2010 might be the year of the middle manager. More specifically, we’ll see the rise of the IT project manager, with organizations planning to hire more people for this position in the coming year. Changing technologies have blurred some of the lines between business and IT and carved out a larger spot for this role. The days of Dilbert-ish project management stereotypes may be numbered.
I’ve recently spoken with a lot of IT managers about Windows 7 in preparation for upcoming coverage. Overall, everyone wants to know when they should migrate from XP to Windows 7 and why they would want to. In fact, I’m quite curious, too.
For the most part, midmarket IT shops currently running XP are in no rush to upgrade to Windows 7. The clean-install process and the associated upgrade costs are among the reasons. Plus, in most IT shops, XP SP3 is a solid operating system.
I recently spoke with a number of midmarket IT managers and executives about moving on from 2009 and moving into 2010. One topic that came up quite a bit during these conversations was where IT job opportunities and careers were headed. Almost everyone agreed that broad-skilled generalists would thrive in the midmarket because they could tackle more than one job — cutting labor expenses and onboarding costs. Specialists, they said, would struggle. Continued »
IBM announced this week that it was buying Lombardi, a successful and well-known BPM technology vendor. Lombardi has a range of tools that are both innovative and affordable for midmarket organizations (a few of which I’ve spoken to this year). But with some overlap between the two BPM portfolios, I wonder what this means for Lombardi’s midmarket customers – will IBM keep the products separate, or will it try to blend and rebrand Lombardi’s offerings into a more expensive piece of technology? Continued »
What’s the price for server uptime? How much would you be willing to invest to maintain five 9s of availability on your mission-critical line of business applications? With limited budgets and resources, many midmarket companies are investing an average of $20,000 in fault-tolerant servers and high-availability clusters to maximize uptime, according to a recent survey by the Information Technology Intelligence Corp (ITIC). Continued »
As the role of the CIO evolves to include more of the business and strategic decision making and less of some of the techy details, the CIO may be missing what’s going on across IT in some situations. But is that a bad thing? Continued »
Salesforce.com has announced that it has developed a collaboration platform that brings social networking into the enterprise — Salesforce Chatter. And for the more than 60,000 Salesforce.com customers, Chatter should be something to talk about. Continued »
The hardest part of implementing business process management (BPM), ERP or even customer relationship management (CRM) can be training users to do their jobs using the new tool. To trim that learning curve and improve productivity with the new software, some vendors are offering role-based access or persona-based interface design.
As I was interviewing experts and practitioners this week on the uses of Agile practices, the term transparency kept popping up in comments about the benefits of using this type of software development methodology. So I started thinking: What is transparency, and how does Agile help achieve it?
Transparency is about openness and accountability in all areas of the business. In today’s economy, transparency is more important than ever, as companies are forced to strictly manage costs and resource utilization. And for midmarket companies that have smaller budgets and fewer resources to complete projects, using Agile practices to effectively develop and deliver software can help with transparency. It’s even known as agile transparency. Continued »
Verizon’s first Android phones, the Droid Eris by HTC and Motorola Droid, are being released today. The commercials highlight a string of new features not currently available on some other (iPhone!) phones (“Everything iDon’t Droid does“).
Although this new generation of smartphones seems to be a tech geek’s dream, IT might actually be most resistant to new technology when it will impact the business. IT has to decide early on if it’s going to support yet another new smartphone. The BlackBerry was once the standard, and RIM paid a lot of extra attention to enterprise IT support capabilities. IT spent a lot of time getting applications to work on BlackBerry, only to be faced with the iPhone a few years down the road.