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http://www.deltainitiative.com/index.php/Blog-Higher-Education/we-know-better-how-to-do-that-dont-we.html Phil Hill phill@deltainitiative.com <p><i>This is the beginning of a small series of blog posts that explores the case study of the US Space Shuttle program and draws lessons for enterprise software projects.</i></p><p><b>Part 1: &nbsp;Background on the Space Shuttle program</b></p><p>By looking at some of NASA’s manned space flight history, we can see two of the easiest mistakes that managers make when self-preservation of a favorite project becomes their modus operandi. &nbsp;These mistakes are becoming blind to reality and forgetting how to listen to those closest to the action. &nbsp;These two mistakes can kill any mission-critical system implementation. &nbsp;</p><p>Last year I watched <a href="http://www.amazon.com/Apollo-13-15th-Anniversary-Blu-ray/dp/B00371QQ2U/ref=sr_1_1?ie=UTF8&amp;s=dvd&amp;qid=1267484613&amp;sr=8-1" mce_href="http://www.amazon.com/Apollo-13-15th-Anniversary-Blu-ray/dp/B00371QQ2U/ref=sr_1_1?ie=UTF8&amp;s=dvd&amp;qid=1267484613&amp;sr=8-1" title="Apollo 13">Apollo 13</a>&nbsp;with one of my daughters. &nbsp;<a href="http://www.amazon.com/Apollo-13-15th-Anniversary-Blu-ray/dp/B00371QQ2U/ref=sr_1_1?ie=UTF8&amp;s=dvd&amp;qid=1267484613&amp;sr=8-1" mce_href="http://www.amazon.com/Apollo-13-15th-Anniversary-Blu-ray/dp/B00371QQ2U/ref=sr_1_1?ie=UTF8&amp;s=dvd&amp;qid=1267484613&amp;sr=8-1" title="Apollo 13" style="margin: 0px; padding: 0px; font-family: Arial; font-style: normal; font-variant: normal; font-size: 12px; line-height: normal; font-size-adjust: none; font-stretch: normal; color: rgb(0, 0, 204); text-decoration: underline; font-weight: normal;" mce_style="padding-top: 0px; padding-right: 0px; padding-bottom: 0px; padding-left: 0px; margin-top: 0px; margin-right: 0px; margin-bottom: 0px; margin-left: 0px; font: normal normal normal 12px/normal Arial; color: #0000cc; text-decoration: underline; font-weight: normal; ">Apollo 13</a>&nbsp;is the movie based on Jim Lovell’s book <a href="http://www.amazon.com/Lost-Moon-Perilous-Voyage-Apollo/dp/0395670292/ref=sr_1_1?ie=UTF8&amp;s=books&amp;qid=1267484688&amp;sr=8-1" mce_href="http://www.amazon.com/Lost-Moon-Perilous-Voyage-Apollo/dp/0395670292/ref=sr_1_1?ie=UTF8&amp;s=books&amp;qid=1267484688&amp;sr=8-1" title="Lost Moon">Lost Moon</a>, which tells the true story of the Apollo mission just 8 months after the first landing on the moon. &nbsp;This is a dramatic story where everything that could go wrong in the mission does go wrong. &nbsp;After liftoff, when the mission is halfway to the moon, the astronauts heard a violent explosion that no one could explain. &nbsp;Suddenly the ground crew and the astronauts are faced with a situation that they have never faced before - no one knows what exploded or what subsystems have been damaged on the spacecraft. &nbsp;All they know is that the oxygen tanks and battery levels are falling.</p><p>The movie then shows the ground crew and the astronauts making a series of improvised solutions to various problems that arise, all while the astronauts know they have a slim chance to return alive. &nbsp;While watching this movie, both of my daughters said that they would be scared to be astronauts. &nbsp;Later, after the astronauts safely land and the movie finishes, my youngest daughter Olivia seemed to be thinking. &nbsp;Eventually she said to me, “But Dad, it must be much safer now that we have all this experience, and we must know better how to do this. &nbsp;Don't we?”</p><p>It turns out there was no good way to answer Olivia. &nbsp;Do we really know better how to “do this”, if by “doing this” we mean safely sending astronauts into space and returning them while completing the mission? &nbsp;The evidence is not at all clear.</p> <p><i>This is the beginning of a small series of blog posts that explores the case study of the US Space Shuttle program and draws lessons for enterprise software projects.