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Management

Fascinating look inside Microsoft

July 9, 2010 0 Comments
Fascinating look inside Microsoft

The KIN debacle (product canceled after five weeks; reports of actual phones sold range from 8,000 all the way down to 500), followed by Microsoft’s announcement of layoffs, has triggered on-line discussion among Microsoft employees, past and present. Even recognizing the self-selecting and inevitably self-serving nature of those comments, they still reflect serious, serious problems […]

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A new proposed role — the “IT Czar”

January 26, 2010 1 Comment
A new proposed role — the “IT Czar”

My co-author and good friend Ruby Raley pointed me to this posting by Chris Curran over a possible new IT role, that of the “IT Czar”. Chris specifically uses a rebuilding-the-football-team analogy: What is interesting about Holmgren’s hire is that it is modeled after Bill Parcells role at Miami – The Football Czar.  He’s not […]

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The Sessions paper: an analytical critique

December 28, 2009 5 Comments
The Sessions paper: an analytical critique

Roger Sessions has published a white paper, “The IT Complexity Crisis: Danger and Opportunity” (PDF). It’s created a bit of a stir in tech circles, largely because Sessions estimates that “worldwide, we are already losing over USD 500 billion per month on IT failure, and the problem is getting worse” (page 1; emphasis in original). […]

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Fireflies, conveyor belts, and landfills

March 4, 2009 0 Comments
Fireflies, conveyor belts, and landfills

My newest Baseline column is up, and in it, I talk about technology lifecycles that can cause you grief: Each technology is on its own product lifecycle, which may or may not match with your organization’s business and development lifecycles. In particular, there are certain cycle mismatch patterns that commonly occur in organizations looking to […]

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The thermocline of innovation (NASA, again)

January 30, 2009 2 Comments
The thermocline of innovation (NASA, again)

I have written about the thermocline of truth, a phenomenon I have witnessed several times in large IT projects where the true status of the project (usually not good) gets blocked at a certain layer of management, slowly moving up the management chain and usually reaching the top just weeks before the scheduled release date.  […]

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