Answering questions with questions is a quick path towards irrelevance

Why do some folks insist on answering questions with questions? Or, answering questions with roadblocks? It's not surprising when you hear IT complain about their inability to connect with the business, of not being included, etc. - and then demonstrate a style of investigation / requirements gathering / support / feedback that is a bit antagonistic. Business: How long would it take you to do X? IT: Why X? Why not Y? ... or IT: Why X? What are the…

Hand writing recognition – harder than colored bubbles

As I sit in meetings, I find myself thinking through "process" of what we are doing at this moment, as much as I think about what the meeting is about. Then I am writing these short notes to myself for future blog items. Good? Bad? Psychotic? It makes me wish for easier tools to convert notes to complete text - but look at this chicken scratch ... I like these pseudo-postings for process think because I am lazy at heart,…

Of course we can pay for that … if it makes business sense

Had a good conversation with a vendor last week. They were looking to increase their business with us, no surprise there, but the rep was actually a bit cynical (in a nice way), and (probably wisely) asked directly what the chances were that we could actually get Project X off the ground? I've seen these great ideas start, but then some manager complains that they have no budget for this kind of thing. In retrospect, it is almost a rude…

Open Source as bargaining chip – driving business value of IT

I had a fun time this week proposing an open source alternative for an aging component of our EAI infrastructure. The reaction was so classic - the instant some IT folks saw the words "open source" in large type on the piece of paper, they smiled, crossed their arms, and tut-tutted the idea away. Oh, I heard all the classic shoot-down arguments ... "... critical piece of our day to day business transactions ..." "... I rarely need to call,…

Subdivide a huge project list to simplify the prioritization process

27 October, 2005
PMO, Business Value of IT
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A classic problem for many project-oriented organizations (IT, R&D, Engineering, Operations) ... how can resource prioritization be simplified, yet repeatable? It's a fairly involved topic, but a common approach is to group projects into a workable number of "chunks" ... we'll use the term Initiatives. How will this help? Challenge: Clarify the team's priorities, alignment, and resource levels - without going into the details The CEO asks a question – what Projects are on the to-do list for IT? [Do…

What should “open source” really mean to me? (2/2)

It's difficult for many to understand how open source applies in the business world. Most folks get trapped in the mindset of software as product, yet many folks have built businesses based on Open Source - usually by giving away the software / algorithms, but selling implementation services. The Trolltech story is another (typical) twist - free software for non-commercial use, but licensing the stuff to corporations. Why would the latter work? Because of the other difficulty business has with…

What should “open source” really mean to me? (1/2)

The question of the "erosion" of the term has been posed before (good thread!). Over the past few weeks, I've slogged through web content about ... Open Source Software (aka FOSS): Projects and products are becoming commonplace; as evidence, I submit articles such as this (1 of 2), that take the airline magazine approach of chatting up basic ideas like "ROI is often soft" and applying to the Current Topic. There's nothing really stunningly insightful here, just talking about the…

Making the internal pitch? Learn from the entrepreneurs

10 October, 2005
Communication
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This article (see also here) led me to this next one (access limited by subscription, sorry) in Business 2.0, about making an effective pitch for a new business plan. The same tactics can and should be used when moving projects and initiatives forward in an "internal", corporate setting. Bullets from the article ... Elevator Pitch - This is the 30-second project summary that you must be able to deliver flawlessly. It's not good to babble, and it's OK to aggressively…

The Good, the Bad, and the Ugly of Powerpoint

Author's Note: This is by far the most popular post on my weblog - I've even been cited in Wikipedia! I appreciate all the traffic, and invite you to check out my other posts on presentations - including ... Five Under-Emphasized PowerPoint Best Practices Project Status Dashboards Best Practice (and a PowerPoint trick) Lighten Up, Francis - Loosen Up That PowerPoint Other popular categories on this site include Web 2.0 (wikis, blogs, and other things), the Business Value of IT,…

Finding shapes in the fog – How to frame a wispy, wandering conversation

7 September, 2005
Change Management
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An excellent discussion this afternoon, on a fairly complex topic we're trying to move forward. When dealing with broad system concepts that have been trivialized into TLAs - think CRM, PLM, BPM, TQM, yada - you need to help folks define some sort of framework to focus and steer the initiative in a general (hopefully correct) direction. Precision is not required in the early stages - like herding cats, we can start making progress when we can capture a generalized,…