</i></p><p><b>Part 1: &nbsp;Background on the Space Shuttle program</b></p><p>By looking at some of NASA’s manned space flight history, we can see two of the easiest mistakes that managers make when self-preservation of a favorite project becomes their modus operandi. &nbsp;These mistakes are becoming blind to reality and forgetting how to listen to those closest to the action. &nbsp;These two mistakes can kill any mission-critical system implementation. &nbsp;</p><p>Last year I watched <a href="http://www.amazon.com/Apollo-13-15th-Anniversary-Blu-ray/dp/B00371QQ2U/ref=sr_1_1?ie=UTF8&amp;s=dvd&amp;qid=1267484613&amp;sr=8-1" mce_href="http://www.amazon.com/Apollo-13-15th-Anniversary-Blu-ray/dp/B00371QQ2U/ref=sr_1_1?ie=UTF8&amp;s=dvd&amp;qid=1267484613&amp;sr=8-1" title="Apollo 13">Apollo 13</a>&nbsp;with one of my daughters. &nbsp;<a href="http://www.amazon.com/Apollo-13-15th-Anniversary-Blu-ray/dp/B00371QQ2U/ref=sr_1_1?ie=UTF8&amp;s=dvd&amp;qid=1267484613&amp;sr=8-1" mce_href="http://www.amazon.com/Apollo-13-15th-Anniversary-Blu-ray/dp/B00371QQ2U/ref=sr_1_1?ie=UTF8&amp;s=dvd&amp;qid=1267484613&amp;sr=8-1" title="Apollo 13" style="margin: 0px; padding: 0px; font-family: Arial; font-style: normal; font-variant: normal; font-size: 12px; line-height: normal; font-size-adjust: none; font-stretch: normal; color: rgb(0, 0, 204); text-decoration: underline; font-weight: normal;" mce_style="padding-top: 0px; padding-right: 0px; padding-bottom: 0px; padding-left: 0px; margin-top: 0px; margin-right: 0px; margin-bottom: 0px; margin-left: 0px; font: normal normal normal 12px/normal Arial; color: #0000cc; text-decoration: underline; font-weight: normal; ">Apollo 13</a>&nbsp;is the movie based on Jim Lovell’s book <a href="http://www.amazon.com/Lost-Moon-Perilous-Voyage-Apollo/dp/0395670292/ref=sr_1_1?ie=UTF8&amp;s=books&amp;qid=1267484688&amp;sr=8-1" mce_href="http://www.amazon.com/Lost-Moon-Perilous-Voyage-Apollo/dp/0395670292/ref=sr_1_1?ie=UTF8&amp;s=books&amp;qid=1267484688&amp;sr=8-1" title="Lost Moon">Lost Moon</a>, which tells the true story of the Apollo mission just 8 months after the first landing on the moon. &nbsp;This is a dramatic story where everything that could go wrong in the mission does go wrong. &nbsp;After liftoff, when the mission is halfway to the moon, the astronauts heard a violent explosion that no one could explain. &nbsp;Suddenly the ground crew and the astronauts are faced with a situation that they have never faced before - no one knows what exploded or what subsystems have been damaged on the spacecraft. &nbsp;All they know is that the oxygen tanks and battery levels are falling.</p><p>The movie then shows the ground crew and the astronauts making a series of improvised solutions to various problems that arise, all while the astronauts know they have a slim chance to return alive. &nbsp;While watching this movie, both of my daughters said that they would be scared to be astronauts. &nbsp;Later, after the astronauts safely land and the movie finishes, my youngest daughter Olivia seemed to be thinking. &nbsp;Eventually she said to me, “But Dad, it must be much safer now that we have all this experience, and we must know better how to do this. &nbsp;Don't we?”</p><p>It turns out there was no good way to answer Olivia. &nbsp;Do we really know better how to “do this”, if by “doing this” we mean safely sending astronauts into space and returning them while completing the mission? &nbsp;The evidence is not at all clear.</p> IT Governance: Do you really have buy-in? 2010-02-10T02:12:38Z 2010-02-10T02:12:38Z http://www.deltainitiative.com/index.php/Blog-Higher-Education/it-governance-do-you-really-have-buy-in.html Phil Hill phill@deltainitiative.com <p><a target="_blank" mce_href="http://www.itgi.org/template_ITGI.cfm?Section=About_IT_Governance1&amp;Template=/ContentManagement/HTMLDisplay.cfm&amp;ContentID=19657" href="http://www.itgi.org/template_ITGI.cfm?Section=About_IT_Governance1&amp;Template=/ContentManagement/HTMLDisplay.cfm&amp;ContentID=19657">IT Governance</a> is growing in importance for higher education, and is consistently listed as one of the <a