When
· Naughties
· · 2004
· · · January
· · · · 05 (4 entries)

Spheres (Sizes Various) · Here­with a brief ge­o­met­ri­cal study, with a sig­nif­i­cant con­tri­bu­tion from a guest artist ...
 
Two Hours of Pure Pleasure · I know I’ve done this be­fore, but last night I sat up and lis­tened once again to Lit­tle Steven’s Un­der­ground Garage and you know, it’s just so un­rea­son­ably good that I can’t re­sist an­oth­er plug. It is eru­dite, schol­ar­ly, fun­ny and it ROCKS; what’s not to like? Last night’s show was en­i­tled Soupy, Elvis, and May­nard (Elvis’ birth­day on the 8th) and it was an end-to-end blast. You can lis­ten to ’em on the web­site, but to get a fla­vor, check out last night’s set list; in par­tic­u­lar the Elvis’-birthday sec­tion. Lit­tle Steven made a spe­cial re­quest last night; that ev­ery­one who cares go out and buy Ig­gy Pop’s lat­est, Skull Ring. I’m go­ing to.
 
TPSM 3: Candidate Predictors · I’ve al­ready pro­filed some win­ning and los­ing tech­nolo­gies, which I’ll use to build the suc­cess ma­trix for can­di­date Tech­nol­o­gy Suc­cess Pre­dic­tors. Here­with an in­tro­duc­tion to the nine can­di­date pre­dic­tors, plus a chal­lenge to your in­tu­ition. Then it’s off to the races ...
 
TPSM 4: Management Approval · Around 1990, a weird thing hap­pened: IT de­part­ments start­ed to ex­pe­ri­ence the mo­men­tous sog­gy “thud” of En­ter­prise Li­cens­es for Lo­tus Notes drop­ping on them from a great height; of­ten pro­cured in a cor­ner of­fice with no in­volve­ment by mere tech­nol­o­gist­s. And an­oth­er weird thing; IT man­age­ment dis­cov­ered that sign­f­i­cant jobs were get­ting done (and well, and quick­ly) us­ing this weird lan­guage called “Perl” that wasn’t taught in any Univer­si­ty cours­es and cer­tain­ly wasn’t on Gartner’s radar. Th­ese can serve as canon­i­cal ex­am­ples of the front-door (with man­age­ment bless­ing) and back-door (with man­age­ment obliv­i­ous) ap­proach­es to in­tro­duc­ing tech­nol­o­gy. Let’s use our dozen win­ner and los­er tech­nolo­gies to see if the lev­el of man­age­ment ap­proval would have been much use in pre­dict­ing their suc­cess or fail­ure ...
 
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