Selling new tools is easy. Figuring out how to orchastrate all the resulting business process changes — including better coordination in customer support management — is more difficult.
I research, consult, and write about data access, project management, new media, government transparency, mobile technology, and collaboration. I’m especially interested in managing the interaction between business and I.T. My email address is email@example.com.
Entries in Collaboration (149)
In episode 72 they discuss three project management apps they are familiar with, Asana, Trello, and Basecamp. Veteran project managers will be amused — and will recognize — Gina’s comments at the end about her “Giant Life-Defining Spreadsheet”:
In some ways managing “big data” tools and processes is no different than figuring out how to manage any other type of technological innovation. The technology is introduced, experts emerge and help control and shape evolving practical applications, and management eventually figures out what is worth keeping and what can be discarded.
While improving data transparency for both financial and non-financial data is an important goal, any effort requiring an enterprise level shift in data formats or associated business processes can also require a substantial early peak in required resources. If in fact we need to delay implementing data transparency programs, perhaps we can use our time wisely by doing a more detailed job of research and planning.
In the long run, traditional top-down efforts at management control may be insufficient to ensure that both agency goals and the potential benefits of open data access — including unanticipated cponsequences — are realized in an efficient and cost effective manner. While leadership by the Federal government’s IT infrastructure will be necessary, it will also be necessary to ensure that ongoing efforts to advance open data access are managed efficiently both across agencies and in accordance with individual agency and program priorities; IT staff cannot do this on their own and will have to work closely with agency management.
A project manager has a certain set of responsibilities and authorities, a project task leader has another, and a temporary member of a specific task team will have yet another. How individuals performing these roles interact with the project plan, with other project team members, and with project stakeholders and clients will influence — and be influenced by — how mobile technologies can support project management, communication, and collaboration.
One assumption is that a core set of project planning and task assignment information exists that can serve as a baseline model for structuring how data are organized, displayed and updated. Regarding the last point: the app needs to have the ability not just to organize and display information, it also needs to make it easy for participants to update and report status on actions and deliverables.
I expect that adjustments to IT projects at some agencies and programs are going to be pretty messy, painful, and ugly as indiscriminate budget cuts continue to ripple down to individual programs.
In some ways this looks like a standard IT strategy alignment project where a small team helps gather and present data to enable a client to see a path forward whereby technology resources are defined and managed to improve support for accomplishment of a set of defined objectives. But…
If you’ve ever run a PMO, you know how much of your time and energy are devoted to gathering, analyzing, and distributing information. Perhaps we are seeing that the project management organization is changing because how people communicate and share information is also changing.