management Archive

  • Title inflation/mis-direction is vermicious. Like a Knid.

    10 Signs You’re Not REALLY a Director of IT

    Title inflation/mis-direction is vermicious. Like a Knid.

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  • Large technology organizations don't simply become agile. They're either agile or not. If they're not, the path to being so is via change, often radical change at that.

    Nogility

    Large technology organizations don't simply become agile. They're either agile or not. If they're not, the path to being so is via change, often radical change at that.

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  • Anything IT does should be seen as consistent. Using words like "Principle" with the definition most people have for it is a sure-fire way to disappoint folks. It turns out that instead of a iron clad 'always-will-do' thing, our Principles are merely suggestions.

    Unprincipled Architecture

    Anything IT does should be seen as consistent. Using words like "Principle" with the definition most people have for it is a sure-fire way to disappoint folks. It turns out that instead of a iron clad 'always-will-do' thing, our Principles are merely suggestions.

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  • You can quote all the learning management, skills management, performance management and professional development plan statistics you want, but we all know that title misdirection thrives in large Fortune 500 companies. It's like a tapeworm in a Mexican restaurant: it is a target-rich environment. It isn't endemic to IT, but it seems to be especially pernicious in this critical field.

    You, Sir, Are No Architect

    You can quote all the learning management, skills management, performance management and professional development plan statistics you want, but we all know that title misdirection thrives in large Fortune 500 companies. It's like a tapeworm in a Mexican restaurant: it is a target-rich environment. It isn't endemic to IT, but it seems to be especially pernicious in this critical field.

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  • On the back of my comments regarding metrics, a natural question arises. Namely, provided you are able to identify the correct measurements to take in the course of assessing the success or failure of any particular program, what is there to be said about interpretation of those measurements?

    Avoiding Cost-Avoidance

    On the back of my comments regarding metrics, a natural question arises. Namely, provided you are able to identify the correct measurements to take in the course of assessing the success or failure of any particular program, what is there to be said about interpretation of those measurements?

    Continue Reading...