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  • IT entropy in reverse: ITSM and integrated software - CTO/CIO Perspectives
    of now to me fairly obvious advantages of this kind of integrated architecture It s enabling IT to move up the value chain towards a higher level of abstraction It s leveraging best practices and achieving synergies among them It s moving towards standards and away from a fragmented reinvention of the wheel It s providing the advantage of one throat to choke by reducing vendors and complexity It s dispensing with or combining administrivial aspects of IT to let you focus on functional needs It s ERP for IT What s that mean integration standardization workflow traceability At heart then it s doing a lot of the things that a savvy modern day CIO needs to be doing in other words If you re like the IT department at many of the companies I work with large and small chances are you re still bolting your trouble ticketing system onto a separate PPM system or painstakingly pulling information out of your bug tracking system to do release management or running separate wiki and documentation systems and perhaps a knowledge base or an asset management package Maybe you re doing all of those And maybe you have a crackerjack team that makes it all seem easy and work seamlessly But WHY Meanwhile you re doubtlessly reading the countless articles in the industry press that are telling you to shift your spending away from the ongoing maintenance effort and towards innovation See the problem here Classic arguments can be trotted out to be sure about the advantages of a best of breed approach vs use of an integrated package and there are of course some very valid concerns about a different form of vendor exposure that can come from overly embracing a one throat to choke mentality But realize that for the most part these various IT activities are critical yet commodity activities doing each one at 80 90 effectiveness probably will suffice especially if you have the additional benefit of built in smooth integration among them Meanwhile lacking such integration you re sinking valuable time and resources often without fully realizing how much into overly complex but still commodity efforts and you re probably getting mixed results anyway Why would anyone want to cling to the hodgepodge of separate and clunky and burdensome systems that many companies tend to use to manage their IT The main reason really seems to be inertia the easy path the path that often feels like it s the least costly If it ain t broke don t fix it comes to mind as the likely implicit or explicit rationale one of the most dangerous ruts for an IT department to fall into Use of fragmented systems provides an illusion of greater control and flexibility often without sufficient understanding of cost and risk The tagline for this blog is intensely practical tips for IT management there is very little that is more practical than consolidation of systems overall in general and elimination of costly burdensome

    Original URL path: http://www.peterkretzman.com/2012/05/25/it-entropy-in-reverse-itsm-and-integrated-software/ (2016-04-28)
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  • IT tall tales and why they're told, or, why I stopped going to conferences - CTO/CIO Perspectives
    less useful with break out sessions potentially being smaller and more open to practical Q A If you are looking to get a quick overview of the vendor landscape then industry conferences help you create a short list of vendors to establish further dialog with I recall a security authentication conference a few years back where a vendor that had a flashy web site and the on line appearance of viability couldn t get a stand booth at the conference and thus had a representative walking around with a trench coat full of glossy brochures to hand out Clearly that company was easily forgotten In speaking myself at large venues such as CA World Digital ID World and OpenWorld it was hard to really connect with audience members that wanted to know more than just what was in the PPT deck I was able to be much more transparent and helpful after sessions in the hallway dinners etc In general I agree with your assessment of IT industry conferences but if you have those expectations I indicated in mind you can approach a conference and not be overly disappointed Plus isn t there value in just getting out of the office and the day to day in order to have a few minutes to be surrounded by alternative information to formulate new ideas and approaches to your daily challenges Peter Kretzman says May 7 2010 at 9 29 am I hear you John I went to conferences for many years even chaired a couple of them and I had some good experiences as I mentioned I m certainly not suggesting that they all shut down I ve just found that at this point I personally get much more utility out of organized local peer groups where there are typically monthly meetings continuity of relationships and somehow a greater tendency to check egos at the door And yes that gets me out of the office too As for getting an overview of the vendor landscape at conferences I d have to respectfully disagree Today sitting at my desk and doing some careful searching I can get a much more dispassionate balanced view of vendors in a particular space compared to going to a conference and walking through the kind of meat market that the vendor areas typically feel like to me You know how it is where people look first at your badge before they start talking to you One of the advantages of today s internet driven world is that you can get up to speed on a technology or toolset spectrum rapidly and at extremely low cost overhead Thankfully Thanks for commenting Steve Romero IT Governance Evangelist says May 7 2010 at 11 36 am Hi Peter if there ever was a time I wish you were wrong it is in concern to this subject Unfortunately I have come to many if not all of the same conclusions as you I have belonged to a number of Professional Associations

