<?xml version="1.0" encoding="UTF-8" ?>
<?xml-stylesheet type="text/xsl" href="https://www.dotnetzone.gr:443/cs/utility/FeedStylesheets/rss.xsl" media="screen"?><rss version="2.0" xmlns:dc="http://purl.org/dc/elements/1.1/" xmlns:slash="http://purl.org/rss/1.0/modules/slash/" xmlns:wfw="http://wellformedweb.org/CommentAPI/"><channel><title>Project Management</title><link>https://www.dotnetzone.gr:443/cs/forums/41/ShowForum.aspx</link><description>Θέματα που αφορούν σε τεχνικές project management</description><dc:language>el</dc:language><generator>CommunityServer 2.1 SP3 (Build: 20423.1)</generator><item><title>BLOOMBERG: The Most Powerful People in Your Organization Are the Software Developers!!!</title><link>https://www.dotnetzone.gr:443/cs/forums/thread/73939.aspx</link><pubDate>Wed, 21 Aug 2013 06:37:46 GMT</pubDate><guid isPermaLink="false">2622095e-976c-431a-859e-16783ec7ecd7:73939</guid><dc:creator>THEOFANIS GIOTIS | PMP, PMI-ACP, MCT, MSc, PhD C.</dc:creator><slash:comments>0</slash:comments><comments>https://www.dotnetzone.gr:443/cs/forums/thread/73939.aspx</comments><wfw:commentRss>https://www.dotnetzone.gr:443/cs/forums/commentrss.aspx?SectionID=41&amp;PostID=73939</wfw:commentRss><description>&lt;div id="story_body"&gt;&lt;div class="paginated_content clearfix"&gt;&lt;div class="page current" id="_page1"&gt;&lt;p class=""&gt;&lt;img src="http://images.bwbx.io/cms/2012-02-27/mgmtblog-header.png" alt="The Management Blog" height="83" width="630"&gt;&lt;/p&gt;&lt;p class=""&gt;&lt;img src="http://images.bwbx.io/cms/2013-08-20/0815-mgmnt-IT-power-630x420.jpg" alt="The Most Powerful People in Your Organization Are the Software Developers" title="The Most Powerful People in Your Organization Are the Software Developers" height="297" width="446"&gt; &lt;br&gt;&lt;/p&gt;&lt;p class=""&gt;Whenever
 there are major technology transitions, corporations go through a 
period in which software developers gain tremendous power. On one hand, 
it makes sense that those who understand new and complicated 
technologies need to be out in front. On the other, developers have an 
agenda that might not align with business objectives. This is where we 
are today, and it is an uncomfortable time for both IT management and 
business leaders.&lt;/p&gt;&lt;p&gt;The technologies rippling throughout 
industries—mobile and cloud computing and big data analytics–are causing
 dramatic and painful organizational changes. Meanwhile, many IT 
organizations have to cope with existing applications that are 
inflexible but necessary to operate the business. These applications 
can’t easily operate in a new world of mobile, cloud, and social 
business applications. Compounding these problems is the pace of 
technology change, which is out of step with the skills of the typical 
IT organization.&lt;/p&gt;&lt;p&gt;When the gap between innovative new products and 
available skills is wide (as it is today) business leaders rely on their
 top software developers to make decisions that will reverberate 
throughout the organization for years to come.&lt;/p&gt;&lt;p&gt;Developers tend to 
base those decisions on what tools they find interesting that can 
increase their own marketability. Sometimes the goals of developers and 
the goals of the business coincide.&amp;nbsp; Sometimes the coolest technologies 
don’t necessarily scale or handle changing business demands. And often 
the tools are too immature to tackle really hard problems. Chief 
information officers are often at a disadvantage in these situations 
