Archive for the ‘Management’ Category

Business Model Scalability

March 6, 2006

Nicholas Carr writes about companies Google, eBay and Dell who ‘want to have it all’:

these companies have a faith in the “scalability” of their “business model.” It used to be you’d beat your competitors by achieving greater scale in your operations, enabling you to spread your costs over more products and thus push down the cost of producing each product. Scale was tangible, a manifestation of plant and equipment and other real assets. Today, you strive to beat your competitors by creating an idea or a model that can scale without constraint, expanding easily and flexibly to handle ever more business. Scalability is intangible.

Software Project Management

December 3, 2005

Fortune interviews Frederick Brooks, who wrote “The Mythical Man-Month” 30 years ago. Quotes:

Fortune: So if a project is already late and throwing more people on it is just going to make it worse, how do you solve the problem?
Brooks: One is to officially slip the schedule. And officially doing it has many benefits over unofficially letting it slip. Peter Fagg, a really wise System/360 engineering manager, gave very sound advice: “Take no small slips.” That is, if you’re going to take a slip, get everybody onboard, get organized, and take a six-month slip, even though you may at the moment feel as if you’re only four months late. The other obvious solution is to lighten the ship: Decide there are some things we’re not going to do. A third thing is to phase the work: Say, “All right, we’re going to do a version that has just the essentials for the most important or most numerous users.” Meanwhile schedule and develop the things that should go in version 2 and ship them later.