    Original URL path: http://www.peterkretzman.com/2010/05/06/it-tall-tales-and-why-theyre-told-or-why-i-stopped-going-to-conferences/ (2016-04-28)
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  • Anecdotes Archives - Page 3 of 3 - CTO/CIO Perspectives
    failure causes a notable customer facing issue with a major release Read more Tweet Filed Under Anecdotes General By Peter Kretzman 2 Comments Hot stove lessons in IT part I Tweet Regular readers here have certainly noticed the recurring nature of many of my posts things about IT that should be obvious but clearly aren t Each week as I set about writing on my chosen topic it often strikes me that what I have to say is anything but new or radical rather it seems to embody fundamental well known practices and underpinnings that should be if not incredibly obvious at least quite familiar to anyone who s spent much time in or around IT Yet as I reflect on my actual experiences I realize anew that I ve spent much of my career working up and down the executive and worker chain to absorb and impart these basic principles again and again So here comes more of the same In fact this dual post encapsulates a lot of what I ve written about on this blog for the last year lessons learned and lessons still learnable about IT for the people who work in it and the people who have to deal with it In other words I should hasten to say these are not only IT management lessons but lessons related to development operations QA and project management in other words the whole spectrum As I ve observed before IT is hard In fact it s so hard that it seems most people have to learn certain core lessons by themselves It seems like everyone needs to burn his or her own hand on the hot stove So here are some of the glowing redhot stove elements that I ve watched make fingers including mine for I m not immune either from learning some things the hard way sizzle over the years I ll start here in part I with lessons particular to management and next time will cover similar lessons myths relating to other IT areas Read more Tweet Filed Under Anecdotes General By Peter Kretzman Leave a Comment More astounding IT utterances Tweet A few months back I wrote a post on various Astounding Sayings that I ve encountered in my career in information technology It turns out that it s been one of the more popular posts I ve written judging from page views so in true Hollywood fashion it must be time for a sequel I am retitling it slightly though to distinguish it from the Peterisms I post from time to time The point of writing about the astounding sayings was that they usually reflect misguided energy or to put it bluntly wrong headed thinking the point of the Peterisms on the other hand is to distill and communicate absolute undeniable sublime truth and wisdom at every possible turn Hopefully it s unnecessary but just in case insert smiley face here Hence I m now going to call these non truthful unwise

    Original URL path: http://www.peterkretzman.com/category/anecdotes/page/3/ (2016-04-28)
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  • Quantitative approaches necessary in the CTO/CIO role
    take about two months the toss off estimate that too often rules the day and then sinks the ship Instead do you have a process and a model for breaking down a project and coming up with more than a seat of the pants estimate Are you constantly honing that model and evaluating how well it s performed for you There s lots more involved in this category extending to your overall project methodology and development process but the estimation aspect breakdown of tasks amount of time level of resources is the one where rithmetic comes most into play Resource allocation Cousin of the area above resource allocation is as I ve discussed one of the main functions of management Again is yours seat of the pants or based on quantitative factors What s the capacity throughput potential of your factory development and infrastructure related alike once again Are you filling underfilling or overstuffing that capacity with the projects currently on the docket Do you have a repeatable allocation process that is subjected to regular examination and scrutiny as you strive for continuous improvement Some IT departments swear by specific project management tools to do this others have developed spreadsheet allocation techniques for a squint across your thumb way of making sure you know where the large chunks of resource are needed and being allocated Again lots more to follow on this topic Capacity forecasting Servers system memory requirements disk space network database all of these are finite resources and all of them tend to get filled up over time by the nature of our business Are you awake at the wheel on how full or empty the tank is on each of these Are your plans to upgrade them based on quantitative and demonstrable growth curves and system installation upgrade assumptions I stepped into one company where the operations director had simply decided to purchase major server CPU boards twice a year with no quantitative studies supporting that need Performance metrics operations In a nutshell what metrics are you tracking and how are you summarizing and publishing those metrics for your own use and for scrutiny up the management chain to let you know how your systems are performing e g response time stability throughput A distressingly large percentage of internet companies in particular that I ve gone into as an employee or consultant have been unable to show me any methodical tracking and publishing of IT operational metrics beyond the merely financial Performance metrics development Aside from just meeting the targeted delivery schedules and milestones a feat that by no means should be undervalued how are you measuring development and QA Is your factory functioning as well better worse than it was last year Examples here of possible mechanisms include velocity charts function point counts test case management bug counts over time Rithmetic It s your friend It definitely beats mere table thumping when you need to explain just what your department is up to and how well