because they increasingly focus on business issues and less directly 
with emerging tools and technologies.&lt;/p&gt;&lt;p&gt;What should business leaders
 do? Inaction is not the answer. Rather, there must be a two-pronged 
approach. First, it is important that developers gain experience with 
emerging innovative tools.&amp;nbsp; This will be important to ensure that a 
company is ready for a new generation of technology that could have 
profound business benefits.&lt;/p&gt;&lt;p&gt;At the same time, there needs to be 
oversight. One of the most effective approaches is to set up a task 
force that includes representatives from the business, IT management, 
and development. This group needs to have a clear set of criteria to 
evaluate whether a tool or emerging technology should be the foundation 
for a strategic business initiative.&lt;/p&gt;&lt;p&gt;What type of criteria would be appropriate?&amp;nbsp; Here are some suggestions:&lt;/p&gt;&lt;p&gt;• Is the proposed technology supported by a stable vendor?&lt;/p&gt;&lt;p&gt;• Does the technology adhere to accepted or emerging industry standards?&lt;/p&gt;&lt;p&gt;• Does the technology allow for migration to other environments if the supplier should fail?&lt;/p&gt;&lt;p&gt;• Does the technology match with business strategy?&lt;/p&gt;&lt;p&gt;• Is the benefit of the emerging technology so compelling that it is worth the risk of standardizing on an unproven technology?&lt;/p&gt;&lt;p&gt;There
 is no debate about the value and importance of innovative and emerging 
technologies. These technologies need to be used and well-understood if 
companies are to gain competitive advantage in complex industries. It’s 
how these technologies are used—and when they are used—that can make the
 difference between success and failure.&lt;/p&gt;&lt;/div&gt;&lt;/div&gt;&lt;/div&gt;

&lt;div class="author_short_bio"&gt;Hurwitz is president of &lt;a href="http://www.hurwitz.com/"&gt;Hurwitz &amp;amp; Associates&lt;/a&gt;, a strategy and research firm focused on emerging technologies. She is the author of &lt;em&gt;&lt;a href="http://www.amazon.com/Smart-Lucky-Technology-Leaders-Success/dp/0470891424/ref=sr_1_2?ie=UTF8&amp;amp;qid=1303245839&amp;amp;sr=8-2"&gt;Smart or Lucky? How Technology Leaders Turn Chance Into Success&lt;/a&gt;&lt;/em&gt;
 (Jossey Bass, 2011) and has co-authored Dummies books on Cloud 
Computing, Service Management, and Service Orientation (Wiley 
Publishing). Her latest book is &lt;em&gt;Hybrid Cloud for Dummies&lt;/em&gt;. &lt;/div&gt;&lt;div class="author_short_bio"&gt;&amp;nbsp;&lt;/div&gt;&lt;div class="author_short_bio"&gt;&lt;p&gt;&lt;b&gt;Θεοφάνης Γιώτης / Theofanis Giotis&lt;/b&gt;&amp;nbsp; |&amp;nbsp; &lt;a&gt;Theofanis.Giotis@12pm.gr&lt;/a&gt;&lt;/p&gt;&lt;p&gt;Διευθύνων Σύμβουλος 12PM Consulting / ITEC Consulting&amp;nbsp; |&amp;nbsp;&amp;nbsp; &lt;a href="http://www.12pm.gr/"&gt;www.12pm.gr&lt;/a&gt;&lt;/p&gt;&lt;div class="MsoNormal"&gt;&lt;p&gt;Original post: &lt;a href="http://www.businessweek.com/articles/2013-08-20/the-most-powerful-people-in-your-organization-are-the-software-developers" target="_blank"&gt;http://www.businessweek.com/articles/2013-08-20/the-most-powerful-people-in-your-organization-are-the-software-developers&amp;nbsp; &lt;/a&gt;&lt;a href="http://blog.12pm.biz/post/2013/08/17/Tax-evation-in-Belgium.aspx"&gt;&lt;/a&gt;&lt;/p&gt;&lt;/div&gt;&lt;p&gt;&lt;a href="http://www.12pm.gr/"&gt;Για εκπαίδευση PMP και πιστοποίηση PMP, click here...&lt;/a&gt;&lt;/p&gt;&amp;nbsp;&lt;/div&gt;</description></item></channel></rss>