In some organizations, Pollyanna-like tendencies emerge whenever they plan new projects, leading to inevitable failure.
Latest from Michael Krigsman
As we move toward the end of another year, I hope your bare trees bloom into successful and delightful experience. This photo shows the cloudy sky ahead of tomorrow's snow blizzard, here in Boston.
We in the technology business sometimes take ourselves just a tad bit too seriously. Sometimes, I think it's a good idea to completely let our minds wander elsewhere.
Even when a large project fails, external consultants can walk away with huge fees. It's sad.
Here's a great presentation filled with sage advice for working with industry analysts.
It's hard to simplify complexity. Sometimes, this painful reality causes managers to grasp at straws and wallow in denial, seeking the allure of easy, yet ultimately pointless, solutions.
The UK's Child Support Agency (CSA) has had a long history of major IT and management problems, as described in Computer Weekly.Now, politician Danny Alexander has jumped into the fray with a few choice words describing the CSA:The massive IT failures that have dogged the CSA are appalling and unacceptable.
Problems on many IT project failures can be traced back before the project even started. For example, we’ve all seen poorly-designed projects, that should never have seen the light of day.
Effective immediately, I am moving this blog to ZDnet, at the following address:http://blogs.zdnet.
After a hectic month of traveling and consulting, it’s nice to be back here blogging again. I sure do respect bloggers who can write lots of posts regardless of what else is going on their life.