    Original URL path: http://www.peterkretzman.com/2007/08/05/%E2%80%98rithmetic-quantitative-approaches-necessary-in-the-cto-role/ (2016-04-28)
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  • approximating Archives - CTO/CIO Perspectives
    drop the ball entirely on cross project resource allocation essentially simply pretending that there will be no contention issues I ve seen organizations go to the other extreme they dive into the depths of intense Project Management in capital letters taken too far too fast this approach can spin up to a high level of rigor and overhead involving often expensive software packages precise low level estimates diligent collection of actuals and ornate project calculations of hours burned and hours earned At the end there you stand like Goethe s Faust no wiser than before Read more Tweet Filed Under Pillars of Purview Projects Tools Top 25 posts Tagged With approximating balance complexity PPM program management project management simple Contact information for Peter Kretzman Ph 425 835 3487 Email peter dot kretzman at gmail dot com Social media Blog post categories Anecdotes 21 Book reviews 7 Communication 23 Education 6 Estimating 9 Ethics 1 Financial 7 General 31 Humor 7 Industry trends 23 Metrics 5 Overview 10 People 12 Performance 1 Personal 20 Personal R D 2 Peterisms 4 Pillars of Purview 43 Process 38 Projects 17 Recommended reading 8 Role definition 29 Stakeholders 15 Strategy 9 Tools 6 Top 25 posts 25 Vendor management 10 Blogroll 10x Software Development Steve McConnell s blog Archimedius Greg Ness always interesting blogs on networking security and virtualization Bridging the Gap Bridging the Gap between Business and IT Laura Brandenburg s excellent blog on crafting business analyst practices to solve business problems CIO Dashboard Chris Curran blogs on IT management issues CTOvision com Bob Gourley s excellent blog looking at things from a lens of enterprise technology E commerce Wisdom Sally McKenzie is a former colleague of mine who writes a great blog that covers what we ve seen heard and learned about

    Original URL path: http://www.peterkretzman.com/tag/approximating/ (2016-04-28)
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  • balance Archives - CTO/CIO Perspectives
    the fine art of vendor negotiation Tweet Don t write about that I ve been told by several colleagues when I ve mentioned that I was working on a post about how best as the senior technology executive to negotiate with vendors You ll give away all your tricks they ve said Well actually no Here s the main trick this particular CIO doesn t have any tricks if by tricks you mean ways to outfox the opposition or anything else that is best kept secret In fact I m not a natural avid negotiator I m not one of those people who looks forward to buying a new car because of the thrill of haggling with the salesperson But I ve learned over the years how negotiations can best be structured for the optimal outcome Like cryptography where greater obscurity isn t equivalent to greater security successful negotiation isn t dependent on tricks or subterfuge I m quite content to tell any vendor or salesman how I go about negotiating because doing so doesn t provide them any kind of advantage If anything it s beneficial to me and my company that all parties in the negotiation understand clearly the basic principles and approach that I m using it cuts a lot of the normal gamesmanship out of the equation Read more Tweet Filed Under Pillars of Purview Process Role definition Vendor management Tagged With balance choice choosing cost gamesmanship money negotiation SLA tricks vendor Contact information for Peter Kretzman Ph 425 835 3487 Email peter dot kretzman at gmail dot com Social media Blog post categories Anecdotes 21 Book reviews 7 Communication 23 Education 6 Estimating 9 Ethics 1 Financial 7 General 31 Humor 7 Industry trends 23 Metrics 5 Overview 10 People 12 Performance 1 Personal 20

