Recently big data and web design have come under a similar challenge:
What is the point of doing it?
Big Data is buckling under its own weight. So much information, so fast the change, so vast the variety – who can make sense of it and actually use it? An article by Richard C. Larson says “small data” is the new black and looks at the opportunity using a small but significant subset of the data that can actually be processed by humans. The idea of BI still is to transform data into actionable information. Small data sounds like a possible approach towards it.
The UX magazine challenges web designers by saying their trade is largely irrelevant. There are only so many ways to create a great contact or payment form and those exist. Why do it again?
Sergio Nouvel of Continuum says: “2015 must be the year where we shift our focus to unsolved problems, especially ones we’ve been inadvertedly feeding all these years: the overload of information. The world needs designers to simplify, not to add up to the noise. Artificial intelligence is becoming the way of extracting sense and relevance of seas of information we have no human bandwidth to process. As professionals meant to be the experts in the creation of sense, this challenge needs us on board.”
The answer to the question is the same in both cases:
“Making sense of information by preparing and presenting it in readily consumable or actionable form.”
IT Architects from web design, information architecture, to business intelligence and enterprise architecture have a common goal: deliver value from the flood of electronic data.
Agile Project Management is one of the buzz words for the past few years. It’s based on the success in agile (software) development and lean management in general. But, does it actually work?
Agile is usually used as a synonym for scrum. You have 5 or so team members in a room or around a whiteboard and discuss / agree on the next deliverable. The standard is 2 or 3 weeks for such a sprint and the effort involved is measured in story points. Assuming you know the amount of story points in the project you can measure how fast you go and depending on the success rate (eg completing the stories in a sprint) the project manager can easily tell if the project is on time. ideally the reports tell the PM much more. He can see which area the shortfall is and mitigate the problem with a targeted approach. During a sprint the team gets together regularly for a short standup and inform each other on progress or hold ups. This allows early intervention. At the end of a sprint the team gets together including the customer and show the deliverable. This also allows early detection if the customer is satisfied and the team delivered on expectations.
At work we had some visitors last week. They did a workshop in parallel to guiding a project team through a week of change. I was fortunate to be part of the “peripheral” and observe.
The project content and deliverable at weeks end was not the main thing as you may expect from a project. At least not for me. No, the result of the week was actually summed up during a presentation in the middle. Joe Justice of Wikispeed said: