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Web 3.0 is only partly about semantics
There is nothing more frustrating than a gaggle of geeks sitting in your boardroom talking about simple concepts in an unnecessarily obfuscatory manner because their revenues are tied to your inability to understand what they're saying or the bills you're paying. One of the prime targets for this confusion is the Semantic Web . They will tell you it's about artificial intelligence, accronyms such as RDF, object-oriented data structures and meta this and hypertext that. The bottom line is this: the Semantic Web is about bringing information to life. This is achieved by providing context to the information you publish on the Web. Currently most of the information published on the Web is stored in pages of HTML, which is a language used to define how the information is displayed, not what the information actually is.
Takeaway: The bigger and more complex a project gets, the more you need formal processes and techniques to effectively manage the work. Project management expert Tom Mochal explains the purpose, value, and implementation of the most critical aspects of successfully managing a project. Small projects don’t necessarily require much knowledge of project management or much project management discipline. But as a project gets larger, formal processes and techniques become essential.
Master these 10 processes to sharpen your project management skills | 10 Things | TechRepublic.com
While web 1.0 refers to the original, information-oriented web, and web 2.0 refers to the social web, the term web 3.0 refers to the currently evolving version of the web, though there are different views of what it actually entails. It doesn't exist on any large scale yet but, depending on which view of web 3.0 you accept, it's possible to see the beginnings of a shift towards web 3.0 in a variety of recent developments. Some see web 3.0 as the semantic web , also called the intelligent web , where software agents will use metadata to "read", collate and integrate information, enabling them to give what appear to be "intelligent" responses to human operators. (Note that this is not the same as artificial intelligence , where machines infer the meaning of web data as opposed to finding and processing it.) This idea is associated with Tim Berners-Lee, the founder of the world wide web.
E-language » web3.0
Angel Profiling (2): Global Directory of Blogging Angels
This is part of my ongoing Series on Angel Investing . As promised in my last post I am compiling a list of Angel Investors who blog. Obviously this initial list is incomplete and has inaccuracies, so please help out by making suggestions and corrections. You will note that not all of these blogs are about angel investing per se, as in many cases the blogs address the personal interests of the investors themselves which is consistent with our continuing exercise in Angel Profiling!
+WHAT, HOW & WHY? | Design Thinking Exchange
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Demystifying Extreme Programming: Thinking differently
October 17, 2008, 5:00 AM PDT Takeaway: Here’s everything you need to know to set up a project management group in your organization. I have included links to several free tools–spreadsheet, sample business case document, and PowerPoint slides–to help you.
+How to create a project management group in your organization | CIO in Action | TechRepublic.com
The following is an excerpt from Chip and Dan Heath’s new book, Switch: How to Change Things When Change Is Hard , which will be released on February 16. One of the most consistent findings in psychology is that people behave differently when their environment changes. When we’re in a place where people are quiet (church), we’re quiet. When we’re in a place where people are loud (stadiums), we’re loud. When we’re driving and the lanes narrow, we slow down.
+++++The War on Interruptions, an Excerpt from “Switch: How to Change Things When Change Is Hard”
Having managed (mainly) IT projects for many years and now working for a company that runs project management training workshops, I read all the comments with interest. The Standish Group in the UK... Read Whole Comment + Having managed (mainly) IT projects for many years and now working for a company that runs project management training workshops, I read all the comments with interest.
Seven fundamentals of IT project success | IT Leadership | TechRepublic.com
Failed projects: IT scapegoats and blame | IT Leadership | TechRepublic.com
April 27, 2009, 6:13 AM PDT Takeaway: Some folks avoid taking personal responsibility for their role in failed projects by shifting blame to innocent bystanders. IT failures blogger Sarah Runge dissects the scapegoat phenomenon, and ZDNet blogger Michael Krigsman offers advice for IT pros who are wrongly blamed for project failure. This is a guest post from Michael Krigsman of TechRepublic’s sister site ZDNet. You can follow Michael on his ZDNet blog IT Project Failures , or subscribe to the RSS feed .
Video: The six categories of failed IT projects | Tech Sanity Check | TechRepublic.com
Jason Hiner: There are lots of reasons why about two-thirds of all IT projects fail, but most of the time it doesn't have much to do with the technologies involved. I'm Jason Hiner, and this week on CIO Sanity Savers, we'll look at the six categories of project failure, based on some great insights from project management experts Michael Krigsman and Michiko Diby. Stay tuned. A lot of what causes IT projects to fail are errors in executing those projects. In order to help pinpoint the root issues involved so that they can be discussed and dealt with, project management guru Michiko Diby has suggested six categories of failures that bring down most projects.Takeaway: No one likes to think about their project getting canceled. But it is a reality we all have to face at one time or another. The ability to foresee the likely cancellation of your project is an important skill for keeping your career healthy.
10 signs that your project is about to be cut | 10 Things | TechRepublic.com
Takeaway: Negativity can kill a project, but the opposite is also true: You can stuff a project with so many features that it’s crushed by its own weight. A common objection to a project plan is that it doesn’t do enough — it doesn’t have all the features that users will inevitably request, or it doesn’t take certain situations into account. Or as TechRepublic member biancaluna recently put it , it “…does not solve world hunger nor does it wash my car or bake a pecan pie.”
Keep IT consulting project scope small for success | IT Consultant | TechRepublic.com
Depending upon the unique aspects of a situation, a multitude of reasons can cause a project to go out of control. Here are some of the most common risk factors. Note: This list, which is based on the article “How to identify a failing project” by Jason P. Charvat, is also available as a PDF download . #1: Sloppy requirements Every project depends upon solid user requirements being firmly locked down prior to any work being undertaken.