John Belden
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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.
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?
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’
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
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
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
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.'
8 questions to evaluate the resiliency of a digital transformation program
How to help your program team bounce back from challenges they'll encounter along the way.
Can a program status report be too sexy?
The creation and interpretation of program status reports is an excellent way to enforce rigor, and identify where lapses in rigor may contribute to program execution or business performance risk.
Costs count but talent wins
3 vendor talent management strategies that improve outcomes and lower costs.
Defeating the SAP project optimism Death Star
Studies have shown roughly 65% of large IT-enabled projects go over budget, and there is evidence to support that 25% of these projects will end up going 50% over plan. What went wrong?
Top 10 excuses to not implement best practices and 5 things to do about it
Leading best practices for implementation have been identified and improved upon. However, the fundamental essential elements have basically remained constant over the past 30 years regardless of the technology or the industry. Yet...
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