    Original URL path: http://www.peterkretzman.com/tag/balance/ (2016-04-28)
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  • complexity Archives - CTO/CIO Perspectives
    drop the ball entirely on cross project resource allocation essentially simply pretending that there will be no contention issues I ve seen organizations go to the other extreme they dive into the depths of intense Project Management in capital letters taken too far too fast this approach can spin up to a high level of rigor and overhead involving often expensive software packages precise low level estimates diligent collection of actuals and ornate project calculations of hours burned and hours earned At the end there you stand like Goethe s Faust no wiser than before Read more Tweet Filed Under Pillars of Purview Projects Tools Top 25 posts Tagged With approximating balance complexity PPM program management project management simple Contact information for Peter Kretzman Ph 425 835 3487 Email peter dot kretzman at gmail dot com Social media Blog post categories Anecdotes 21 Book reviews 7 Communication 23 Education 6 Estimating 9 Ethics 1 Financial 7 General 31 Humor 7 Industry trends 23 Metrics 5 Overview 10 People 12 Performance 1 Personal 20 Personal R D 2 Peterisms 4 Pillars of Purview 43 Process 38 Projects 17 Recommended reading 8 Role definition 29 Stakeholders 15 Strategy 9 Tools 6 Top 25 posts 25 Vendor management 10 Blogroll 10x Software Development Steve McConnell s blog Archimedius Greg Ness always interesting blogs on networking security and virtualization Bridging the Gap Bridging the Gap between Business and IT Laura Brandenburg s excellent blog on crafting business analyst practices to solve business problems CIO Dashboard Chris Curran blogs on IT management issues CTOvision com Bob Gourley s excellent blog looking at things from a lens of enterprise technology E commerce Wisdom Sally McKenzie is a former colleague of mine who writes a great blog that covers what we ve seen heard and learned about

    Original URL path: http://www.peterkretzman.com/tag/complexity/ (2016-04-28)
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  • PPM Archives - CTO/CIO Perspectives
    drop the ball entirely on cross project resource allocation essentially simply pretending that there will be no contention issues I ve seen organizations go to the other extreme they dive into the depths of intense Project Management in capital letters taken too far too fast this approach can spin up to a high level of rigor and overhead involving often expensive software packages precise low level estimates diligent collection of actuals and ornate project calculations of hours burned and hours earned At the end there you stand like Goethe s Faust no wiser than before Read more Tweet Filed Under Pillars of Purview Projects Tools Top 25 posts Tagged With approximating balance complexity PPM program management project management simple Contact information for Peter Kretzman Ph 425 835 3487 Email peter dot kretzman at gmail dot com Social media Blog post categories Anecdotes 21 Book reviews 7 Communication 23 Education 6 Estimating 9 Ethics 1 Financial 7 General 31 Humor 7 Industry trends 23 Metrics 5 Overview 10 People 12 Performance 1 Personal 20 Personal R D 2 Peterisms 4 Pillars of Purview 43 Process 38 Projects 17 Recommended reading 8 Role definition 29 Stakeholders 15 Strategy 9 Tools 6 Top 25 posts 25 Vendor management 10 Blogroll 10x Software Development Steve McConnell s blog Archimedius Greg Ness always interesting blogs on networking security and virtualization Bridging the Gap Bridging the Gap between Business and IT Laura Brandenburg s excellent blog on crafting business analyst practices to solve business problems CIO Dashboard Chris Curran blogs on IT management issues CTOvision com Bob Gourley s excellent blog looking at things from a lens of enterprise technology E commerce Wisdom Sally McKenzie is a former colleague of mine who writes a great blog that covers what we ve seen heard and learned about

    Original URL path: http://www.peterkretzman.com/tag/ppm/ (2016-04-28)
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