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Kevin Drinkwater

 “Stop blaming the Software , Corporate Profiling for IT Project Success”

Sarah Jane Runge - Stop Blaming the SoftwareA must read for from CEOs down on how to prevent IT project disasters in their organizations.
Runge’s common sense business-oriented approach demystifies and clarifies how corporate profiling can ensure the success of your next IT project.

Mainfreight has specialized in taking over businesses in distress, and time and again I have witnessed how poor IT systems purchases and implementations helped bring them to their knees. Had the principles and practices espoused in “Stop Blaming the Software” been heeded before embarking on their IT projects, I am certain they would not have been up for sale.

This books sets a pathway that will enable you to ensure your IT project investments deliver to your expectations.

 Kevin Drinkwater, CIO, Mainfreight
Robert K. O'Connor
Senior Manager, Strategic Programs, Corporate Supply Chain Operations

 “Stop blaming the Software , Corporate Profiling for Project Success”

Sarah Jane Runge - Stop Blaming the SoftwareSuperb reading! Corporate Profiling reduces project risk to ensure you don’t become the next scapegoat for an IT project failure.

All business professionals will benefit from “Stop Blaming the Software” by following the core principles of corporate profiling.

With Runge’s insightful, actionable and brilliantly explained breakthrough methodology, I was delighted to discover why and how the all important topic of IT project failures needs to be managed from a business perspective.


 Robert K. O’Connor, Senior Manager, Strategic Programs, Corporate Supply Chain Operations
Tom Graves
Tetradian Pty Ltd
Principal Consultant
Tom Graves Tetradian - enterprise ARchitecture AustraliaOConect is the first enterprise-architecture toolset that I have seen that is specifically designed to tackle the issues that a whole-enterprise architecture will most need to address. These include the links between strategy and execution; the relationships between all elements of the architecture and the respective business-owners of those elements, the balance between automated and both formal and informal people-based processes; the full set of stakeholders for a given change-project, both inside and beyond the organisation; and the probable participants and their respective responsibilities who would needed to be engaged in any architecture conversation. Even in its current beta-release form, it would seem to already be useful in many organisations, to address high-level concerns about how everything would best work together across the entire enterprise.
Disclaimer: The above notes were derived from conversations with the developers, and a demonstration of an early beta version of the toolset.  I have no formal business-relationship with OConect formally known as Orgarchitecture.
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