IN THIS ISSUE
July, 2014
Tuesday, July, 1, 2014 | Jonathan Rick
What’s in Your URL? Only Your Future
Tags: Websites, Federal IT, Marketing
When registering a company website, IT folk tend to treat the process as a necessary evil. “Oh, JanesFlowers.com isn’t available? Ok, JanesFlowers2.com is fine.” This is terribly myopic. While seemingly trivial, your corporate URL is, in fact, critical. Don’t let it be an afterthought—make this opportunity an integral facet of your organization’s planning and branding. After all, not only will your domain be printed on your business cards and in your email signatures. You’ll also need to pronounce your domain in a way that leaves no room for confusion.
Tuesday, July, 1, 2014 | Nate McKie
Project Management Lessons Learned from General Motors and Toyota
Tags: Agile, Management, Culture, Federal IT
Commitments to empowered teams, quality, and constant improvement are more than just a checklist of to-dos. These commitments require early buy-in from top-to-bottom, and a near-religious belief in doing processes the right way regardless of the perceived cost. Note that I say “perceived.” As is true in many aspects of life, long-term gain is achieved by today’s discipline, not by taking shortcuts.
Tuesday, July, 1, 2014 | Bill Huggins
Five Keys to Managing IT as a Mission Function
Tags: Federal IT, Project Management
When information is the mission of a federal agency, IT must operate like a mission organization, not a support organization. Mission organizations orient their strategy, capabilities, priorities and resources to the mission and largely focus on outcomes. Mission organizations must remain agile and be alert to their external environment to understand the forces that affect their users and the strategies needed to produce the outcomes their mission demands. In essence, they tie their innovation efforts to mission outcomes.
Tuesday, July, 1, 2014 | Edsson Acevedo
Behold the Not-So-Lowly Scrum Master
Tags: Scrum Master, Federal IT, Project Management
The Scrum Master’s role in an organization can sometimes be under appreciated. It may even seem insignificant to those who hold some higher authority over a project. The role of the Scrum Master is defined as someone who is a servant leader, a meeting facilitator, and impediment remover. Let’s look at the basic job description of the Scrum Master and explain the basic functions and responsibilities that lead this person to be truly indispensable.