target="_blank" mce_href="http://www.educause.edu/EDUCAUSE+Review/EDUCAUSEReviewMagazineVolume44/TopTenITIssues2009/174191" href="http://www.educause.edu/EDUCAUSE+Review/EDUCAUSEReviewMagazineVolume44/TopTenITIssues2009/174191">Educause Top Ten Issues</a>. Certainly governance is crucial for higher education organizations to be effective, however, I worry that too often we think of governance from a top-down perspective, often basing the case for governance on such abstract concepts as alignment. Rather than thinking of IT governance as something we need to do, I think we should focus on the challenges our organizations face and then determine how governance could help solve these problems.</p> <p>In this note, I'd like to focus on getting real buy-in for IT initiatives - buy-in that results in decisions and follow-through on those decisions. How can governance help you gain support and engagement from the whole organization?</p> <p>I don't know about you, but seldom have I heard people discussing a project say "Boy, we'd be a lot more successful if IT initiatives were in alignment with overall institutional strategy." If you do hear that statement, I'm willing to bet that you're sitting in a committee meeting thinking about a new game of buzzword bingo.</p> <p>While we need alignment, these abstract discussions miss an opportunity for governance to be relevant to major IT initiatives. What I do hear from people discussing a project is something closer to "Those guys in the College of Engineering seem to fight us every step of the way. Why do they always feel they need to use their own system rather than work with us in central IT?" Or, how about the lament that "We do have a steering committee for our system-wide LMS initiative. We just can't get half the campus to actually use the new system."</p> <p><a target="_blank" mce_href="http://www.itgi.org/template_ITGI.cfm?Section=About_IT_Governance1&amp;Template=/ContentManagement/HTMLDisplay.cfm&amp;ContentID=19657" href="http://www.itgi.org/template_ITGI.cfm?Section=About_IT_Governance1&amp;Template=/ContentManagement/HTMLDisplay.cfm&amp;ContentID=19657">IT Governance</a> is growing in importance for higher education, and is consistently listed as one of the <a target="_blank" mce_href="http://www.educause.edu/EDUCAUSE+Review/EDUCAUSEReviewMagazineVolume44/TopTenITIssues2009/174191" href="http://www.educause.edu/EDUCAUSE+Review/EDUCAUSEReviewMagazineVolume44/TopTenITIssues2009/174191">Educause Top Ten Issues</a>. Certainly governance is crucial for higher education organizations to be effective, however, I worry that too often we think of governance from a top-down perspective, often basing the case for governance on such abstract concepts as alignment. Rather than thinking of IT governance as something we need to do, I think we should focus on the challenges our organizations face and then determine how governance could help solve these problems.</p> <p>In this note, I'd like to focus on getting real buy-in for IT initiatives - buy-in that results in decisions and follow-through on those decisions. How can governance help you gain support and engagement from the whole organization?</p> <p>I don't know about you, but seldom have I heard people discussing a project say "Boy, we'd be a lot more successful if IT initiatives were in alignment with overall institutional strategy." If you do hear that statement, I'm willing to bet that you're sitting in a committee meeting thinking about a new game of buzzword bingo.</p> <p>While we need alignment, these abstract discussions miss an opportunity for governance to be relevant to major IT initiatives. What I do hear from people discussing a project is something closer to "Those guys in the College of Engineering seem to fight us every step of the way. Why do they always feel they need to use their own system rather than work with us in central IT?" Or, how about the lament that "We do have a steering committee for our system-wide LMS initiative. We just can't get half the campus to actually use the new system."