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Corporate Performance Management |
Despite a sea of collected data, organizations struggle with making sense of it to arrive at answers. This is not surprising, since, organizations are typically data rich and information poor. Attempts are being made to fix this with "data warehouses" and "number crunching software - however, these technologies are a part of the overall solution but not the solution itself. |
| Organization Development |
The trend toward reducing the number of management levels in organizations is being driven by the need of organizations to increase the speed and accuracy of communication. Traditional organizations, with their many levels of management, process information slowly. Plus the information gets filtered along the way, often for political reasons, which can conflict with the overall good of the organization. |
| Issues for E-Governance |
| Funding: Funding is the foremost issue in E-Governance initiatives. The projects that are part of the E-Governance initiatives need to be funded either through the Government sector or through the private sector. For the private sector to step into the funding activity their commercial interests needs to be ensured. The projects can be built either on BOO (Built Own Operate) or BOOT (Built Own Operate Transfer) basis. Also the Government interest of Value Addition in services also needs to be taken care of while transferring the services to private sector. Advertising, sharing of Government information etc could be a few revenue generators for the Government. |
| IT Enabled Training for Disaster Management |
| The Indian sub continent is highly prone to natural disasters. Floods, droughts, cyclones and earthquakes are a recurrent phenomenon in India. There are five important phases of disaster management: disaster prevention, disaster mitigation, disaster preparedness, emergency management, and disaster recovery. Of these, disaster prevention, disaster mitigation, and disaster preparedness constitute the pre-disaster planning phase |
| Project Management |
Eliminate feature creep Work with project stakeholders such as marketing or customers, to define acceptable calendar windows for delivering desired features in a "next release". When the window time is up, seal off the project scope. "Must have" features that miss the window will be included in the next release (to be at an agreed time). This is acceptable to stakeholders in most cases. The important thing is that they know their features are coming, and that they have a sense of when. |
| Profiting from software outsourcing – a systematic approach |
For most of the companies, outsourcing is an interesting option, but they are reluctant to explore this option first time, as they are not armed with information to make such a choice. Occasional, failures of outsourced software projects are discouraging people to venture. The fast changing globally competitive markets, whether it is a service or a product to sustain an organization competitively, one has to relentlessly pursue cost reduction goals with out compromising on the quality of the solutions. Thanks to Internet and the experience of Indian software professionals, Outsourcing software has come as a boon to the talent starved high tech industries. |
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| How the Internet Came to Be |
My involvement began when I was at UCLA doing graduate work from 1967 to 1972. There were several people at UCLA at the time studying under Jerry Estrin, and among them was Stephen Crocker. Stephen was an old high-school friend, and when he found out that I wanted to do graduate work in computer science, he invited me to interview at UCLA. |
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