You are in charge of a project that is trying to migrate from one website, one content management system to another content management system. The systems are not compatible so a conversion effort needs to occur, potentially a manual conversion effort. And let’s say that you have 100,000 pages of content to convert. Would you think that a $100,000 budget was realistic? Probably not. I wouldn’t accept the project with that sort of budget. Continue reading “The Price Of Content Management”
Embed from Getty Images
I wanted to revisit an article that I first read a few years ago to see if my perspective had changed. “You can’t impose a culture of innovation“, was Jeffrey Phillips perspective on whether or not an organization can be innovative. I want to explore a different perspective than I did last time I wanted to focus on this:
Most corporate cultures are built for efficiency, not innovation. So when people blithely talk about “building a culture of innovation” they forget the old saying that “Rome wasn’t built in a day”. Rome was built over centuries, one brick at a time, and was constantly in flux.
Embed from Getty Images
Back in the “good old days” when IBM 3270 was meaningful and everyone did waterfall there was kind of a set “project management” overhead that was associated to the project. For most projects I worked on at Accenture (over fifteen years ago) we charged between 10% and 12% depending upon the size of the project and the technologies we were doing. (Hint, the larger the project the higher the overhead. See my other articles on communication costs increasing based on the number of people in the group.) Continue reading “Deliver Fast”
Embed from Getty Images
Making decisions in an organization is getting more and more difficult these days. Back in the old days it was easier for a single person to make the decisions for an entire organization. Bob Cratchit only had one boss and he made all the decisions. And while people think that Steven Jobs made all the decisions at Apple, he didn’t. He set a vision and had people work to that vision. Continue reading “Blame and Decision Making”
One of the fascinating things about software development is that, if things are done right, things actually get easier as the software hides more and more of the complexity. For instance, when I was first building Windows applications you needed to understand a lot of things about how Windows handled events and you needed to create an event handler that would take the event and call the right piece of code based on the event. Over time this concept got abstracted so you didn’t have to know the nitty-gritty details. More and more abstraction provided a continually higher level view of what you needed to do in order to create a Windows application. Continue reading “Automating Bad”
Sometimes people ask me why I write these notes, why I “stick my head in the hangman’s noose”. It’s sometimes difficult to put into words why we do things, just that they “feel right” or that something must be done to fight against the injustice. The U.S. political landscape is full of this indignation and rebellion. I saw a quote recently that exemplifies why I do it, why I stick my neck out there, not in an effort to get cut, but to encourage others to speak out. Continue reading “Making A Difference – Canadian Style”
There is an idea floating around out there in the nebulous ether that what an organization needs is a group of talented people and when a project starts up you pick and choose whomever you want from that pool of talent and assign them to the project. When maintenance kicks off on that project you build another team. And when you do more maintenance? Yup, another team. Continue reading “Teams Versus Pools”
A plan is much like a jigsaw puzzle, a bunch of pieces that, when put together, represent a complete picture. If a puzzle piece goes missing the whole picture may not make any sense. Some plans, when looked at, create round puzzles, others are square and some are rectangular, but the common factor is that a well-done plan creates a complete picture.
Strategies are much like plans, they are a bunch of puzzle pieces that create a longer-term picture. Plans, or strategies, work when all of the puzzle pieces are the same. And therein lies the problem. Continue reading “Strategic puzzle pieces”
What is Agile Governance?
No, it’s not a term that I came up with, it has been around for a while and is meaningful with regard to implementing a governance structure. Accenture defines it this way:
Agile governance requires you to find the right balance between the complete chaos of no governance at all and the smothering of all Agile benefits in overbearing governance
I was at a course back in March where people were supposed to introduce themselves and explain what they were trying to get out of the course. When it came time for me to speak I said that I was trying to learn how to start a revolution.
I’ve been trying to do that for the past few months, but I’ve come up against a very interesting question: how do I tell when I’ve been successful? Continue reading “Viva La Revolucion”