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Showing posts from March, 2010

Can Computer Gamers Change/Save The World?

Can Gamers change the world? At least Jane McGonigal thinks so. Jane is a researcher at the Institute of Future in Palo Alto, and a out of the box thinker when it comes to game designing. Her research work is on how games and gamers can change the world or more importantly solve the problems of the world. Here is a presentation below of a talk she gave at TED recently and my comments below.



Though some of you may think the ideas expressed by Jane may be quite extreme or way out there, I have reasons to back her up. First of all I owe Jane for allowing me to quote and use her references on some of the papers I have written on game theory and optimization for my graduate course work. But apart from that Jane has more than a point the prove and now a platform to express after talking at TED. If I made the claim two decades ago that computer gamers would be flying the next generation of fighter planes, it would have sounded outrageous. But today not so, the droids that are flown over Ira…

Professional Development Or Shooting From The Hip

I couldn't resist putting this Dilbert strip here. Scott Adams nails it and how true it is in many of the organizations of our day.


Professional development for employees and management is key as we nurture and grow talent. If we don't nurture and grow the talent we have they are bound to leave. It is innate in the nature of the human being to grow, to develop and be rewarded for that development. It is not surprising that money is not the top most factor in organizations with high turn over. From my observations the top three factors boil down to employee-employer relationships (trust), lack of growth/career path, and finally lack of commitment or alignment to employee's purposes with the vision-mission and goals of the organization.
Training and professional development of an individual to equip him/her for the tasks/projects of the organization. They should be aligned with the three factors that I mentioned in the last paragraph. Budgeting and planning should include this…

Putting the 'I' back in Strategic Partnerships

Strategic partnerships are crucial and key to an organizations's success operating in a flat world where interdependency and integration  bring value to a product or service. This not only ensures your continuity in the market place in the long run but increases your market share by allowing all your strategic partners to win. I had visions of grandeur  a few years ago of a strategic partnership with an organization that I wanted to partner with which would have benefited us as well as them. In fact it would have ensured and solidified the continuity of their business in a declining market-place today for them but it all boiled down to 'integrity' as one of the key issues and not surprisingly its one my 'i''s in the list below.

Anyway thoughts on this subject led me to write this post. Like everyone else on the planet (who are interested or have stake in companies), I like to catch up on good keynote presenters, of course one that always stands out is Steve Jobs…

Does Sr. Management need to know? Program vs Project Management

One of my favorite topics in organizational management is organizational structure and it seems little do people realize that organizational hierarchy/structural planning are key valuable components that are inter-linked with the functions of strategic planning and implementation along with the over arching  vision, mission, purposes and goals of an organization. In practice however we see many organizations creating titles and roles on the fly or whim or by the seat of their pants in decision making. I heard once that in a organization that the President had a bright idea of expanding the senior management positions to 12 Vice Presidents (on the fly) out of nowhere, a decision from the hip without knowledge of structures (I am sure he as some knowledge of structure) or following the costing and science behind it.

In relation however at first I want to concentrate on the idea of how program management is different from project management. To outline the differences we first need to kno…

The Value of Strategic IT Planning and Enterprise Architecture

When you mull through projects charters and project implementations research shows that 80% of the projects do not get implemented correctly as they fail to bring value added return or accommodate in furthering the long term interests of the organization.

From a journal I read the Dept. of Homeland security demonstrated that EA methodologies can be used to push IT strategic planning efforts, the idea was to collaborate architects wit the SMO...strategic management office or as in some organizations known as the strategic planning office.  The architects share willings the data structures, flow of information and show metrics to the planners as how value is added or will be added .

Developing EA using spreadsheets and project management tools, power point presentations is a thing of the past and sophisticated planning tools that are available today take IT planning to a new level where IT is no longer support function but a tool for strategic implementation and forecasting.  A good EA i…