Project Management

Quoting IT: Call for Reform in Federal IT Management

"Information technology should enable government to better serve the American people. But despite spending more than $600 billion on information technology over the past decade, the Federal Government has achieved little of the productivity improvements that private industry has realized from IT. Too often, Federal IT projects run over budget, behind schedule, or fail to deliver promised functionality. Many projects use “grand design” approaches that aim to deliver functionality every few years, rather than breaking projects into more manageable chunks and demanding new functionality every few quarters.

Quoting IT: Enterprise Collaboration

"Enterprise collaboration projects are almost always risky propositions. Storing and sharing information, potentially across departments and across the world, holds unquantifiable rewards for the business. Yet, if these rewards can't be realized by individuals, then the project risks failure."

- Matthew Sarrel, Tapping the Positive from Social Networks for Enterprise Collaboration, eWeek, November 15, 2010

Tips for implementing Web content management

Tony Pietrocola, Bridgeline Software, posted on their blog seven ways to "Avoid These Common Mistakes When Implementing WCM". Two of the tips he gives have been giving me trouble lately.

2. Have the requirements from all stakeholder groups been accounted for? One of the critical issues that sink CMS investments in the organization is missing all necessary input and buy-in.

Getting more work done through less innovation

The biggest reward I get from working on IT projects is the opportunity to take new ideas and new strategies and piece them together into something that has never been done before.  Even when I'm not the one originating the new idea, I like helping other innovative people bring their ideas to the table.  I have ideas, dreams, and aspirations to help take my workplace to the next level of where it should be via innovative use of what I know best, information technology.  How could innovation and all these wonderful ideas I have in my head not be anything but a good thing for my organization?  A recent article in the Wall Street Journal answers just that question by saying that there are negatives for an organi

Questioning CMS Consolidation

CMS Watch has a very good article on their site titled, "Question CMS Consolidation". The article serves as a reminder for IT and managers that, although technically feasible, an organization may not want to put everyone on the same content management system (CMS).  Why would an organization want to to consolidate their systems in the first place?  For those at top of the organization there may be some obvious reasons to unify the organization onto a single CMS.

Many organizations are looking at a portfolio of dozens of content management systems running somewhere on their network. From sheer tidiness alone, it’d be nice to have a shorter list. And such tidiness can have real benefits: better negotiating leverage with vendors, reduced overhead to manage contracts, reductions in the number of servers and hence in datacenter space (with attendant power and operational costs), and so on. Finally, increased demands for compliance and control are placing a premium on simplifying information management.

In my own organization, we have had both Internet and intranet servers since the mid 1990's supporting operations and administrators.  While we moved our Internet web servers onto a CMS a few years ago, it is only the past few months that many of our offices and departments have shifted their intranet from static pages to much more dynamic system.  As many of our field offices migrate their servers to utilizing newer Web 2.0 and collaboration applications, IT and management have a strong desire to consolidate those applications and servers.

Taking 'no' one step further

On Planet Drupal, there have been a number of posts lately about the difficulty project leaders and developers have in  saying "no" while working on a project.  As much as Project leaders want to please both their client and their team members, real leaders understand the responsibilities they have in saying "no".  More specifically, I'm talking about Boris Mann's post, "Susan Mernit on the role of "no" in product development" as well as Laura Scott's own post You've got to know when to 'no' them.