A bit of Friday fun ... I was at a trade show a few weeks ago, and noticed a repeating pattern on many slides. I've heard this in vendor pitches and internal presentations as well - every piece of software and/or process must be for the management of something. So, as I sat trapped in a droning presentation, waiting for the "vendor showcase" to begin (free dinner!), I wondered how difficult it would be to hit every letter in the…
A recent Slashdot posting pointed to a presentation from EclipseCon earlier this month, given by Brent Williams, an equity research analyst who used to be in the software business. A few things really caught my eye … Take some time to flip through the original presentation; there are some interesting insights about the nature of the enterprise software industry (the SAP, Oracle, and Microsoft crowd). Three of the lightbulbs that went off in my mind ... (Slide 10) [By folding…
Businesses large and small, private and public, for-profit and not, commonly control critical business processes using the EIE platform (which means Everything in Excel - always good for a laugh in your next PowerPoint - jpmacl). Folks in the business get used to the power and control they have with spreadsheets, and who can blame them? Excel is … … fast and flexible … easy to learn Everybody has a copy I don't have to go through IT Remember, most…
In a recent NetworkWorld piece, Gibbs wrote about the tagging meme, and where it apparently sits on the technology life cycle. No new insights for me there (but possibly fits the CEPP rule for others); I was involved in a number of knowledge management (KM) projects back in my Monsanto days (IAPL) [note to self: too many acronyms, hhh] and we hit many of the classic walls; CRM systems that failed because sales reps guard their customer intelligence Collaboration spaces that…
(okay, I mentioned this a couple of weeks ago, just wanted to expound on the idea ...) Everyone's heard of Pareto's wonderful 80/20 rule. I've identified a variant of that rule that applies to all sorts of "continuing education" - like presentations at a trade conference, or skills training for new software packages. It really struck me when I was in grad school, slogging through Accounting and Business Law and marvelling at the range of difficulty in the two subjects…
I've written about the basic project proposal (for consulting groups) or charter (for internal IT) in the past. The point of any project summary document is to tee up the what and the why, using an outline like this: Description: What are we trying to accomplish here? What is our ultimate goal? Objectives: These are project objectives, not business objectives. How will we know we are done? Benefits: Why should we consider doing this? What are we getting? Alternatives: Are…
no, that's not a typo ... Preamble: This starts out sounding like a diary entry, but some interesting wiki-focused observations are found below - including metrics! Catching up on old items in my feed reader: Back in November, TechCrunch had an item on AboutUs, which at first glance looked at little self-referential, a web site on web sites. Digging in a bit more - we find it's a wiki about web sites, which is still seemed a tiny bit redundant,…
Had a really good conversation about metrics the other day. We've been discussing ways to express how our systems are performing, delivering value, and staying available - and I'd like to use the same general structure for all systems, regardless of function (transactions, integrations, analytics) or platform (Wintel, AS/400, Open Systems). For each type of metric, we need to understand two dimensions: Performance against some Target. This can either be a baseline (a minimum or average expected score), or a…
If your objective is a "sense of urgency", or maybe "time to value", please don't think this gives you carte blanche to push patchy, chewing-gum-and-bailing-wire solutions out into production. Expect the expectation that the production systems' availability level must be maintained. Confused? It sounds like I'm taking two opposing sides ... I want speed and quality, and doesn't the Iron Triangle force you to pick between the two? It's possible, of course, you just need to practice a little discipline…
via Rothmann (who got it from Lester) - MacLeod's list (from the prolific Wade) ... The Career Manifesto (original here) Unless you’re working in a coal mine, an emergency ward, or their equivalent, spare us the sad stories about your tough job. The biggest risk most of us face in the course of a day is a paper cut. Yes, your boss is an idiot at times. So what? (Do you think your associates sit around and marvel at your…