Assembling the IT emergency kit

Much of the world is consumed watching the coverage of the enormous disaster that recently struck Japan. As if a massive earthquake and subsequent major tsunami didn't cause enough death and destruction, they unleashed a cascade of failures that led to serious nuclear power plant accidents that have yet to be contained, and that threaten lives and indeed the inhabitability of an entire area of Japan. It's simply horrific.

We humans think that we're in control of, well, everything. We have plans and lists and goals and policies and fallback positions. Then something like this comes along … Read more

Online word processors: Awesome and primitive

I love that you can now write full, rich, graphical applications for the Web--even for core tools like word processors. As Stephen Shankland recently noted, Google Docs has evolved into something surprisingly useful, even for a professional writer. I second that opinion, and add that competitors like Zoho Writer are similarly powerful, usable, and useful--as are other "Office 2.0" apps for spreadsheets, presentations, project management, and other tasks. Cloud apps have come a long way, baby!

Online editors let you move your work easily to just about any connected computer, and they enormously facilitate live, real-time collaboration. … Read more

If virtual desktops great, why not used more?

Virtualization analyst Brian Madden asks an excellent question:

If VDI (virtual desktop infrastructure) is so great, then why aren't you using it?

It's a really good question, isn't it? Brian observes that however encouraged we are by the progress VDI has made, and however enthused we may be about extending the wins of server virtualization over into the desktop realm, we, personally, are not using desktop virtualization. You don't see analysts and developers doing so. And even the folks you meet from Citrix, Microsoft, Quest, VMware, and Wyse--the people selling VDI, for goodness' sake!--use traditional &… Read more

Failure is an option

I recently discussed techniques for reviewing projects to improve their likelihood of success. Underlying this is the reality that projects do fail often, at a greater rate than we'd like to admit.

Some failures are spectacular. After spending tens or hundreds of millions of dollars over a period of years, nothing ever really works. The entire investment of time, money, energy, effort, and focus has to be completely written off. Those are the legends. The laughing stocks.

But it's a mistake to conflate failures and catastrophes. Most failures are mundane and much smaller scale. They result from changing … Read more

Thin client computing grows up

I've been following the evolution of client-side computing off and on for over 20 years. Remember ASCII terminals? Green screens? Beehives? X terminals? If you do, they're most likely dimming memories.

The history of client side computing is filled with efforts to shift the balance of power between the server (ne host) and the client device. Which side is responsible for what, and how the sides communicate with each other, determine the cost, control, security, flexibility, and richness of the result. Some years it's "do everything meaningful on the server." Others, "do most work … Read more

Protecting your blind side in IT

I recently argued that everyone has a blind side. When people or organizations miss important threats or opportunities--ones that are perhaps obvious to you--it's easy to think badly of them, to assign blame. My goodness! Why ever could they not see that coming?! Idiots! But it's not simple to avoid being those idiots.

I've dealt with department managers with unimpressive budgets who truly "get it." And I've worked with international governments and captains of industry who wouldn't recognize a clue if it dressed up as Colonel Mustard and bludgeoned them with a lead pipe in the conservatory.

In my experience, truly incompetent individuals and outlandishly oafish organizations are the exception. What I usually find are intelligent, well-meaning folks who can't see what they're missing--not because they're stupid, lazy, or in any other meaningful way blameworthy--but because they're focused on other tasks and looking the other way.

Last week, I promised to share some techniques for dealing with the blind side. I wish I could say "Combine a pound of black beans, a quart of skepticism, three eggs, four product evaluations, and a dash of focus group feedback in a large mixing bowl; stir until creamy; pour into well-greased pan; and bake for an hour at 325 degrees." But it's not like that. Improving your perception and handling of things that are over the horizon, camouflaged, latent, or visible only in the "negative space" (i.e., what's missing rather than what's there)--those are skills to be learned, not recipes to be followed. Nevertheless, I've used these these techniques with excellent results:

Admit It, Move On People tend to be embarrassed by, thus defensive about, their blind spots, weaknesses, ulterior motives, errors, and failures. Ego drives us to pretend they don't exist. But when you're pretending something isn't a problem, it's hard to do much about it. So get over it. Accept that you have significant weaknesses, fears, and other assorted ugly bits--that there's an often large gap between where/what you are and where/what you want to be. Getting over shame and blame and getting your ego out of the way lets you get on with the real work. If it's not your ego in the way, help whoever's ego is in the way to get out of it.… Read more

Looking for the blind side in a complex world

I spend a fair bit of my working life meeting with people, listening to their plans for their next product, project, strategy, initiative, or campaign. My job? Review, evaluate, and give feedback. It's great when I can confirm they've got things right. Check! Good! Yep! Oh, yeah, I like that! I help confirm and build confidence in the plan.

It's a good thing I have the opportunity to be positive, because the larger and more important part of the job is decidedly less affirming: figuring out where they've gone wrong. What's missing? What's vague … Read more

IT's new age of possibility

It's only been around about 50 years, but information technology has already affected almost the entire landscape of human activity. How science is pursued, how products are designed, how commerce and supply chains work, how businesses are run, how human beings communicate with one another--there's almost no arena in which IT isn't a critical enabler.

Given this, it may sound peevish to say IT has, at the same time, been hide-bound and conventional. But IT has been conventional. Oh, sure. We've had our moments--modernizing supply chains starting in the 1970s, the PC and distributed computing blooms … Read more

Office applications: Still your father's Oldsmobile

It's 2010. The Internet is pervasive and mobile. Business processes, supply chains, and financial markets are globally connected and electronically executed. There are no flying cars, but in many other ways, the future has arrived. Yet when we look at the tools and processes organizations use to create and update documents--the lifeblood for business processes--they're straight out of the 1990s playbook. The world's changed, but the office applications most in use today--our word processors, spreadsheets, and presentation programs--basically have the same priorities and follow the same strategies they did two decades ago.

Sure, today's office apps … Read more