Content Analytics – The C-Suite Perspective

Content Analytics – The C-Suite Perspective

Since 2000, I’ve been a Chief Executive Officer, Chief Information Officer and Chief Technology Officer. That’s 21 years in the C-suite. Over those 21 years I guided my businesses through 9-11, years of the country at war in Afghanistan and Iraq, multiple hurricane landfalls in Florida, the Great Recession, the COVID pandemic, the ransomware threat, radical political polarization, and social justice movements.

Sometimes I wonder how we made it through.

It hasn’t just been challenging. There were many economic opportunities and new technologies to leverage:

– Business Intelligence technologies

– the explosion of the internet economy

– the proliferation of smart mobile devices

– virtualization technologies

– social media

– the sharing economy

– 3D printing

– Blockchain

– personal digital assistants

– the privatization of space

– drones

– electric and self-driving cars

– quantum computing,

– the mainstreaming of Natural Language Processing (NLP) and Artificial Intelligence (AI)

During that span, I, and every other C-suite executive, were navigating those challenges while trying to take advantage of new opportunities. While there is a strategic aspect of our responsibilities, there’s also an operational aspect that requires constant management…marketing, sales, product delivery, support, billing, compliance, security, etc.

Think back to the challenges and opportunities listed. How does one keep informed on them? News articles, blogs, government notifications, industry newsletters, special interest emails, tv, video streaming, podcasts and more. It is all Unstructured Data. How does one keep up with it all during normal times? Further, what about during the tumultuous times? The volume of information becomes more critical, more voluminous evolving at a faster pace.

As mentioned in some of my previous articles, the world has access to many sophisticated business intelligence and dashboard systems. This has revolutionized executive decision-making and management span of control of your operations. They can give you a great perspective on the internals of your business. But what about those external factors? It requires Content Analytics.

When major world events occur, you can be forced to respond with everyone else. With Content Analytics you can not only respond faster, even first but can use that advantage to dictate to your competitors.

This is because Content Analytics can help you access 80-90% of the data you didn’t even know you had, Unstructured Data. This enables better decisions based on internal data you can now access as well as externally produced data.

Nobody can maintain the pace necessary to consume it all and make the necessary decisions for your business. It is all data that is external to your business…coming from the outside world. Imagine what you can do if that large volume of constantly evolving Unstructured Data could be automatically gathered, read, analyzed, structured, and visualized for you. That is Content Analytics at work for you.

9-11 is a good example. At that time, I was Chief Information Officer for a data-center management company with 35 data-centers throughout North America, including 2 in lower Manhattan. As the towers were burning the landline and mobile phone services in Manhattan were overloaded. We lost voice contact with our own data-center employees. We were very concerned for them.

Once we were able to sift through the news reports and understand the scope of what was going on with voice services, we manually shifted our voice system into Voice-Over-IP mode. Then, we were immediately able to communicate with our employees. We enabled voice communications for our data-center customers. With Content Analytics monitoring the news feeds our systems could have been re-routed automatically and we could have stayed in constant contact with our employees.

In the coming week take note of all the external information you consume that is unstructured. Imagine what you can do if all the information could be delivered to you, analyzed automatically, and integrated into your decision-support systems. In my next article, I’ll review the evolution of Data Analytics technologies and how they led to Content Analytics.

Work Breakdown Structure Pros And Cons

Work Breakdown Structure Pros And Cons

Work Breakdown Structure (WBS) pros and cons concern the benefits and disadvantages of the WBS method of project management. WBS is a project management plan that uses a tightly structured and segmented plan. This type of project management comes with many pros but also some cons to weigh before adopting it.

What Is A WBS?

The Work Breakdown Structure (WBS) method of project management uses a template that displays the entire project and all the workers involved, using manageable units. The WBS provides a helpful template for project managers where all the steps of a project are defined and incrementally accomplished. WBS demands that 100% of a project is accounted for when broken down into manageable parts. Each part also produces 100% of the devoted portion of the project. 

Work Breakdown Structure Pros

· You can plan incremental project accomplishments. Projects are more manageable when done in portions at a time

· Determine milestone accomplishments for the larger project. The parts of a project can be measured, and assurance can be felt

· Plan the number of days for the milestone accomplishments. The segments of a project can be more easily predicted when small

· Increase productivity. When many team members are assigned small parts to deliver, much can be accomplished

· Increase transparency. The simpler the deliverables, the easier to be accountable and monitored

· Strengthen accountability. Project managers can have a better sense of the progress of the tasks and those accountable

Work Breakdown Structure Cons

· WBS uses steps that could encourage resentful micromanagement

· Requirements for a deliverable can be mistaken for the task itself

· The breakdown and listing of project tasks can be difficult to agree upon

· The WBS can become outdated during the actual process

· A large WBS project can be painstaking to develop

· Changes may be necessary due to project changes, which will require changes to the WBS

Rules To Make A Good WBS

· The whole project’s completion is the final goal. Individual tasks should not be repeated

· Tasks should be accomplished between 8 hours and 80 hours

· Each task is assigned an individual or select team

· Outcomes are the focus rather than intermediate actions

There are different formats of a WBS template. Some are:

· Tree format

· Outline structure

· Hierarchical structure

· Tabular structure

WBS Areas

· Tasks

· Costs

· Schedule

· Scope

· Function

· Responsibility

Conclusion

Business projects are never attempted at once as a whole piece. Good project managers need to be able to manage their projects by segment and increment. They need to break up projects into manageable units by assigning deliverable parts to responsible team members, and by scheduling durations and deadlines. Using a work breakdown structure (WBS) template will help project managers portion out the work visually in a structured manner. WBS helps to define the steps of the parts in the whole project, which helps in assigning responsibility, allocating resources, and monitoring schedules. WBS helps project managers to efficiently allocate their attention and energies.