</p> Keeping Pace with Online Learning 2010-02-05T21:16:30Z 2010-02-05T21:16:30Z http://www.deltainitiative.com/index.php/Delta-Initiative-News/keeping-pace-with-online-learning.html Phil Hill phill@deltainitiative.com <p><img src="http://www.deltainitiative.com/picts/webinars/keeping-pace/keepingPaceIcon.jpg" mce_src="picts/webinars/keeping-pace/keepingPaceIcon.jpg" align="right" height="120" hspace="10px" width="150">Phil Hill participated in the webinar: "Keeping Pace with Online Learning". It was presented on Thursday, January 28, at 1 PM Eastern Time.<br /><br />Presented by: John Watson, Evergreen Education Group, Consultant and Lead author of "Keeping Pace with K-12 Online Learning", <br />with Higher Education Perspectives shared by: Phil Hill, Delta Initiative, Consultant<br /><br />TO SEE WEBINAR ARCHIVE simply click on the following link - or copy and paste it into your browser:&nbsp; <a target="_blank" mce_href="https://sas.elluminate.com/p.jnlp?psid=2010-01-28.1021.M.40FB21CD9A473E3451158B35D73286.vcr" href="https://sas.elluminate.com/p.jnlp?psid=2010-01-28.1021.M.40FB21CD9A473E3451158B35D73286.vcr">Monterey Institute Jan 2010 Webinar</a>.<br /><br />You can also <a mce_href="http://www.deltainitiative.com/picts/webinars/keeping-pace/KeepingPaceWebinar_Jan10.ppsx" href="http://www.deltainitiative.com/picts/webinars/keeping-pace/KeepingPaceWebinar_Jan10.ppsx">download the presentation here</a>&gt;&gt;<br /></p> <p><img src="http://www.deltainitiative.com/picts/webinars/keeping-pace/keepingPaceIcon.jpg" mce_src="picts/webinars/keeping-pace/keepingPaceIcon.jpg" align="right" height="120" hspace="10px" width="150">Phil Hill participated in the webinar: "Keeping Pace with Online Learning". It was presented on Thursday, January 28, at 1 PM Eastern Time.<br /><br />Presented by: John Watson, Evergreen Education Group, Consultant and Lead author of "Keeping Pace with K-12 Online Learning", <br />with Higher Education Perspectives shared by: Phil Hill, Delta Initiative, Consultant<br /><br />TO SEE WEBINAR ARCHIVE simply click on the following link - or copy and paste it into your browser:&nbsp; <a target="_blank" mce_href="https://sas.elluminate.com/p.jnlp?psid=2010-01-28.1021.M.40FB21CD9A473E3451158B35D73286.vcr" href="https://sas.elluminate.com/p.jnlp?psid=2010-01-28.1021.M.40FB21CD9A473E3451158B35D73286.vcr">Monterey Institute Jan 2010 Webinar</a>.<br /><br />You can also <a mce_href="http://www.deltainitiative.com/picts/webinars/keeping-pace/KeepingPaceWebinar_Jan10.ppsx" href="http://www.deltainitiative.com/picts/webinars/keeping-pace/KeepingPaceWebinar_Jan10.ppsx">download the presentation here</a>&gt;&gt;<br /></p> A Tale of Two (Online) Cities 2010-02-03T14:31:11Z 2010-02-03T14:31:11Z http://www.deltainitiative.com/index.php/Blog/a-tail-of-two-online-cities.html Phil Hill phill@deltainitiative.com <p>Recently I participated in two webinars on the topic of the future of online programs (<a href="http://joomlatest.siia.net/index.php?option=com_content&amp;view=article&amp;id=141&amp;Itemid=3" mce_href="http://joomlatest.siia.net/index.php?option=com_content&amp;view=article&amp;id=141&amp;Itemid=3">SIIA membership required</a>, and <a href="https://sas.elluminate.com/p.jnlp?psid=2010-01-28.1021.M.40FB21CD9A473E3451158B35D73286.vcr" mce_href="https://sas.elluminate.com/p.jnlp?psid=2010-01-28.1021.M.40FB21CD9A473E3451158B35D73286.vcr">Monterey Institute, Elluminate archive</a>). I co-presented with John Watson of the <a href="http://evergreenedgroup.com/" mce_href="http://evergreenedgroup.com/">Evergreen Education Group</a>, with John covering K-12 online and with me covering higher education online perspectives. &nbsp;During the webinars there seemed to be some real interest in the paradoxical nature of the higher ed online world - despite tremendous growth of online courses and programs, online organizations are often in a large state of flux and turmoil. It was the best of times, it was the worst of times . . .