We want systems and processes to be more effective and transparent, we want to be able to take advantage of improved standards and technologies when they make sense — but we also need to balance the cost benefits of change in a fiscally austere and change resistant environment.
I research, consult, and write about open data, project management, new media, standards, government transparency, mobile technology, and collaboration. I’m currently working with BaleFire Global on developing open data programs and with Michael Kaplan PMP on SoftPMO project management services. Scroll down for recent “Managing Technology” posts:
Entries in Collaboration (155)
You do need to avoid adopting standards and processes developed by other organizations without first understanding how and why they were developed. That requires research, communication with the other organization, and thoughtful planning.
Increasingly I’m of the opinion that, while systems that add communication functionality to project tools can make great deal of sense in some circumstances, what’s more important is to enable staff and stakeholders to use the communication tools they’re comfortable with using.
This White Paper was developed under contract to Jive Software. This is from the introduction:
We’ve always known that you need to engage with target market segments where they live and communicate. It’s also useful to consider, if you’re a project manager, your project’s engagement strategy including how your project’s staff members and stakeholders communicate.
Standardizing how the U.S. government collects, manages, and publishes budget and expenditure data, as required by the DATA Act currently before the U.S. Congress, is an example of a long-term and complex project. It will be require careful planning, management, and sufficient resources to be successful.
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.
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.