In my previous post, I focused on Program and Project Management in the Public Interest, and the characteristics of its environment, especially from the perspective of the government program and acquisition disciplines. The purpose of this exploration is to lay the groundwork for understanding the future of program management—and the resulting technological and organizational challenges that are required to support that change.
The next part of this exploration is to define the motivations, characteristics, and disciplines of private industry equivalencies. Here there are commonalities, but also significant differences, that relate to the relationship and interplay between public investment, policy and acquisition, and private business interests.
data rationalization
Innervisions: The Connection Between Data and Organizational Vision
During my day job I provide a number of fairly large customers with support to determine their needs for software that meets the criteria from my last post. That is, I provide software that takes an open data systems approach to data transformation and integration. My team and I deliver this capability with an open user interface based on Windows and .NET components augmented by time-phased and data management functionality that puts SMEs back in the driver’s seat of what they need in terms of analysis and data visualization. In virtually all cases our technology obviates the need for the extensive, time consuming, and costly services of a data scientist or software developer.
(more…)Potato, Potahto, Tomato, Tomahto: Data Normalization vs. Standardization, Why the Difference Matters
In my vocation I run a technology company devoted to program management solutions that is primarily concerned with taking data and converting it into information to establish a knowledge-based environment. Similarly, in my avocation I deal with the meaning of information and how to turn it into insight and knowledge. This latter activity concerns the subject areas of history, sociology, and science.
In my travels just prior to and since the New Year, I have come upon a number of experts and fellow enthusiasts in these respective fields. The overwhelming numbers of these encounters have been productive, educational, and cordial. We respectfully disagree in some cases about the significance of a particular approach, governance when it comes to project and program management policy, but generally there is a great deal of agreement, particularly on basic facts and terminology. But some areas of disagreement–particularly those that come from left field–tend to be the most interesting because they create an opportunity to clarify a larger issue.
In a recent venue I encountered this last example where the issue was the use of the phrase data normalization. The issue at hand was that the use of “data normalization” suggested some statistical methodology in reconciling data into a standard schema. Instead, it was suggested, the term “data standardization” was more appropriate.
(more…)Takin’ Care of Business — Information Economics in Project Management
Neoclassical economics abhors inefficiency, and yet inefficiencies exist. Among the core issues that create inefficiencies is the asymmetrical nature of information. Asymmetry is an accepted cornerstone of economics that leads to inefficiency. We can see in our daily lives and employment the effects of one party in a transaction having more information than the other: knowing whether the used car you are buying is a lemon, measuring risk in the purchase of an investment and, apropos to this post, identifying how our information systems allow us to manage complex projects.
(more…)Big Time — Elements of Data Size in Scaling
I’ve run into additional questions about scalability. It is significant to understand the concept in terms of assessing software against data size, since there are actually various aspect of approaching the issue.
Unlike situations where data is already sorted and structured as part of the core functionality of the software service being provided, this is in dealing in an environment where there are many third-party software “tools” that put data into proprietary silos. These act as barriers to optimizing data use and gaining corporate intelligence. The goal here is to apply in real terms the concept that the customers generating the data (or stakeholders who pay for the data) own the data and should have full use of it across domains. In project management and corporate governance this is an essential capability.
(more…)I Can See Clearly Now — Knowledge Discovery in Databases, Data Scalability, and Data Relevance
I recently returned from a travel and much of the discussion revolved around the issues of scalability and the use of data. What is clear is that the conversation at the project manager level is shifting from a long-running focus on reports and metrics to one focused on data and what can be learned from it. As with any technology, information technology exploits what is presented before it. Most recently, accelerated improvements in hardware and communications technology has allowed us to begin to collect and use ever larger sets of data.
(more…)Stay Open — Open and Proprietary Databases (and Why It Matters)
The last couple of weeks have been fairly intense workwise and so blogging has lagged a bit. Along the way the matter of databases came up at a customer site and what constitutes open data and what comprises proprietary data. The reason why this issue matters to customers rests of several foundations.
First, in any particular industry or niche there is a wide variety of specialized apps that have blossomed. This is largely due to Moore’s Law. Looking at the number of hosted and web apps alone can be quite overwhelming, particularly given the opaqueness of what one is buying at any particular time when it comes to software technology.
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Life, Project Management, and Everything 