Supporting tables in web design
Jan 12 11:23:28
Test site availability from around the globe
Nov 7 0:53:22
Clamshell - an OpenID server
Jun 20 5:33:06
Writing Strategic Initiatives
Mar 6 3:08:15
Writing a strategy document
Mar 6 3:00:53
Another post on the nuts and bolts of putting together business documents.
A charter or terms of reference (TOR) document outlines a basis for the exercise of authority by a group. The group may be an existing team, or specially formed for the purposes of fulfilling the charter or TOR.
Knowledge Management is a discipline often accused of running programs whose success is essentially unmeasureable. This then leads to accusations of "not delivering value", and sometimes even the scaling down or elimination of KM programs within the organisation as another "failure".
We have lost much of the connection between the supply of information and the demand for it in decision-making. Despite the fact that companies often justify IT projects on the basis of better decisions, there is seldom a direct tie between the information a particular system produces and the decisions that are supposed to be based on it.
This article from FastCompany.com had my head nodding. In reality, most of them boil down to one of three categories:
Read the whole list. It's worth a look.
Okay, so you've written your strategy document and got it all signed off by management. Now the hard work begins.
They have re-organised the page on me, but I'm pretty sure that 12manage is the same web site that I've found, lost, found, lost and finally found again.
Essentially, it's a resource listing just about every management tool, technique, fad, and jargon under the sun. So if you've ever wanted to learn more about Business Process Re-engineering or Six Sigma, this is the place to start.
An abbreviated version of the list from Bob Lewis's excellent column, Keep the Joint Running:
|Goals||The goals no longer make business sense|
|Scope||The scope keeps expanding|
|Plan||Tasks are "stuck" at 80%; tasks take over a month; or no task planning at all!|
|Optimism||Project manager "hopes" everything is going well|
|No demo||Can't produce a working demo by the appropriate point in the project|
|Testing||Continuous testing and bug lists aren't shrinking|
|Team||The team members want the project killed|
Or to put it another way, one type of consultant explains the "what?", the second manages the "how?", and the third diagnoses the "why?".
My favourite saying about organizational effectiveness is:
"To optimize the whole you have to suboptimize the parts."
I've stolen this from Bob Lewis and although it sounds trite it covers a whole lot of assertions like: