Regarding the CIO Habitat column ["Subscription Research: Affordable Genius and Managed Ignorance," January 2006 issue], I could spend all day hunting around the hundreds of categories Gartner and Forrester use, only to find out that what I'm really looking for doesn't exist, that IDC has just what I want but my company doesn't subscribe, or that Celent has it but I didn't know my company has a subscription. The information options are endless; the ability to review, filter and make use of the information is the real challenge. Information management is truly going to be a huge skill: that is, the ability to use the information we have rather than create more.
All the best for 2006.
BMO Financial Group
A READER MAKES HIS RESOLUTIONS
Thank you for the fine article [Business Mentor, "Resolutions for 2006: Personal and Professional," January issue]. I too have personal and professional resolutions for the new year:
- To spend more time with the most important people in my life.
- To clearly learn a new technology and pick one to learn. Every day something new comes along, so it's difficult to keep up.
- To help make my company a better place to work. The office should be somewhere you really want to be, not have to be.
DITCH YOUR ASSUMPTIONS
As I read the ERP Journey column "Our Missteps Teach Us to Assume Nothing" [January issue], I flashed back to an implementation I was involved in with SAP in Japan. One of the lessons I learned was assume nothing and question everything. We made our dates, but not without a heroic effort. Since then, we've embraced a rigorous project management methodology from Fujitsu called Macroscope. Good luck on the rest of the project.
IS Director, Planning and Technology
GETTING THE JOKE
I've written papers and articles for nearly 20 years and love a clever turn of phrase [Podium, "Why Bean Counters Can't Run the Universe," December issue]. I find the tongue-in-cheek style among the most challenging to pull off (particularly for an entire article). I happened upon your article -- drawn in by its sassy title -- and thoroughly enjoyed its masterful construction. Congratulations on a clever, informative, entirely delectable piece.
John L. Stelzer
Director, Retail Industry Marketing
Sterling Commerce/SBC Communications
LOST IN TRANSITION
I recently read your Project Expert column "Ignore Customer Stress at Your Peril" [January issue]. I'm no expert, but I believe that anytime you introduce a new process into the mix, stress affects even the most resilient individuals. Key sources of stress are the process of requirements definition and the handoff between project and line-of-business managers.
I hear the same thing from CIOs all the time. Companies invest thousands of dollars in new application projects, only for these projects to fall completely flat when it comes time for handoff because the final product failed to meet customer expectations. Meanwhile, CIOs are struggling to build a requirements model attuned to more rapid business change that tracks the evolution of these requirements throughout the project lifecycle. If everyone had a unified, real-time view of the changing scope of projects, I don't think we'd see the high project failure rate that we do today.
Phillip C. Deck
Chairman and CEO
WE WANT TO HEAR FROM YOU:
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This was first published in March 2006