A year ago I used to run a monthly roundup of NAV blogs and give you a short gist of who said what. Then I got lazy and stopped blogging on the weekly basis, and boy what a mistake I did – because some nice new blogs appeared in the meantime. I am somewhat ashamed that I learned about this blog only recently, but there is a gem out there you shouldn’t miss: Van Vugt’s dynamiXs.
So, if my MVP award wasn’t a prank even though it came on April 1st, I’ve just been struck by a possible bad-taste prank which is a couple of days overdue. I’ve just tried to reply to couple of comments posted here, and Internet Explorer just threw a red-background error page in my face telling me that NavigateIntoSuccess.com has been reported as unsafe. Reported? By whom?
I really don’t know who or why would report my site to Microsoft as unsafe, but I do know what the consequences can be for me: loss of traffic, and loss of reputation. Nice try, whoever did this—because I assure you – NavigateIntoSuccess.com IS safe.
I wasn’t sure at first if it was an April Fools’ day prank, but earlier this evening I’ve got an e-mail from Microsoft congratulating me on my MVP Award. Not that it just fell from the sky—I had been contacted by the nomination team and I knew it might be coming. But still, it’s April the 1st, and the E-mail was sitting in my Junk E-Mail folder, and I was *THIS* close to releasing my finger from the left mouse button over the Empty “Junk E-Mail” Folder option, when I just noticed in a flash the subject of one of the messages. Uh-uh! That ain’t no junk. Phew!
Houston Neal of Software Advice is running a survey about the ERP implementation strategies, with the goal of identifying the best one. The survey is very short, it will take…
Requirements and process review is one of the decision accelerators in the Diagnostic phase of the Sure Step, aimed at gaining deeper understanding of customer’s business processes, and documenting high level requirements, as well as possible implementation issues. As such, it is an indispensable input into further decision accelerators and the implementation project itself.
One of the activities done in scope of this decision accelerator is identifying high-level implementation issues which are then classified into critical and non-critical. I’ve done some requirements and process reviews and had a chance to discuss it with consultants and project managers, and I’ve often found people to be somewhat confused with the logic behind this classification, because at the first glance it seems totally reverse: what you could call critical shooting from the hip, is in fact non-critical, and what you could say is non-critical, turns in fact to be critical. And it requires some general shift in the point of view of what consultants are generally used to in scope of typical gap analysis activities.