The Prinzo Group

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Feb 04 2014

The Prinzo Group Celebrates 10 Year Anniversary

10 yearsThis February, we celebrate an important milestone in The Prinzo Group’s history – our 10 year anniversary. Since our founding in 2004 as Future State Consulting and our five year partnership with Anteo Group, we have remained focused on delivering value to our clients through our strong delivery methodologies and knowledge of enterprise software implementations.

As we reach this important milestone, I would to extend my personal thanks to the long list of clients, partners and supporters that we have worked with over the years. It has been a privilege to work with all of you and I am proud of the fact that we have maintained close relationships with many of our clients as our organizations have evolved.

Sincerely,
Rob Prinzo

Jul 19 2012

Rob Prinzo to Deliver Webinar for Technology Association of Georgia

The Prinzo Group announced today that Rob Prinzo will be delivering a webinar for the Technology Association of Georgia (TAG) on Tue Aug 28 at 11:00 am EDT. The webinar “How to Achieve Project Success: No Wishing Required” is based on the insights uncovered in his book, No Wishing Required: The Business Case for Project Assurance, which reveals his unique methodology designed to overcome the issues faced by enterprise software implementation teams.

The webinar is free to TAG Members and is $20 for non-members. For more information and to register, please visit: http://www.learnitlive.com/class/2493/How-to-Achieve-Project-Success-No-Wishing-Required#.

Jul 17 2012

PMChat Radio Managing Project Risks (July 13, 2012)

This week, we are joined by Joe Lukas, Vice President of PMCentersUSA.  In addition to be a Syracuse Alum and certified PMP, has over 30 years’ experience in project management.  In addition to serving two terms as Chapter President for the Rochester PMI Chapter, won numerous awards for his various writings/publications. Connect with Joe on Twiiter.

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Jul 10 2012

PM Chat Radio: Project Management and Entrepreneurship (July 6, 2012)

This week, we are joined by Hala Saleh, a project excellence passionista with experience working on and managing projects in the software development, consumer electronics, and financial services fields.  Having traveled and worked with teams both in the U.S. as well as abroad, she has developed an open-minded approach to managing projects and leading people.  Hala has obtained her CSM and PMP certifications.

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Jul 03 2012

Developing a Strategy for your Data Governance Initiative

Below is an excerpt from an article that I wrote an article for July edition of IHRIM’s Journal Workforce Solution Review on Developing a Strategy for your Data Governance Initiative”.  To read the full article, please visit: http://www.ihrimpublications.com/

Data. It has been called the lifeblood of an organization, a strategic asset, the Holy Grail. When data is readily available in the proper format and analyzed with the right tools, it can unlock the mysteries of success: customer buying patterns, inefficient process or areas of unknown profitability. It is the promise of the system that you implemented.

Data. It is also been called a source of frustration, a great responsibility and a pain in the neck to manage. When data is not available or available in an un-secure format, it can make you feel like you paid for a Ferrari, but drive a Fiat or leave your greatest assets exposed to thieves and hackers. It is the nightmare that you wake up to every night.

Data. It is a conundrum. Few doubt its importance and power in the information age. According to a CBR survey of 302 Senior IT Business Leaders, over 80% of the organization surveyed view data as a strategic asset. However only 45% of organizations surveyed have a formal data governance strategy. Out of those organizations that have a data governance strategy, compliance and legislation was the top driver, followed by risk management, operational efficiency, revenue optimization and cost control.

These findings are particularly interesting as they depict that the main reason we govern one of our most strategic assists is because of regulatory pressure and risk avoidance, not its strategic value. Just as interesting are the reasons given as to why organizations do not have a formal data governance strategy:

  • Considered too complex
  • Not seen as important by senior management
  • Getting individual department buy-ins
  • Lack of resources
  • Lack of Budget
  • Not seen as important by the IT Department. 1

Just as the case with most systems issues’, the reason above do not reflect technical obstacles, but non-technical roadblocks such as lack of understanding, lack of communication and lack of priority or organizational importance.  Therefore, a major part of establishing a data governance program is to not only define a strategy for your initiative, but also obtain the necessary buy-in to move your plan forward.