&nbsp;</p> <p>You can get a good look at this situation by viewing two recent studies. The new 2<a href="http://www.sloanconsortium.org/publications/survey/learning_on_demand_sr2010" mce_href="http://www.sloanconsortium.org/publications/survey/learning_on_demand_sr2010">009 Sloan Consortium report</a>&nbsp;just came out last week, and it documents the continued, and potentially accelerating growth of online courses and programs. For the first time, the report includes enrollment numbers affected by the recession that started in 2008, giving us a perspective on its potential affects. &nbsp;The highlights are that for fall 2008, 1 in 4 higher ed students takes at least one online course, with 4.6 million students in this category, and <b>enrollment growth rates of ~17% per year</b>. Compare this to overall enrollment growth rates of 1 - 2%, and you get the distinct picture of online's growth - it's here as a major option, regardless of any skepticism.</p> <p>At the same time, a <a href="http://www.wcet.info/2.0/index.php?q=node/1290" mce_href="http://www.wcet.info/2.0/index.php?q=node/1290">WCET and Campus Computing Project survey</a>&nbsp;was released in October 2009, and it documents the turmoil of our online organizations and academic technology infrastructure. The highlights are that 45% of online units have re-organized in the past 2 years, <b>52% of online units plan to re-organize in the next 2 years</b>, and 29% of online units have reorganized in the past 2 years and still plan to do so again in the next 2 years. &nbsp;Talk about instability. Furthermore, while 88% of online units use the same LMS as the main campus, 47% plan to re-evaluate their strategy, and 24% plan to change LMS in the next 2 years.</p> <p>Recently I participated in two webinars on the topic of the future of online programs (<a href="http://joomlatest.siia.net/index.php?option=com_content&amp;view=article&amp;id=141&amp;Itemid=3" mce_href="http://joomlatest.siia.net/index.php?option=com_content&amp;view=article&amp;id=141&amp;Itemid=3">SIIA membership required</a>, and <a href="https://sas.elluminate.com/p.jnlp?psid=2010-01-28.1021.M.40FB21CD9A473E3451158B35D73286.vcr" mce_href="https://sas.elluminate.com/p.jnlp?psid=2010-01-28.1021.M.40FB21CD9A473E3451158B35D73286.vcr">Monterey Institute, Elluminate archive</a>). I co-presented with John Watson of the <a href="http://evergreenedgroup.com/" mce_href="http://evergreenedgroup.com/">Evergreen Education Group</a>, with John covering K-12 online and with me covering higher education online perspectives. &nbsp;During the webinars there seemed to be some real interest in the paradoxical nature of the higher ed online world - despite tremendous growth of online courses and programs, online organizations are often in a large state of flux and turmoil. It was the best of times, it was the worst of times . . .&nbsp;</p> <p>You can get a good look at this situation by viewing two recent studies. The new 2<a href="http://www.sloanconsortium.org/publications/survey/learning_on_demand_sr2010" mce_href="http://www.sloanconsortium.org/publications/survey/learning_on_demand_sr2010">009 Sloan Consortium report</a>&nbsp;just came out last week, and it documents the continued, and potentially accelerating growth of online courses and programs. For the first time, the report includes enrollment numbers affected by the recession that started in 2008, giving us a perspective on its potential affects. &nbsp;The highlights are that for fall 2008, 1 in 4 higher ed students takes at least one online course, with 4.6 million students in this category, and <b>enrollment growth rates of ~17% per year</b>. Compare this to overall enrollment growth rates of 1 - 2%, and you get the distinct picture of online's growth - it's here as a major option, regardless of any skepticism.