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Computer Data Management Data Recovery

I'd like to highlight some work that an IT Toolbox member, Doub Badger, has been working on lately. He has posted some useful material for his implementation of PPM at the University of Guelph. Check it out on the Guelph site.

Mostly, I like the public and transparent nature of what Doug has done. His approach and his process has been laid out for everyone to see and consider. This kind of transparency should go a long way to create a climate of confidence in his stakeholder community.

He's also established a mindset that demonstrates open access to the mission and current state of his Project Management Office. This mindset will set the stage for subsequent phases and tools. It will also position the group as leaders in the community. They have established a pub

The Benefits of a System Audit

"Systems do not have a 'life cycle.' They may go on forever if kept viable with change. The only thing that has a 'life cycle' is a project which has a beginning for planning, a middle for execution, and an end for review."
- Bryce's Law

"Unless we learn from history, we are doomed to repeat it." This may be an old adage, but it is certainly true. Many organizations tend to regard project reviews as a waste of precious time and resources. Consequently, systems are installed without any type of follow-up. Because of this, many of the benefits were never realized. For example, clerical savings may have been part of the justification for a new system, but operating management did not reduce or reallocate the staff to

In my previous article I talked about the problem of communication that arises in the crucial decision making phases of Requirements gathering, Business Process Documentation and design. I talked about what I called the “Problem of incompleteness” for the lack of a better term I guess. In this article we will look at how the current business process needs needs to be documented and what checks need to be performed to avoid the problem of incompleteness. In subsequent articles I will look at a process for designing and documenting the future business process and generating a Requirements document from that.

In most implementations one of the documents that consultants/BA’s deliver is the Business Process document. In this article we will look at how to evaluate this document

My recent trip to California has served both as a time to regroup and pick up some pieces, and as a life disrupter of sorts. The past couple of years have been personally and professionally challenging. Mostly due to a lack of clarity of who I am and where I am going. Don't get me wrong, on the pragmatic side, those questions are easily answered with a quick determination - look in the mirror and look at the calendar.

"5, 6, 7, 8 - and..."

We all know who we are and the often narcissistic sub-culture of self-help books places too much emphasis on "discovering who we are." So much so that people rarely do what is necessary to actually discover who they are - which, in this writers opinion requires completion of the day by day action that life require

It has been quite a long hiatus since my last article but I would like to start contributing to the blog in a more regular fashion. This article and a few others that will follow in this series address a more generic problem that happens to most ERP/CRM implementations.

While millions of dollars are spent in every implementation due to project overruns, and most of the cost is incurred right at the requirements gathering phase and in the design phase when crucial irreversible decisions are made. When we look at project time-lines the time spent in the requirements gathering phase is usually probably the least followed by the time spent in design.

One possible culprit is usually communication. Implications of the decisions that are made during the Requirements gathering

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