When it comes to the “open” data associated with the program, some users will want raw data to do their own thing, some will be satisfied with self-service tools that allow them to interact with the data in various structured or defined ways, and others will be more comfortable relying on the services of intermediaries that understand the data, the tools, and are qualified to interpret the information requirements of those they serve.
I research, consult, and write about open data, project management, new media, standards, mobile technology, and collaboration. Occasionally I review books and movies. Scroll down for recent “Managing Technology” posts:
Entries in Project Management (103)
I’ve seen too many instances of “bottom-up” or “middle out” innovation where groups of people got together, grabbed the tools at hand, and started working together without waiting for senior management or central IT to show the way.
It’s probably too easy to blame HR for latching on to what programmer resumes say about tool experience and certifications.
The SoftPMO project management system (see www.softPMO.com) employs reusable and customizable process “templates” that help project managers rapidly plan and efficiently manage critical project management processes.
You’re a modern project manager. You use modern tools to help run your project and communicate with your team, your project sponsors, and your stakeholders. Where do mobile technologies like smart phones, tablets, and wearables fit in?
Whether you have useful information stored in documents or in data sets you also need at some point to have the ability and skill to manage or at least understand the processes involved in gathering and analyzing the data.
Isaac Sacolick’s Friend or Foe? How Microsoft Excel 2013 Creates New Data Governance Challenges is a refreshing look at the challenges organizations face as the capabilities of data management tools outstrip the policies and processes for governing how such tools are used.
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.
While a central program management operation can define detailed technical requirements, technical approaches, and management tools, implementation work needs to be occurring locally – while the “train is still running.” How this overall governance process is managed will determine how long DATA Act implementation takes, how much it costs, and whether or not it is successful.
you need an online place to go where all the project “basics” are available to all team members and stakeholders as well as up to date information about ongoing work.