You didn't mention health and workout metrics - oximeter, heart rate, blood pressure, pedometer, GPS, ascent/descent. I want a watch that looks like that, is easy to use and has the kitchen sink in features.
The IoT market has already gained momentum with increasing adoption, offering a wide variety of uses and portfolio of applications. The main attraction offered by the Internet of Things is its potential to change strategy and a wide range of new products and service possibilities.
BYOD is an easy subject to have strong opinions about and that resulted in a very robust Twitter chat hour yesterday. The Tweets were flying: 279 of them from 38 rowdy participants.
The main question asked if BYOD is on the wane or plateauing based on a couple of CIO.com stories from senior online writer Tom Kaneshige. One cited a California court ruling that employees must be reimbursed for business calls made from personal phones.
I think for millennials and younger workers, mixing work and play is SOP....but unwinding is important. There's also a relationship between working at home and BYOD where you're essentially your own helpdesk and IT equipment supplier. In a way, it's taking ownership of your own IT needs.
First, what is XaaS? Is this just more marketing fluff? Why do we need to define yet another model to fully describe cloud services? I contest that XaaS is a legitimate term, and that it is useful to describe a new type of cloud services — those that make use of IaaS, PaaS, and SaaS all neatly delivered in one package. Such packages are intended to fully displace the delivery of a commodity IT service. My favorite example of XaaS is desktop as a service, or DaaS.
Why does strategic planning fail? I hope the assertion that strategic planning does fail is not a surprise to anyone since it would perpetuate another fallacy of planning. The Harvard Business Review puts the ROI of traditional planning at 34% or less. In fact according to several surveys of top executives only 19% of strategic plans achieve their objectives.
Ten days have passed since the announcement of the Datatel and SunGard deal. Although the updates from both companies have stopped, the speculation, conjecture, and hyperbole from the industry and customer communities have not. Even if we had a crystal ball it probably wouldn’t help us see with any certainty what the future holds 12 or 18 months from now let alone beyond that.
Look at any US college website and you find the usual set of icons to connect, share or follow in social media. Facebook and Twitter are the obligatory links with LinkedIn, YouTube, and Flickr almost as common along with one or more RSS feeds. This is no different for the average company or non-profit.
The Fallacy of Planning says we are terrible at planning how long something will take and how much it will cost. Restated another way, the planning fallacy is people’s tendency to underestimate what it will take to get something done. The phenomenon of the planning fallacy ought not be a big surprise to any CIO or project management professional given the attention it has received over the years. What may be a surprise though is the pervasiveness of the fallacy of planning in our organizations and the cumulative impact it has on IT and the CIO’s reputation for delivering results.
Early August is often the calm before the storm for campus IT departments. Summer sessions are wrapping up and there are about 30 days until the fall term begins. Like many CIO’s, your project management system reflects ambitious project schedules for the summer to take advantage of everyone being away and the availability of funds from your new budget. It is during this time of year project management controls often get relaxed causing unnecessary project delays on the critical path to preparing for fall classes.