When you launch a project team, what are your go-to methods for kicking off, building cohesion, establishing goals, and delivering value together? If you’ve been thinking about refreshing your toolkit, would you consider a customizable process—with or without steamed milk—to ensure that everyone knows why they are on the project and why it is going to be the best one ever?
A woman who has always identified as Ashkenazi Jewish received a DNA testing kit from one of the ancestry services and participates on a whim. Surprise! Turns out her father was actually a non-Jewish sperm donor. It’s one of many fascinating and recent cases of renegotiating identity, along with stories about an adopted child finding their true birth family, or even individuals tracing their ancestry back to someone practicing witchcraft.
On March 12, 2018, Microsoft’s Artificial Intelligence (AI) and Research group announced: “We find that our latest neural machine translation system has reached a new state-of-the-art, and that the translation quality…
How might we redesign an organization to improve mission outcomes without assuming that reorganization is the right first choice? ….
MITRE started using SharePoint with a small pilot in 2003 and now has a robust set of several thousand intranet and extranet sites based on SharePoint 2010. It is used as a content management platform, a collaborative team platform (for projects, organizations and CoPs), for work process capture and scheduling, employee engagement, and blogging. It has become critical to MITRE’s business processes, resulting in an evolution of its capabilities over the years.
Collaboration systems are traditionally all about enabling users to share information. Usability is paramount: the easier it is for users to share within a tool, the more powerful and successful the tool is considered to be. Somewhat the opposite applies to security systems, as they are often considered most successful when parties are prevented from sharing something. Yet these two considerations, seemingly at odds with each other, are both essential to functioning systems in the real world.
Each of our IT service managers is responsible for operating their service, measuring its impact, managing its cost, and evolving the service over time. How the service evolves, or its “roadmap”, is based on changing user requirements, product evolution, technology changes, cost pressures, and industry trends. The service manager must stay informed and continuously question their assumptions as they develop their roadmaps. But almost as important as the ability to develop their roadmap is the need to communicate their roadmap.