The following is sourced from Imaginization:
Six Models of Organization
Model 1 is the classical bureaucracy, carefully blueprinted into functional departments, run from the top by the chief executive through various structures, rules, regulations, job descriptions and controls. It is designed to work like a machine, and operates very efficiently – so long as nothing changes!
Bureaucracies, like machines, operate well when there are stable functions to be performed, especially when they can be broken down into a series of separate operations coordinated from the top. But when an organization’s tasks keep changing, it’s a different story. The changes create a host of problems that no one is mandated to solve.
The problems thus work their way up the hierarchy, and eventually fall on the chief-executive’s desk. He or she soon gets overloaded, and initiates a shift to Model 2 by appointing a top management team. Collectively, they now deal with the problems, leaving the bureaucratic machine below (ie. the functional departments) to continue with the routine work.
Solink recently published an infographic with the title “How to Explain Big Data to your Grandmother“.
It was put together for The Grandma prize, at Montreal’s Internatonal Startup Festival. To claim this prize, you have to break your idea down to its fundamental parts, and pitch it to a group that will not be up-to-date on the latest jargon and technological advances.
The infographic does that quite well. What do you think of it?
Paul Newman, – actor, film director, entrepreneur, professional racing driver, auto racing team owner, and auto racing enthusiast, and … Business Analyst guru.
What?!! BA Guru?
Yep…draw closer and I’ll tell you why…
This slidedeck presents some fantastic tips on turning slides from dull to wow. I really like this one.
In a slight diversion from my usual subject matter, here’s a collection of interesting infographics that accorhotel.com has made about the following popular travel destinations:
According to VersionOne’s 2013 State of Agile survey, Business Analysts rank as the least knowledgeable about Agile.
HQ have put up a great presentation on Slideshare, It that encapsulates some very important factors that must not be forgotten when designing for the web.
I encourage you to have a look…
Agile: a set of software development
methodology principles in which requirements and solutions evolve through collaboration between self-organizing, cross-functional teams.
Agile software development is very popular at the moment. It offers a responsive way of developing, and companies are adopting it at a rapid rate.
I’m not going to talk about the benefits of agile – a simple Google search will tell you more than you need to know.
What I do want to touch upon is a comment that someone made to me - “Agile is too much like a cult“.
So, let’s have a look … is Agile a cult?
Time: Friday evening, 23 August 2014
I clicked on the link to my blog to discover ...
Aarghh … Wordpress had suspended my blog due to a breach of their Terms of Service.
I went through the terms with a magnifying glass. There was nothing that I seemed to have blatantly ignored. Maybe there was something that I had accidentally infringed…
I quickly found their response form on their site, and asked for more information.
And … it turns out that it was a mistake …
Using social tools within the enterprise is a valuable thing. It lets people ask questions to a bigger audience than just those sitting within hearing distance of their desk.
I’ve discussed this in earlier posts (ESS (Enterprise Social Software) – user adoption, and Let’s share!). It’s incredibly valuable to be able to draw on the knowledge of others. That’s why it’s good to be able to ask questions. The answer given helps not just the asker, but can help others, and at the same time, others can add to the answer creating even more value.
Where I feel this all falls down though is that, often, there is no real way to capture that knowledge that came about from the questions asked. Continue reading
Kudos to ProjectTimes.
The Internet is a global thing. This means that anything that you publish on it could be read by pretty much anyone in the world. As a result, it is incredibly valuable to offer times, dates, et cetera, in a way that can be easily “localised’.
Project Times promoted a webinar, and were good enough, with the time, to add the offset to GMT. This meant that I could easily calculate what that time was in my time zone. (Rather than having to try and google a translation.)
My only grumble with this, is that UTC should be used rather than GMT.
However they are both aligned so it’s not that bad.
So there he was. Charlie had been assigned as lead BA on a project with an external client. “Cool” he thought, but still felt a bit nervous. There were others in his department that had been in the game longer, and he was still reeling from having the proverbial “slap in the face” in an earlier project that had turned slightly pear-shaped..
As such, Charlie decided to ask some of his colleagues for help. They were most forthcoming, and decided to hook in other expertise. “All fine” he thought, “the more experience available in this, the better.”
In a recent ProjectTimes article, Kiron Bondale described the oft-seen misalignment between Project Managers and Business Analysts.
In his article, he lists some comments made by each about the other…
In a recent post (“Is being Socially Connected online really that damaging?“), I discussed a response to a video on YouTube that preached the sadness of the way people are constantly online.
I’ve just discovered another response to “Look Up”. This one is called “Look Down“.
And here’s the link to another good one: