Peter Bregman recently had a great post on Harvard Business Review blog network. In “Why You Should Treat Laughter as a Metric,” Bregman writes about the lack of laughter as a symptom of a problem within organizations. And he suggests that increasing the opportunity for laughter should be a leadership priority. Read More »
“We already have program management,” is a typical statement I hear when speaking with a customer about collaboration program management. The unfortunate truth is, most organizations do not have formal program management or know how to effectively manage a Collaboration specific Program.
Instead, when talking about program management you should ask “Why is a collaboration program different and what should I consider?” Here are a few explanations:
There are many misconceptions about Collaboration Programs, but one of the biggest, and potentially most impactful, is that you only need to focus on the technology design and build. I can tell you from my experience in running many programs; a successful collaboration program requires a lot more than a successful technology implementation.
I’m not going to bore you with the formal definition of a program and how it differs from a project, but I will tell you that a successful collaboration program typically includes several non-technology projects (component projects) that must be planned and managed in order for the collaboration technology to be deemed a success. Examples include operational readiness, organizational change management, migration readiness, and more. Many times, programs fail to identify and manage these component projects. As a result, the collaboration program slows, business cases fail, ROI isn’t realized, adoption lags, issues arise, and satisfaction declines.
On the other hand, I have personally managed programs where these component projects were properly managed at many large enterprise, commercial, service provider, and government customers. The positive impacts of following the Collaboration Program Management best practices were obvious and tangible. The below metrics are some of the major documented impacts.
I have worked in IT since 1995 and never learned programming. Sure, I can do a little HTML, and years ago, I learned just enough Perl to configure MRTG, but I have never written a program. The good old CLI has kept me very busy and brought home the bacon.
Therefore, I have opened an account at codecademy.com. I will start with Python and Java. I see many late nights in my future.
I have thought about learning code, but I could never think of an app I wanted to write. Now Cisco is bringing together networking and programming. Cisco is not only making APIs available, Cisco is contributing code to the open source community. In fact, Cisco has created a Data Center repository, a Nexus 9000 community, and a general Cisco Systems repository on GitHub.
Cisco has recently overhauled the developer program and its content. The new DevNet website is filled with developer information on products such as AVC, Collaboration, UCS, CTI, Energywise, FlexPod, UCS Microsoft Manager, Jabber, onePK, XNC, Telepresence.
Cisco is bringing the networking and programing worlds together and this stubborn old networker is finally onboard.
Bill Carter is a Senior Network Engineer with more than 18 years of experience. He works for Sentinel Technologies and specializes in next-generation data center, campus and WAN network services.
Recently my colleague Chet Namboodri in his blog “Predictions 2014: Wager on the Internet of Everything” did a great level set on predictions for 2014 Manufacturing trends. I want to add some additional comments on what I have been observing in the field and with our customers today.
The first IDC prediction described 3D value chains as an incredible source of rich productivity and we are seeing this as a goal of many companies. Not only is it the collection of this data, but it is the sharing of this data across the value chain that is going to start to explode. What this is starting to mean is that a component assembly company wants to have supply chain information from their manufacturing partners. This is expanding beyond the dock, into the warehouse and even into the manufacturing lines and cells as well. This tightly aligns with what we are seeing with customers already getting access to this information from their shop floor.
Take a look at this recent demo that John Chambers and Jim Grubb did for an example of the traceability and sophistication that a robust network can bring and how problem resolution can be much faster with real-time visibility.
Time is an illusion. And an obsession. And apparently time is endangered because everyone is trying to save time, find more time, use time more wisely, or just plain stop time.
Time is of the essence, after all. And in the wonderful world of business, it always seems that we’re trying to find ways that let us move faster. We want to reduce the time it takes us to do what we do, whether it’s responding to customers, making decisions, adjusting to market trends, or getting the latest-greatest whatever-it-is to market.
You can’t reduce an illusion, but you can find ways to be more effective and make better use of the time you have.
That’s a tough number to hear from the employee side of that equation. Maybe I spend time with the wrong crowd, but I don’t know too many people who consider their performance to be only 80% of their potential. So where does that additional 20% come from? Is it an illusion too? Read More »