</p> <p>At the same time, a <a href="http://www.wcet.info/2.0/index.php?q=node/1290" mce_href="http://www.wcet.info/2.0/index.php?q=node/1290">WCET and Campus Computing Project survey</a>&nbsp;was released in October 2009, and it documents the turmoil of our online organizations and academic technology infrastructure. The highlights are that 45% of online units have re-organized in the past 2 years, <b>52% of online units plan to re-organize in the next 2 years</b>, and 29% of online units have reorganized in the past 2 years and still plan to do so again in the next 2 years. &nbsp;Talk about instability. Furthermore, while 88% of online units use the same LMS as the main campus, 47% plan to re-evaluate their strategy, and 24% plan to change LMS in the next 2 years.</p> Missed opportunities with major system upgrades 2010-01-25T20:17:11Z 2010-01-25T20:17:11Z http://www.deltainitiative.com/index.php/Blog/missed-opportunities-with-major-system-upgrades.html Jim Ritchey jritchey@deltainitiative.com <p>Several years ago, mid-sized organization implemented a very large custom configuration when they implemented their ERP system. At implementation time, they felt a large number of their customers would take advantage of the change. This was a multi-million dollar custom component. The need for the custom component was driven by the IT organization and was never really understood by the business. Once implemented, they learned only 2% of their customers would be able to use the custom component, yet the custom component negatively impacted 98% of the customers as well as the entire support staff. In addition, each system upgrade would cost the organization over a million dollars to retrofit the custom component.</p> <p>As this example shows, many times major system upgrades are viewed as a technology project, and organizations miss the opportunity to improve the associated processes and improve business results. Even with the best implementations of major systems, organizations quickly learn that they could have taken better advantage of the system if they would have made some different decisions during the implementation. Projects that were driven as technology implementations usually missed providing many of the break-through transformations of business processes that deliver real business benefits. Often the upgrades are a result of a technical decision to stay current with software versions to ensure the vendor continues to provide support. Upgrading for support reasons provides business benefits to the vendor, but does the organization receive benefits? As the upgrade project begins, questions that should be asked are:</p> <ul><li>What was the result of the last implementation/upgrade? &nbsp;We there open issues or problems with the implementation? &nbsp;Did the organization achieve the expected business benefits?</li> <li>Are there particular processes that are not performing well? Potentially highly manual processes, high error rates, or too slow?</li> <li>Were there requested enhancements that are included in the release?</li><li><span class="Apple-style-span" style="color: rgb(0, 0, 0); line-height: 13px;" mce_style="color: #000000; line-height: 13px; ">Many times organizations or people within the organization will have a negative opinion of the software package. Is there a negative opinion? Has anyone done a root cause analysis to determine the cause of the discontent? Many times perceived problems are based on the implementation or business processes, and not based on the software itself. Upgrading the software will not eliminate these issues. &nbsp;Are there project or business process changes that should be addressed before implementing the upgraded system?</span></li></ul><ul> </ul> <p>Based on an assessment that asked these questions, the organization listed above decided to remove the custom component as part of their first upgrade. &nbsp;Some of the benefits they received were:</p> <p>Several years ago, mid-sized organization implemented a very large custom configuration when they implemented their ERP system. At implementation time, they felt a large number of their customers would take advantage of the change. This was a multi-million dollar custom component. The need for the custom component was driven by the IT organization and was never really understood by the business. Once implemented, they learned only 2% of their customers would be able to use the custom component, yet the custom component negatively impacted 98% of the customers as well as the entire support staff. In addition, each system upgrade would cost the organization over a million dollars to retrofit the custom component.