John Belden

Opinions expressed by ICN authors are their own.

As UpperEdge’s Project Execution Audit Practice Leader, John Belden is responsible for the development and delivery of advisory services to clients. These services are designed to maximize the value extracted from systems integrators and mitigate risks associated with IT enabled transformations.

John’s current portfolio of client programs totals $1 billion in expected program costs. The heart of the practice is centered on risk mitigation with a focus on the assurance of operational continuity and harvesting the expected returns of IT enabled transformations.

Prior to joining UpperEdge, John was responsible for Vice President of the Timken Company’s Project ONE. This $220 million program is recognized as one of the most successful deployments of SAP at a global manufacturing company delivering benefits that doubled the original business case. Prior to leading the Project ONE, John was VP Information Technology leading the organization through a globalization initiative, integrating major acquisitions and putting in place Timken’s own offshore development center in the late 1990s.

John earned his B.A in Mathematics from Hiram College and M.S. in Computer Science from Kent State.

The opinions expressed in this blog are those of John Belden and do not necessarily represent those of IDG Communications, Inc., its parent, subsidiary or affiliated companies.

Feeling handcuffed by your current IT vendor? Here’s how to increase your renegotiation leverage

System integrator risk mitigation processes often have the opposite effect

System integrator risk mitigation processes often have the opposite effect

Relying on your SI to tell you how to mitigate risks is a flawed strategy that often does not have a happy ending.

Fear of premature escalation (FPE):  Diagnose and treat this silent ERP program killer

Fear of premature escalation (FPE): Diagnose and treat this silent ERP program killer

Recognizing the early warning signs and taking appropriate action can reduce the overall impact of this affliction, which can be deadly for an ERP project.

Don’t become a digital transformation horror story: Implement solid risk management

Don’t become a digital transformation horror story: Implement solid risk management

The only way to eliminate risk entirely is to do nothing at all, which of course brings its own risks to the business.

How to amplify the value of your system integrator

A few ways to increase the value of your SI. If only these engagements came with a user manual…

5 dirty little secrets of your system integrator

5 dirty little secrets of your system integrator

Ever wonder why companies still go over budget? Here are a few of the ways consultants pass that risk onto their customers.

Exploring the ‘unknown unknowns’ in IT-enabled digital transformation estimates

Exploring the ‘unknown unknowns’ in IT-enabled digital transformation estimates

Recognizing and acknowledging your own blind-spots can be tough to swallow, but wouldn’t you rather understand your blind-spots before you start your journey rather than when you reach the precipice of a failure?

When is it time to say goodbye to Accenture, Deloitte, IBM or KPMG?

When is it time to say goodbye to Accenture, Deloitte, IBM or KPMG?

You have probably invested a great deal of time and effort selecting your SI and more than likely written them a few sizable checks. So how do you end the relationship once it's clearly become one-sided?

Don’t let your IT-enabled transformation program go ‘Into Thin Air’

Don’t let your IT-enabled transformation program go ‘Into Thin Air’

While reading “Into Thin Air”, I started drawing some parallels between climbing Mount Everest and deploying a major ERP system. The software you buy is the path that you choose to climb the mountain, and the System Integrator (SI) is...

6 ways to train your internal team to maximize the value of consultants

6 ways to train your internal team to maximize the value of consultants

Companies today typically staff major programs with internal talent who spend a majority of their time engaged in the day-to-day operations of the company. Their participation in projects is typically infrequent and usually part-time....

5 mistakes to avoid when developing a SOW with Accenture, Deloitte, and IBM

5 mistakes to avoid when developing a SOW with Accenture, Deloitte, and IBM

Here are five of more than 30 risk points to address in the construction of an MSOW. You should consider all program risk points prior to signing off, rather than waiting until after the signing of the MSOW to conduct the first risk...

Implementing SAP S4/HANA digital core – Don’t be a prisoner to unnecessary costs

Implementing SAP S4/HANA digital core – Don’t be a prisoner to unnecessary costs

Program managers must regularly check the health of four different kinds of relationships to increase their chances of developing a successful program. Otherwise, they'll face their own version of the 'Prisoner's Dilemma.'

Load More