Defining a Strategy
As with most systems initiative, developing an implementable plan is a project and challenge in itself. Aim to big and your never get anywhere. However, a plan that only patches the holes in the boat may keep you floating, but brings you no close to your destination. An effective approach is to develop a strategy that consists of several prioritized projects implemented over time.

Building Consensus for Data Governance Strategy
Now that you have a defined a phased data governance strategy, you need to get everybody on the same page about your strategy, secure funding and drive the initiative forward. Building consensus can be tricky as everyone has their own opinions and agenda which may be different from what you are trying to accomplish.

Conclusion
In summary, organizations should approach developing data governance plans as they would for any other enterprise initiative: by analyzing the current environment; categorizing and prioritizing the initiatives across the enterprise and developing a phased and prioritized implementation approach. However, critical to the success of the plan is the ability to address the non-technical factors such as creating awareness, developing a solid business case and communicating the value of the plan to the organization. Without the solid communication strategy to build consensus and move the initiative forward, the intended data governance strategy may never reach its fully implemented potential to go beyond risk and compliance and unlock the strategic value an important organizational asset.

To read the full article, please visit: http://www.ihrimpublications.com/

References

  1. CBR Data Governance Survey 2010. Computer Business Review. January 2011

 

Jun 15 2012

PMChat Radio: PM Book Club & Project Rescue (June 15, 2012)

This week, we are joined by Thomas Kennedy of the PM Book Club and Todd Williams, author of Rescue the Problem Project.

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Jun 01 2012

PMChat Radio: Project Management “vs” Business Analysis (June 1, 2012)

This week, we will cover the often confused or misaligned tandem of the Project Manager & Business Analyst.  We are honored to have guests Vicki James & Elizabeth Larson join us for this show.

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Apr 06 2012

PMChat Radio: Project Leadership (April 6, 2012)

This week, we are joined by Susanne Madsen, a published author, public speaker, project manager, mentor, and coach with over 15 years of experience in managing and rolling out major change programs.

Listen to internet radio with KellyProjectSolutions on Blog Talk Radio
Mar 22 2012

The Prinzo Group Announces Powerful Seminars to Help Organizations Ensure Project Success

How can an organization avert failure of an important project and propel it on the right track to success?

How can a project team work together effectively to resolve issues once they’re identified?

The Prinzo Group is excited to launch two different seminars this spring to answer these questions and to provide project teams with training for a success-driven approach to implementing enterprise technology. In addition, The Prinzo Group has been selected as an ongoing training provider for The Technology Association of Georgia (TAG) www.tagonline.org.

A one day workshop, “How to Assure Project Success: No Wishing Required” and a two day seminar, ”Project Assurance through Collaborative Intervention®”. The two day seminar is a more in depth, hands on version of the one day seminar. The workshops are tailored for all project team members including: Line of Business Executives, Project Managers, Business Analysts and Technology Managers and can be customized to an organization’s specific requirements.

All attendees will leave the seminars with a strong understanding of the foundational skills required for complex enterprise technology and transformation project and a common framework for project success.

To learn more visit:http://prinzogroup.com/professional-services/workshops/.

About The Prinzo Group
The Prinzo Group is an innovative knowledge firm that provides expertise for the enterprise. Research, publications, training/workshops and professional services are available to individuals and organizations involved in human resources and enterprise technology initiatives.

 

Feb 20 2012

Industrial Edge Announcement

We are very pleased to announce that The Prinzo Group has acquired the Industrial Edge Skills Testing Application. At The Prinzo Group, we are looking forward to building upon Industrial Edge’s fifteen year legacy of skills testing for industrial workers.

Over the next couple of weeks, we will be integrating Industrial Edge into The Prinzo Group’s operations by launching a new customer support center, updating the Industrial Edge website and conducting a brief survey about the service to develop future enhancements.  If you have any questions about the transition, please do not hesitate to contact me at:

The Prinzo Group
Phone: (770) 777-8316
e-mail:  rob@indedge.com
Sales: info@indedge.com
Support: support@indedge.com

We appreciate your business and we look forward to continuing to work with you.

Best Regards,

Rob Prinzo
President
The Prinzo Group