</p> <p>As this example shows, many times major system upgrades are viewed as a technology project, and organizations miss the opportunity to improve the associated processes and improve business results. Even with the best implementations of major systems, organizations quickly learn that they could have taken better advantage of the system if they would have made some different decisions during the implementation. Projects that were driven as technology implementations usually missed providing many of the break-through transformations of business processes that deliver real business benefits. Often the upgrades are a result of a technical decision to stay current with software versions to ensure the vendor continues to provide support. Upgrading for support reasons provides business benefits to the vendor, but does the organization receive benefits? As the upgrade project begins, questions that should be asked are:</p> <ul><li>What was the result of the last implementation/upgrade? &nbsp;We there open issues or problems with the implementation? &nbsp;Did the organization achieve the expected business benefits?</li> <li>Are there particular processes that are not performing well? Potentially highly manual processes, high error rates, or too slow?</li> <li>Were there requested enhancements that are included in the release?</li><li><span class="Apple-style-span" style="color: rgb(0, 0, 0); line-height: 13px;" mce_style="color: #000000; line-height: 13px; ">Many times organizations or people within the organization will have a negative opinion of the software package. Is there a negative opinion? Has anyone done a root cause analysis to determine the cause of the discontent? Many times perceived problems are based on the implementation or business processes, and not based on the software itself. Upgrading the software will not eliminate these issues. &nbsp;Are there project or business process changes that should be addressed before implementing the upgraded system?</span></li></ul><ul> </ul> <p>Based on an assessment that asked these questions, the organization listed above decided to remove the custom component as part of their first upgrade. &nbsp;Some of the benefits they received were:</p> Article on Selecting Enterprise Software Systems 2009-08-20T15:12:44Z 2009-08-20T15:12:44Z http://www.deltainitiative.com/index.php/Articles/article-on-selecting-enterprise-software-systems.html Phil Hill phill@deltainitiative.com <p>Last year, Jim Ritchey and I wrote an article for Cutter on the art of selecting enterprise software solutions. Our basic topic was that you need to avoid the tendency to focus too heavily on current features, and instead focus more on product architecture and long-term considerations.&nbsp; <a href="index.php/Webinars/workshops-inquiry.html" mce_href="index.php/Webinars/workshops-inquiry.html">Here is a link to the article</a>.</p> <p>Last year, Jim Ritchey and I wrote an article for Cutter on the art of selecting enterprise software solutions. Our basic topic was that you need to avoid the tendency to focus too heavily on current features, and instead focus more on product architecture and long-term considerations.&nbsp; <a href="index.php/Webinars/workshops-inquiry.html" mce_href="index.php/Webinars/workshops-inquiry.html">Here is a link to the article</a>.</p> Archive of LMS Webinars on State-wide Strategy 2009-08-14T14:56:41Z 2009-08-14T14:56:41Z http://www.deltainitiative.com/index.php/Delta-Initiative-News/archive-of-lms-webinars-o-state-wide-strategy.html Administrator corey@coreynordwall.com <p>As part of our work with the CalState system, we recently held two webinars to share information we have gathered on the LMS market. The focus was on the overall LMS market, including proprietary and open source solutions, and the profile of&nbsp; different state-wide systems. Based on feedback from the webinars, we have decided to make this information publicly available. You can find the webinar archive and presentation material <a href="index.php/Webinars/webinars.html" mce_href="index.php/Webinars/webinars.html">on this page</a>.