While we have always believed in the power of Master Data Management (MDM) and getting to a common language and lineage for transactional data, we have recently been seeing a more targeted problem around reference data management.
In Pharmaceutical R&D, Research and Development are always grouped together almost unconsciously at this point. While connected, the Research and Development areas tend to have different needs and different ways of doing business. Continue reading Why Research is the Perfect Place to Begin Your Data Lake Initiative
Technology time is measured in dog years. Grandfather dog always began his thoughts with, “In my day, there were only SQL-based databases and we liked it!” To be clear this was also in the days of expensive memory and disk space. No network or computer time itself was as, or more expensive than the human time required to program the computer. Today, virtually all of the component prices have dropped to the point that the key constraint is now how fast capability can be delivered to the business. Faster delivery begins with a strong foundation – at the data storage level. Continue reading Up with Data Storage Diversity
One of the first activities a project manager performs when starting a project is to create a project work plan showing all the activities, dependencies, and durations required for the project to determine when the project will be delivered. This activity can take as much time as the project manager has and more, so it is important to make sure to focus on what you want out of the project work plan during the creation process. This focus will allow the project manager to determine whether spending more time on figuring out whether creating API #3 will take two weeks or three weeks is important to know. Continue reading Thoughts on Project Management: 4 Key Questions for Work Plans
A project manager is expected to be like a doctor in diagnosing and treating the ills of a project. Like a doctor, the project manager should be the first to know that the project is straying from the ability to deliver on the needed outcomes or seeing that the original outcomes aren’t really going to help the business. At this point, it is up to the project manager to crystallize a conversation with the project team and project leadership to first understand the problem, understand the possible options and routes to solution, and act as the dispassionate observer, facilitating agreement on the correct option and direction. Continue reading Thoughts on Project Management: Driving Group Decisions
Managing scope is the key to any project’s success. Everyone looks for scope creep and tries to guard against it. What happens when the words we’re both saying describe a concept or outcome that are the same but mean something different to each of us? What if there is more complexity involved in an apparently “known” word? Even when we think we are starting in the same place, sometimes we aren’t. How can a project manager be more explicit in describing the scope of a project even when using words everybody “knows”? Continue reading Thoughts on Project Management: 3 Tips for Preventing Scope Creep