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IT Performance Improvement (ITPI) is where IT professionals share their expertise in making IT organizations and people perform better. ITPI covers such topics as:


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Events

AnDevCon in San Francisco on November 18-21


Oil and Gas Cyber Security on November 24-25, 2014 in London


Big Data in Retail Financial Services on November 27, 2014 in London, UK


DevOps Summit on November 29, 2014 in London, England


Enterprise Architecture Forum on November 29, 2014 in London, England


Process Improvement on November 29, 2014 in London, England


3rd Annual Cyber Security Exchange on December 7-9, 2014 in Amelia Island, Florida


E&P Information and Data Management on February 3-4, 2015 in London, UK


Infosec World 2015 on March 23-23, 2015 at Disney's Contemporary Resort, Orlando, Florida



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Software Process and Measurement Cast number 315 features an essay on Scrum Masters. Scrum Masters are the voice of the process at the team level. Scrum Masters are a critical member of every Agile team. The team's need for a Scrum Master is not transitory because they evolve together as a team.

Software Process and Measurement Cast number 308 features our interview with Michael West discussing his book Return on Process. Process improvement can have a dramatic impact to an organization's bottom line BUT ONLY with careful thought and planning. Michael West explains that process improvements with real impact are rarely an accident.

The Software Process and Measurement Cast (SPaMCAST) # 280 features an interview with Mark C. Bojeun, author of Program Management Leadership: Creating Successful Team Dynamics. Mark makes a very strong case that project and program managers can impact team culture and dynamics. The team's culture is directly linked to productivity, quality and morale.


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Interested in submitting an article? Want to comment about an article?

Contact John Wyzalek editor of IT Performance Improvement.


 

Featured New Articles

Oracle's Agile Product Lifecycle Management (PLM)

Jessica Keyes

Oracle's Agile Product Lifecycle Management (PLM) enables the organization to manage the complete life cycle of a product: from the ideation phase through to recycling and retirement. Most importantly, Agile Product Lifecycle Management focuses on process efficiency, rapid innovation, cross-functional collaboration, closed-loop quality control, risk mitigation, and cost effectiveness. As shown in Figure 1, Oracle's PLM product line consists of four components.

The core of Oracle's Agile Product Lifecycle Management solution for the complete product value chain, Oracle's Agile Product Collaboration, enables the organization to connect globally dispersed product teams, suppliers, and customers in a collaborative environment to accelerate product launches, as shown in Figure 2.

Its functionality includes the ability to:

  • Provide secure access to preliminary and released information about any product, part, or document
  • Gain visibility into pending and released changes and items affected by these changes
  • Establish automated and streamlined change-management processes with intelligent workflow
  • Drive efficient product management across global, multi-tiered supply chains
  • Create an environment to manage and control manufacturers and their product content
  • Synchronize manufacturing systems with the current product record
  • Simplify project and product management with a single integrated view
  • Establish best-practice project and resource management capabilities
  • Enhance decision support with cross-project, multi-enterprise executive dashboards and portfolio analytics
  • Accelerate throughput with automated task completion based on product deliverable life cycles

What is PLM?

In industry, product life-cycle management (PLM) is the process of managing the entire life cycle of a product from inception, through engineering design and manufacture, to service and disposal of manufactured products. PLM integrates people, data, processes, and business systems and provides a product information backbone for companies and their extended enterprise.
More...




Why Should the IT Helpdesk be Responsible for Authorizations?

Dean Wiech

People can arrange their personal finance through Internet banking while e-HRM even allows them to manage their days of leave. However, they have no way of managing their network access rights by themselves. This remains the responsibility of the IT helpdesk. How logical is it to have the IT helpdesk decide whether users receive access rights to applications?

Because, all things considered, the IT helpdesk has no idea whether someone really needs these access rights to perform their daily work. Why don't companies delegate the assignment of network access rights to the organization—to the relevant managers and other responsible stakeholders? After all, they are the ones who know what employees actually need. Added to which, it would substantially relieve the helpdesk of its work burden.

Using the steps below, businesses small and large will be able to transfer user management tasks from the IT helpdesk to the organization in a simple and secure manner.
More...



Selected
Articles from Past Issues
Click here for the complete archive of articles.

IT Infrastructure

Equipment Energy Consumption: Commonsense Items to Consider

Implementing a Green and Virtual Data Center

Electric Energy and Applicable Metrics

The Importance of Software Security

Why Green Works for Device Purchases

Mobile Security Issues

Effective Physical Security of a Mobile Device


Project Management

A Highly Creative, Process-Focused Project: A Case Study

Ten Keys of Influence

Why Corporate Governance?

Discovering the New Project Leader in You

Reducing Change on Projects

Five Key Actions for Turning around Projects

Dealing with Change

A Project's Journey through Colors

Achieving the Power of Enterprise-Wide Project Management


Metrics

A Guide to Sizing and Estimating Projects

Understanding Your Organization's Best Software Development Practices

Achieving Business Objectives: Building a Software Metrics Support Structure

Connecting Improvement with Business Objectives: Objective-Driven Process Improvement

Process Improvement

Too Many Metrics and Not Enough Data

A Framework for Measuring the Value of Software Development

Using Measurement to Identify Improved IT Performance


IT Management

Big Data Analytics Architectures, Frameworks, and Tools

Using Balanced Scorecard To Measure BYOD Effectiveness

BYOD: Mobile Devices Threats and Vulnerabilities

Understanding Leadership

Leadership, Likeability, and Life

Challenges of Leading in Virtual Organizations

The Ships in the Fleet of Accountability

Big Data and Decision Making

Redefining the Organization with Big Data

Traditional Business Intelligence and Big Data


Process and Productivity

IT's All about Processes

Defining Processes

Scrum and Social Networking

Lean Management

What Is Six Sigma?

