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William McKnight

Hello and welcome to my blog!

I will periodically be sharing my thoughts and observations on information management here in the blog. I am passionate about the effective creation, management and distribution of information for the benefit of company goals, and I'm thrilled to be a part of my clients' growth plans and connect what the industry provides to those goals. I have played many roles, but the perspective I come from is benefit to the end client. I hope the entries can be of some modest benefit to that goal. Please share your thoughts and input to the topics.

About the author >

William is the president of McKnight Consulting Group, a firm focused on delivering business value and solving business challenges utilizing proven, streamlined approaches in data warehousing, master data management and business intelligence, all with a focus on data quality and scalable architectures. William functions as strategist, information architect and program manager for complex, high-volume, full life-cycle implementations worldwide. William is a Southwest Entrepreneur of the Year finalist, a frequent best-practices judge, has authored hundreds of articles and white papers, and given hundreds of international keynotes and public seminars. His team's implementations from both IT and consultant positions have won Best Practices awards. He is a former IT Vice President of a Fortune company, a former software engineer, and holds an MBA. William is author of the book 90 Days to Success in Consulting. Contact William at wmcknight@mcknightcg.com.

Editor's Note: More articles and resources are available in William's BeyeNETWORK Expert Channel. Be sure to visit today!

I do about 10 environment assessments of DW/BI environments per year. I appreciate being able to fine tune or overhaul an environment so it is best able to meet its goals, both short- and long-term. People, process and technology are analyzed as a result.

All too often, I find that some of the optimizations are unrelated to client preconceptions about where they may be. One common optimization comes down to simply time management by the team members.

For example, one interview some time ago was supposed to be at 9:00. It started around 11:00. Read on to learn why...

Pete (name changed) was going to leave his house at 8:30 to get to work by our 9:00 meeting. He got off to a late start since he had misplaced something he needed for the day and had to scour the house (only to discover the file was in his bag all along). He also had to do the dishes that morning. He had forgot his wife was leaving early that day.

Then the gas gauge was empty and he found himself in the morning gas line at the pumps. When he got in, the parking lot was full and he had a "15 minute walk" to the office. He began working on the fires on his desk, trying to quickly accomplish some things before our meeting. He spilled his coffee and when he rose to go get paper towels, he noticed he had some voicemail, which reminded him he promised to call someone at 10:00 (after our meeting).

For some reason, this story came to mind today as I thought about the ripple effect of time mis-management and the importance of corralling the non-reusable asset we all have, time.


Posted October 12, 2005 1:34 PM
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