analytics for drug discovery, analysis of clinical trial data, side effects and reactions, etc. Banking companies are utilizing big data analytics for investments, loans, customer demographics, etc. Insurance and healthcare provider and media companies are other big data analytics industries.

Articles from Past Issues
Click here for the complete archive of articles.

IT Infrastructure

Evolving Open Source License Management Processes

Why Green Works for Device Purchases

Mobile Security Issues

Effective Physical Security of a Mobile Device

Security for the Enterprise Mobile Device Life Cycle

Evolution of Mobile Threats

Licensing Cloud Resources and Services

Securing Storage

Data Protection: Setting the Right Objectives

Project Management

Reducing Change on Projects

Creativity and Project Management

Project Management Methodology in the Smaller PMO

The Power of Project Team Members

Cultural Communication Issues and Project E-Leadership

Program Management Processes and the PMO

An Effective Process-Based Management Approach: A Case Study

Case Study: Transparency during New Product Development Program

Interview with a Program Manager: Krissy Wolle


A Guide to Sizing and Estimating Projects

Understanding Your Organization's Best Software Development Practices

Achieving Business Objectives: Building a Software Metrics Support Structure

Connecting Improvement with Business Objectives: Objective-Driven Process Improvement

Process Improvement

Too Many Metrics and Not Enough Data

A Framework for Measuring the Value of Software Development

Using Measurement to Identify Improved IT Performance

IT Management

Big Data and Business Analytics

Introduction to the Big Data Era

Big Data Building Blocks to Decision Support

Mining and Analytics in E-Commerce

Healthcare BYOD: What Can Go Wrong?

The Need for a Common Vision

Why Business Analytics?

Process and Productivity

Measuring the Effects of Process Improvement on Performance

How to Manage Performance: Kaplan and Norton's Balanced Scorecard

Lean Thinking

What Are Lean, a Lean and Agile Organization, and Lean and Agile IT?

IT Value Streams and Cultural Silos

Lean IT in a Hospital

Learn What to Improve and Why


Improving IT Performance with
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July 10, 2014. Gary Cokins. Top Trends in Enterprise Performance Management EPM Methods

July 16, 2014. Steve Weissman. Why ROI and TCO Stink as Measures of System Value

July 17, 2014. Jamison Manion. A Systemic Methodology for Managing Human Capital to Ensure Your Projects Succeed

July 22, 2014. Frank Wander. How to Build a High Performing Culture by Design

July 23, 2014. Christof Ebert. Global Software and IT Lessons from Industry

July 24, 2014. Ricki Henry. Hashtag Project Communication The Use of Social Media in Project Management

July 29, 2014. Elaine Law. What is Lean Coffee and How Can I Work it in as a Project Manager


Improving Your Own IT Performance
Articles by Nancy Settle-Murphy

Stop Playing Favorites for a Stronger Virtual Team
Most sports coaches say that one of the hardest parts of their job is to coax the best from each player. But when some players are bigger, stronger or faster than their teammates, leveling the playing field becomes a lot tougher. When the pressure is on, it's tempting to put your best players on the field. After all, they won't need the kind of energy and attention from you that your less physically gifted players will require. And your chances of winning are much better if your star performers are front and center. More...

The Real Costs of Persistent Multitasking: Nine Tips to Minimize Damage
Sometimes I feel like I'm the only one who can't concentrate when people around me tap away on their tablets as though no one else at the meeting notices. Do these people even realize how distracting and disrespectful their behavior can be? Or do they just not notice or care? Or maybe I just don't get that multitasking is a requirement for some people to manage their increasingly busy lives, and I should cut them some slack. (Or maybe the people furiously typing into their devices are taking notes or looking up some vital information on the web. Highly doubtful, but possible.) More...

Eight Steps for Facilitating Constructive Conflict, Virtually
Your team is under pressure to make a decision that will make or break your big project. You are shocked when all of your colleagues agree to what you believe will be a disastrous decision. When you regain your powers of speech, everyone is waiting for you to weigh in. (Thankfully, no one can read your body language, since everyone has dialed in for this meeting.) Do you dare voice an opposing opinion at this point, or do you just sigh and let it go, hoping that people will eventually see the light before too much damage can be done? More...

Galvanize Global Virtual Teams with Clear Operating Principles

The best way to get a new team out of starting gate is to pull everyone into one room for a few days to carve out goals, hammer out differences, develop team norms, and agree on deliverables, schedules and roles. Investing in this process allows a team to get through the ?storming? phase quickly. More...