Software Design Challenges

Software Integration

What Does Lean Bring to the Table?

Policy: A Key Element in the Software Engineering Process


 

Improving IT Performance with
Books from Auerbach

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Have an idea for a book?

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Nov. 19, 2014. Carolyn Turbyfill. Managing Risk in Data Supply Chains

Nov. 20, 2014 Yvonne Byars. Making Meetings Matter

Dec. 2, 2014. Liam Dillon. Projects Managing an Ironman Event.

Dec. 3, 2014. Dan Sawyer. Cyber Risk Assurance.

Dec. 4, 2014. Traci Duez. Leading the Way Head First to Heart First Using Neuro Axiology to Grow Your Career.

Dec. 9, 2014. Johanna Rothman. Exploding Management Myths

Dec. 10, 2014. Adina Suciu. Interpersonal Skills for Leading Projects

 
 
 

Improving Your Own IT Performance
Articles by Nancy Settle-Murphy

Seven Tips for Avoiding Another Epic Project Failure
I really hate it when one of my projects doesn't exactly go as planned. Happily, this rarely happens, so when it does, I tend to obsess over it, replaying the events ad infinitum. When a recent project seemed to fall short of expectations, I devoted countless hours (okay, maybe a few days) to understanding what went wrong so that I could avoid similar problems in the future. More...

Don't Leave Remote Participants Hanging: Eight Tips for a Meeting of Equals
Let's face it: It's almost impossible to make remote callers feel like they're on equal footing with people who are gathered in the conference room for the big meeting. But with some thoughtful planning, you can come pretty close. I felt compelled to write this article after a dismal experience I had recently as a remote participant calling into a client's project team meeting. (Undoubtedly, my work in helping organizations to plan and lead engaging virtual meetings had my antennae way, way up!) During the entire hour-long meeting, I couldn't help feeling that I was the only one who could never quite follow the rather chaotic conversation. More...

Ten Tips for Uber-Efficient Meetings—Making Every Minute Count

No question: We waste a lot of time in meetings when we could be getting more important work done. But sometimes there's just no substitute for real-time conversations. Emails, instant messages and shared portals can only take you so far, especially when you're pressured to accomplish a lot in a short amount of time. More...

Stop Playing Favorites for a Stronger Virtual Team
Most sports coaches say that one of the hardest parts of their job is to coax the best from each player. But when some players are bigger, stronger or faster than their teammates, leveling the playing field becomes a lot tougher. When the pressure is on, it's tempting to put your best players on the field. After all, they won't need the kind of energy and attention from you that your less physically gifted players will require. And your chances of winning are much better if your star performers are front and center. More...

The Real Costs of Persistent Multitasking: Nine Tips to Minimize Damage
Sometimes I feel like I'm the only one who can't concentrate when people around me tap away on their tablets as though no one else at the meeting notices. Do these people even realize how distracting and disrespectful their behavior can be? Or do they just not notice or care? Or maybe I just don't get that multitasking is a requirement for some people to manage their increasingly busy lives, and I should cut them some slack. (Or maybe the people furiously typing into their devices are taking notes or looking up some vital information on the web. Highly doubtful, but possible.) More...

Consensus-Building in Virtual Meetings

Helping teams reach real consensus can be tough enough when we're all in the same room, conversing eye-to-eye. But when people can't see each other's expressions and feel awkward about having tough discussions and candid debates with people they can't see, reaching consensus is infinitely more difficult. Add cultural differences into the mix, and discerning what meeting participants really think about an idea becomes even more difficult. More...

Navigating Through the Invisible Tripwires that Cross Up Global Virtual Teams
Some aspects of teamwork tend to suffer more due to cultural differences that are ignored or dismissed. In this article, I highlight some of those aspects which, if successfully addressed, can catapult a global virtual team forward surprisingly fast, once they get through the tough but necessary conversations. More...

Holding Back: A Counter-Intuitive Approach for Virtual Leaders
When they first join a new team, members tend to be energized, motivated, and eager to learn the ropes. Many take pride in finding the information and resources they need to tackle their new assignments and may need just a bit of guidance to keep moving in the right direction. More...

Building Virtual Relationships, One Conversation at a Time
Can you build a trusting relationship when you've never had an actual conversation? (And no, IM, email, text, Twitter and blog "conversations" don't count!) While it may be possible, it's pretty unlikely. More...

Leading vs. Managing Remote Teams
As more organizations work virtually, managers of traditional work teams are tapped to lead geographically dispersed teams. When thrust into this unfamiliar territory, many managers flounder, especially those who rely on command-and-control tactics to get work done across locations, functions, cultures and time zones.
More...

Cultivating Trust from Afar
Today's astonishing economic situation affects virtually every working individual around the globe. As organizations are forced to make drastic cuts and other difficult changes to remain viable, the need for competent, credible, trustworthy leaders has never been greater. More...

How “24x7 Connectivity” Prevents Real Connections
I see more people—colleagues, family and friend—abandon in-person interaction in favor of electronic communications. While it might be more efficient, expedient and less “messy” at times, I am concerned about what this trend will mean to our inclination and ability to have the kind of conversations that foster deep connections. More...

About the Author

Nancy Settle-Murphy, Guided Insights founder and principal consultant, draws on an eclectic and varied combination of skills and expertise. She wears many hats—depending on the challenges she is helping clients to solve. She acts as meeting facilitator, virtual collaboration coach, change management leader, workshop designer, cross-cultural trainer, communications strategist and organizational development consultant.