All in Management Tools
Still, knowing that data exist – which is what the inventories will tell us — is not the same as accessing and interpreting the data. Even assuming the public eventually gains access to the inventoried data, we’ll still need contextual information about the programs described by the data and measurement of the impacts these programs have.
It’s probably too easy to blame HR for latching on to what programmer resumes say about tool experience and certifications.
In “IT governance is killing innovation” Andrew Horne and Brian Foster argue that IT project selection needs to move beyond traditional capital investment based ROI measures. The authors think it is more appropriate to take into account project support for critical business capabilities and that such a focus will be much more supportive of innovation.
What does it mean to say that something is “transparent”?
That’s easy; you can see through it, like a window let you see through a wall and into — or out of — a room.
What does it mean for a government program to be “transparent”?
Developing a Collaborative Approach to Improving Project Management Practices, Part 1: Culture
In Agile grows up and new challenges emerge author Rick Freedman points out what project managers, sooner or later, learn from the School of Hard Knocks: changing and improving project management practices to improve the likelihood of project success involves not just improved management methods but also cultural changes within the sponsoring organization.
Defining and Measuring Enterprise Collaboration
Recently while consulting on a collaboration metrics project for the World Bank Group in Washington D.C. I updated my definition of collaboration:
As deficits increase, unemployment continues, and tax revenues decline, government has to shrink. An important question is, will government “shrink smart”? Or will the axe fall randomly or primarily on the weak and unconnected?
Getting Real about Project Management, Collaboration, and Communication
I’ve recently learned — and re-learned — some useful lessons while working with clients and teams on projects and large proposals. These include:
In September 2006 I published The Justification of Enterprise Web 2.0 Project Expenditures. It examined differences between the cost justification of current information systems compared with cost justification of older systems. It discussed how some of the rules for calculating and thinking about technology related costs have changed.
Should You Outsource Your Organization's Innovation Processes?
Innovation guru Jeffrey Phillips makes the following statement in You should outsource innovation if…:
Dennis Howlett’s The poverty of enterprise 2.0 and social media, once you get past the hyperbole of the title and ZDNet’s antiquated requirement to register in order to leave comments, makes some good points.
I was interviewed yesterday by a Forrester Research staff member about how CIO’s (Chief information Officers) should approach the implementation of collaboration tools (click here for a list of blog posts related to “collaboration”). We talked about the usual adoption issues related to “web 2.0” applications within the enterprise.
Michael Auzenne’s comment on my post Incorporating Social Networking Systems with Mergers & Acquisition Planning struck a chord:
Associations, Management Control, and the Role of Social Media Tools
Jamie Notter’s post Web 2.0: Participation, Trust, and Beta comments on an earlier post by Virgil Carter titled Web 2.0: Culture, Belief System, or Tool-Kit?
Years of managing, studying, developing, consulting on, and using information technology have taught me about the realities of using technology for business advantage. Here are ten of these realities: