Getting people, process, and technology to change can be a challenge. These posts talk about concrete tactics for results, with some “war stories” sprinkled in.
At technology conferences, vendor seminars, and user group, I enjoy the networking conversations - professionals looking to leverage each others' background, experience, and relationships, ostensibly to forward their own careers, but openly trying to solve a problem with a win-win for both sides of the connection. Inevitably, however, the conversations refine and regress down to a common theme - the classic oversimplification "change is hard". Much of the time, I'd wager that change in your organization is comparatively easy -…
Classic lament of IT - I just want get involved, be part of the conversation - I want a seat at the table. Classic lament of everyone else - How can IT deliver value to the business? It sounds like two people reaching for each other - but in the dark. They want to connect, but they don't know how. The problem, of course, is that many - from IT and other areas of the business - default to the…
Congratulations! Due to the recent [acquisition / divestiture, market expansion / contraction, organizational realignments, other] you have been identified as a Critical Resource for this particular bit of business process change. And, to help us implement these changes, you have been named the Project Manager for this effort. So now you are a Project Manager (PM, for short); what does that mean? You may be vaguely aware that people get certifications for this sort of thing, or that Microsoft sells…
Drive south through the state of Indiana on I-65, and before you hit Indianapolis you will come across an impressively large array of wind turbines, the new vertical symbols of energy self-reliance and innovation. I remember not so long ago, when this section of the road was just miles of cornfields, as far as the eye could see. The tallest things out here were telephone poles and the occasional power line - but that was then, and this scene is…
Sales and the Gantt "Why exactly does he want to meet again?" I could sense the exasperation in Karl's voice, faintly; the sales manager wasn't about to slip out of his professional demeanor over some perceived technical triviality. But for the fact that the request was coming from his newly-hired PMI maven, he probably would have found a convenient excuse to skip the invite. "I just don't understand why we need this meeting ... the projects are moving forward, we…
Over my career, I have developed a few strongly-held design beliefs, and one came up in conversation recently, during a spirited discussion on minimal quality requirements for a[ny] data mart. I hold that the data copied from source to destination must be provably correct and complete with little effort. When agile-ly rolling staged deliverables into production, I may not have all the attributes in place for full flexibility of drill down, but if you have [say] 1248 records in the…