Tips for Picking the Best Tech Tools for Your Next Virtual Meeting

With so many ways to connect virtually, you'd think we'd all be experts by now. In fact, the opposite may be true: Because we have so many choices, finding the best combination of virtual collaboration tools has actually become tougher. And even when we are convinced we've chosen wisely, participants inevitably show up unprepared or unable to make the needed connections easily and quickly. More...

When It Comes to Giving, Little Things Mean a Lot
This is the time of year when we turn our thoughts to giving. But for many of us, that?s where we stop. Just because we have noble intentions, it doesn?t mean we automatically get more time in our busy days to be generous to others, when we?re barely keeping our heads above water ourselves. More...

Turning Around a Truly Terrible Team: Lessons from the 2013 Red Sox

Few teams ever make the leap from the truly awful—sloppy, apathetic, unfocused and disconnected—to the sublime, where members achieve an absolutely stunning performance that leaves everyone else to scratch their heads and ask:"How on earth?" More...

To Keep People Focused, Insist That They Multitask
Are you put off when people tune out during your virtual meetings? I know I am! After all, my clients hire me to run virtual meetings that keep people focused and on track. (And I teach this effective virtual meeting stuff, too!) So when people drift away during my meetings, I realize I need to take a good long look in the mirror to find the true source of the problem. More...

From Jaded to Jazzed: Quick Tips for Sustaining Happy, Healthy Virtual Teams
Have you ever been part of a team where you're inspired and energized by your work, really enjoy the people, feel like you're making some great contributions, and have meaningful opportunities to learn and grow? If you're lucky, maybe it's been once or twice.If you work virtually, attaining this kind of "team nirvana" is even harder. More...

How to Prevent "Unfair" Decisions from Tearing Teams Apart

In the midst of collaborating on a new workshop series to help virtual teams make better decisions, my colleague Sharon Marie May and I had a 'eureka!' moment. Regardless of how rigorous the analysis or relevant the data, if people perceive that a decision was made unfairly, they won't buy into it. This is especially true for virtual teams, who often must make decisions based on partial information and have few opportunities to gather the needed data, validate assumptions or correct misperceptions. More...

Speaking the Truth Is Not Always Easy in a Virtual World
Authentic communication, where we bravely seek and speak the truth, is hard enough when we sit across the table, looking into each other's eyes. In a world where we have no such visual cues to go by, it's far harder to decode what's really being said, what's not being said, and what's behind the words, or silence. More...

Nine Hidden Assumptions that Kill Virtual Collaboration
Why do companies like Best Buy and Yahoo invest so much in creating a flexible work environment in the first place, if they're so willing to discard it later? Bottom line: Many senior leaders just don't trust the concept enough to regard a virtual workplace as an essential component of running their business. And when the virtual workplace concept is seen as expendable, it becomes much easier to dismantle when times get tough. More...

A Line in the Sand Jumpstarts a Virtual Team
with David Kershaw
Virtual teams are hard to see. That's why the boundaries that define the scope, accountabilities, roles, reporting relationships, tasks and deliverables can be pretty tough to grasp. That is, if they exist at all. Why? Some teams simply assume that everyone has a shared understanding of the big picture. If that's true, the thinking goes, then no need to waste time discussing something that goes without saying. More...

A Simple Storyboard Commands Attention and Get Results (Virtually)
with Sheryl Lindsell-Roberts
You're in the process of designing your presentation and creating your meeting agenda. Since you will be leading the meeting from a conference room with several of the senior leaders, with others participating from various locations, you know that a critical success factor will be keeping everyone absorbed, engaged and enthusiastically participating in a productive dialogue. Following are practical approaches for presenting important recommendations that grab and keep peoples' attention, wherever they are. More...

Cultivating Trust from Afar
Today's astonishing economic situation affects virtually every working individual around the globe. As organizations are forced to make drastic cuts and other difficult changes to remain viable, the need for competent, credible, trustworthy leaders has never been greater. More...

How “24x7 Connectivity” Prevents Real Connections
I see more people—colleagues, family and friend—abandon in-person interaction in favor of electronic communications. While it might be more efficient, expedient and less “messy” at times, I am concerned about what this trend will mean to our inclination and ability to have the kind of conversations that foster deep connections. More...

The Keys to Intergenerational Harmony
With multiple generations working side by side for several years now, much has been written about the key differences that affect the ability of multigenerational teams to collaborate successfully. Some organizations have taken this advice to heart and work to consciously reflect these differences when it comes to selecting and cultivating teams. More...

About the Author

Nancy Settle-Murphy, Guided Insights founder and principal consultant, draws on an eclectic and varied combination of skills and expertise. She wears many hats—depending on the challenges she is helping clients to solve. She acts as meeting facilitator, virtual collaboration coach, change management leader, workshop designer, cross-cultural trainer, communications strategist and organizational development consultant.