&nbsp; Enjoy!</p> <p>As part of our work with the CalState system, we recently held two webinars to share information we have gathered on the LMS market. The focus was on the overall LMS market, including proprietary and open source solutions, and the profile of&nbsp; different state-wide systems. Based on feedback from the webinars, we have decided to make this information publicly available. You can find the webinar archive and presentation material <a href="index.php/Webinars/webinars.html" mce_href="index.php/Webinars/webinars.html">on this page</a>.&nbsp; Enjoy!</p> Welcome to the Delta Initiative New Website 2009-07-02T20:48:14Z 2009-07-02T20:48:14Z http://www.deltainitiative.com/index.php/Delta-Initiative-News/welcome-to-the-di-new-website.html Administrator corey@coreynordwall.com <p>As you can see, we are changing the whole look-and-feel of the Delta Initiative website.&nbsp; We plan to make the web site a more lively place to find out about Delta Initiative, and to find useful information.&nbsp; Have a look around and send feedback!</p> <p>As you can see, we are changing the whole look-and-feel of the Delta Initiative website.&nbsp; We plan to make the web site a more lively place to find out about Delta Initiative, and to find useful information.&nbsp; Have a look around and send feedback!</p> It’s the Design, Not the Features 2009-07-02T20:41:46Z 2009-07-02T20:41:46Z http://www.deltainitiative.com/index.php/Articles/its-the-design-not-the-features.html Phil Hill phill@deltainitiative.com <p><b>It’s the Design, Not the Features</b><br /><i>by Jim Ritchey and Phil Hill</i></p> <p>The enterprise software market has gone through a significant period of consolidation, which has resulted in organizations selecting among a decreasing number of vendors for increasingly large and complex applications. Even though the market has changed, too many organizations still make enterprise software decisions based on the obsolete assumption that there are multiple vendors that are primarily differentiated by their product features. From this standpoint, the selection of enterprise software often comes down to scoring exercises based on product features, technology choices, product pricing, total cost of ownership (TCO), and implementation planning. The problem with this approach is that it focuses too narrowly on the past — <i>what features and configuration capabilities have been developed to date?</i> — whereas the focus should be aimed toward the future — <i>what is the underlying system design and its implications?</i></p> <p>Continue reading. <a href="picts/pdf/citj0806_rh.pdf" mce_href="picts/pdf/citj0806_rh.pdf">Download the PDF</a>.</p> <p><b>It’s the Design, Not the Features</b><br /><i>by Jim Ritchey and Phil Hill</i></p> <p>The enterprise software market has gone through a significant period of consolidation, which has resulted in organizations selecting among a decreasing number of vendors for increasingly large and complex applications. Even though the market has changed, too many organizations still make enterprise software decisions based on the obsolete assumption that there are multiple vendors that are primarily differentiated by their product features. From this standpoint, the selection of enterprise software often comes down to scoring exercises based on product features, technology choices, product pricing, total cost of ownership (TCO), and implementation planning. The problem with this approach is that it focuses too narrowly on the past — <i>what features and configuration capabilities have been developed to date?</i> — whereas the focus should be aimed toward the future — <i>what is the underlying system design and its implications?</i></p> <p>Continue reading. <a href="picts/pdf/citj0806_rh.pdf" mce_href="picts/pdf/citj0806_rh.pdf">Download the PDF</a>.</p>