Overview

Full Product Details

9780470413432

Table of Contents

Reviews

We pulled out a plum in this terrific book by the founder of a US-based design agency examining the vexed question of why business software tends to disappoint. It's a question that most of us have given up trying to answer. Because the wrong supplier got chosen? Because IT has no idea about business? Because business has no idea about IT? Because the wording of the RFP was bad? Because things changed partway through the selection or development process? Who knows, so we shrug and creep from project hell to the new world...of what also turns out to be project hell. All of these attempted answers have some validity but it's rare for a writer to come up with such a cogent, trenchant polemic as Hambrose manages here. As you might expect, Hambrose focuses on software design, suggesting that software given to users all too often fails to reflect the way they work or want to work. So it falls into disuse, is detested, or management comes up with some spurious justification for the enormous amount of money invested in it. -Martin Veitch, CIO Magazine

We pulled out a plum in this terrific book by the founder of a US-based design agency examining the vexed question of why business software tends to disappoint. <p> It&#8217;s a question that most of us have given up trying to answer. Because the wrong supplier got chosen? Because IT has no idea about business? Because business has no idea about IT? Because the wording of the RFP was bad? Because things changed partway through the selection or development process? Who knows, so we shrug and creep from project hell to the new world&#8230;of what also turns out to be project hell. <p> All of these attempted answers have some validity but it&#8217;s rare for a writer to come up with such a cogent, trenchant polemic as Hambrose manages here. As you might expect, Hambrose focuses on software design, suggesting that software given to users all too often fails to reflect the way they work or want to work. So it falls into disuse, is detested, or management comes up with some spurious justifi

We pulled out a plum in this terrific book by the founder of a US-based design agency examining the vexed question of why business software tends to disappoint. It's a question that most of us have given up trying to answer. Because the wrong supplier got chosen? Because IT has no idea about business? Because business has no idea about IT? Because the wording of the RFP was bad? Because things changed partway through the selection or development process? Who knows, so we shrug and creep from project hell to the new world...of what also turns out to be project hell. All of these attempted answers have some validity but it's rare for a writer to come up with such a cogent, trenchant polemic as Hambrose manages here. As you might expect, Hambrose focuses on software design, suggesting that software given to users all too often fails to reflect the way they work or want to work. So it falls into disuse, is detested, or management comes up with some spurious justification for the enormous amount of money invested in it. -Martin Veitch, CIO Magazine

"""We pulled out a plum in this terrific book by the founder of a US-based design agency examining the vexed question of why business software tends to disappoint. It’s a question that most of us have given up trying to answer. Because the wrong supplier got chosen? Because IT has no idea about business? Because business has no idea about IT? Because the wording of the RFP was bad? Because things changed partway through the selection or development process? Who knows, so we shrug and creep from project hell to the new world…of what also turns out to be project hell. All of these attempted answers have some validity but it’s rare for a writer to come up with such a cogent, trenchant polemic as Hambrose manages here. As you might expect, Hambrose focuses on software design, suggesting that software given to users all too often fails to reflect the way they work or want to work. So it falls into disuse, is detested, or management comes up with some spurious justification for the enormous amount of money invested in it."" —Martin Veitch, CIO Magazine"

We pulled out a plum in this terrific book by the founder of a US-based design agency examining the vexed question of why business software tends to disappoint. It?s a question that most of us have given up trying to answer. Because the wrong supplier got chosen? Because IT has no idea about business? Because business has no idea about IT? Because the wording of the RFP was bad? Because things changed partway through the selection or development process? Who knows, so we shrug and creep from project hell to the new world?of what also turns out to be project hell. All of these attempted answers have some validity but it?s rare for a writer to come up with such a cogent, trenchant polemic as Hambrose manages here. As you might expect, Hambrose focuses on software design, suggesting that software given to users all too often fails to reflect the way they work or want to work. So it falls into disuse, is detested, or management comes up with some spurious justification for the enormous amount of money invested in it. ?Martin Veitch, CIO Magazine

We pulled out a plum in this terrific book by the founder of a US-based design agency examining the vexed question of why business software tends to disappoint. It's a question that most of us have given up trying to answer. Because the wrong supplier got chosen? Because IT has no idea about business? Because business has no idea about IT? Because the wording of the RFP was bad? Because things changed partway through the selection or development process? Who knows, so we shrug and creep from project hell to the new world...of what also turns out to be project hell. All of these attempted answers have some validity but it's rare for a writer to come up with such a cogent, trenchant polemic as Hambrose manages here. As you might expect, Hambrose focuses on software design, suggesting that software given to users all too often fails to reflect the way they work or want to work. So it falls into disuse, is detested, or management comes up with some spurious justification for the enormous amount of money invested in it. - Martin Veitch , CIO Magazine

Author Information

HAROLD HAMBROSE is the CEO and founder of Electronic Ink, a design consultancy he established in 1990. His company has transformed the operations of many Fortune 500 companies by showing them new ways to collaborate, innovate, and design low-cost solutions to some of their most expensive problems. His clients include British Petroleum, Comcast, Research In Motion, McDonald's, and dozens of other industry leaders, nonprofit organizations, and govern-ment agencies. Electronic Ink is based in Philadelphia and has offices in Chicago, Raleigh-Durham, and London.

Tab Content 6

Customer Reviews

Recent Reviews

Countries Available