Category Archives: Technology

Posts of a geekier nature

RFPs GOOD. Fixed Bids BAD.

It occurs to me that my signature rant these days is not clearly posted on my own blog. Let’s fix that!

As I’ve mentioned before. Requests for Proposals (RFP’s) are controversial in the nonprofit sector. Vendors hate them. dollar-163473_640Nonprofits struggle with developing them. I’ve been on a multi-year mission to educate and encourage the community to rethink RFPs, as opposed to throwing them out. In particular, nonprofits need to break away from fixed bid requests when hiring web developers, programmers, and people who implement CRMs. Here’s why:

Done correctly, RFP’s are an excellent practice. A good RFP informs potential vendors about the organization, their current condition, and their project goals. A questionnaire can focus on vetting the expertise of the consultant, examples of prior work, stability of the company, etc. All good things to know before investing serious time in the relationship. The RFP can also request billing rates and the like, but, in my experience, the cheaper rates don’t always correlate with ultimate project cost. Some higher hourly consultants do the work in half the time of some moderately priced ones.

The problem is that many nonprofits want to get that fixed bid and then hire the lowest bidder. But, for a web design or CRM project, the odds that the nonprofit knows how many hours the project is going to take are practically nil and, what’s more, they absolutely shouldn’t know. With a good consultant, you’re going to learn a lot in the process about what you should be doing. With a wild guess-based fixed bid, you are likely to suffer from one of two problems:

  • The project will be seriously underbid (very likely) and the vendor relationship will get worse and worse as they keep expending more hours without being compensated;
  • Or the vendor will finish up in half or two thirds of the hours and there you’ll be, donating to their charity.

You can vet the fiscal competence of a consultant.  Check their references and ask good questions like:

  • “Did the project come in at or under budget?”
  • “Was the vendor able to scale the project to your budget?”
  • “Can you tell me about a time that you had a billing disagreement with them, and how well it was resolved?”

Also, check their reputation in the nonprofit sector, because we have lots of mailing lists and forums where you can do that.

I hire consultants based on their expertise, reputation, and compatibility with my organization’s goals and work style. I stress that vendor interviews should be with the staff that I will most likely be working with. I’ll often break a project into two phases, one for discovery and then another for implementation. With the great consultants that I work with, this does not result in over-budget implementation bids. Instead, it helps us define what we can do and stay within budget. Because this is all about taking away the guess work.

So, RFPs are good things, as long as they are making realistic requests of the vendors. The crisis with them in our sector is based simply on the fact that most of our RFPs ask questions that can not, and should not, be answered, such as “how much will you charge me to do this undetermined amount of work?”

Where I’ll Be At 15NTC

15ntc (1)The 2015 Nonprofit Technology Conference starts on March 3rd and marks my tenth year attending (out of the last eleven). Based on my prior experience, I’m looking forward to highly enriching and rewarding social event, hanging out with about 2500 of the nicest people I could ever hope to know, this year at the Austin (Texas) Convention center.

Huh! So we’re Convention Center-sized now. The challenge — which NTEN pulled off with over 2000 attendees last year — is to host that many people and still maintain an atmosphere of community. Last year, during the Ignite plenary, Susan Reed told a story that was breathtakingly personal and inspirational, displaying an impressive level of trust in the community. I wonder what we’ll see this year, just as I wonder if the sheer size of the facility might daunt us. But what I do know is that the NTEN staff set a tone that is remarkably open and welcoming, and they craft the event in ways that make it more difficult to avoiding meeting a ton of new people than it is to make the new friends. I will literally know hundreds of the people attending, but I fully expect to have at least 25 new friends by the time the Geek Games have subsided and we all head home.

So, where will I be?

Tuesday, 3/3, 7:00 pm: #NTCBeer

This seventh annual pre-conference social event that combines great people with good beer (and other beverages) will be held at The Cedar Door.  In addition to a good beer selection, we’ll have a private room with full bar and plenty of options for good food to eat.

We’ll see if we top the approximately 300 people that showed up in DC last year (with more turned away as the bar hit capacity). Note that, while #ntcbeer is a conference event, we don’t turn away friendly nptechies who just happen to be in town.

Thanks to NTEN for finding the location this year! If you plan on attending, please let us know on the #ntcbeer Facebook event page.

Wednesday, 3/4, 10:30 am: Software and Service Contracts – How to Negotiate Reasonable Terms in the Cloud Era

campbellpeter.img1_Rounding out my wonky trio of tech management topics (Project Management at 13NTC; Requests for Proposals at 14NTC), we’ll talk about the key things to challenge vendors on and the best tone to set in negotiations, with some new thinking on what needs to be addressed for hosted (cloud) systems. I blogged on the NTEN Blog about this session in greater detail, and you can register for it on the Sched page, assuming that you’ve signed up for MyNTC.

Thursday, 3/5, 6:00 pm: Access To Justice Get-together

gavel-145568_640Do you work in legal aid? Join us at an informal drinks and, possibly, dinner meetup at Banger’s Sausage House and Beer Garden. You can RSVP on NTEN’s social events calendar (Thursday tab, row 8)

 

Friday, 3/6, 10:30 AM: Crafting IT Policy to Improve Security and Manage BYOD

 invisible-man-154567_1280I’ll be joining Johan Hammerstrom, CEO of Community IT Innovators, in a session that discusses the latest security threats and offers tools and a framework for defending our orgs from them. We’ll start with a talk about securing information when it no longer lives behind a firewall, then move to new ideas about dealing with security breaches, then on to standard IT policies, including Bring Your Own Device (BYOD), assuming that’s still a topic of great interest. You can register for this session here.

 

Other than that, I’ll be all over the place and on Twitter. If you want to meet up, ping me there!

How I Spent My 2015 Technology Initiative Grants Conference

I’m back from our (Legal Services Corporation) 15th annual technology conference, which ran from January 14th through the 16th  in San Antonio, Texas.  It was a good one this year, with a great location, good food, great people – nearly 300 of them, which is quite a record for us. There were plenty of amazing sessions, kicked off by a fascinating keynote on international access to justice web app partnerships. Slides and videos will be up soon on LSC’s website. But I did want to share the slides from my sessions, which all seemed to go very well.  I did three:

Are You Agile

I kicked off the first morning doing a session on agile project management with Gwen Daniels of Illinois Legal Aid Online. My slides provided a basic overview of project management concepts, then Gwen did a live demo of how ILAO uses Jira and a SCRUM methodology to develop websites and applications. Having studied agile more than actually practicing it, I learned a lot from her.  The combined slides will be up on LSC’s site. I pulled my intro from this broader presentation that I did at the Nonprofit Technology Conference in 2013:

Shop Smart: How A Formal Procurement Process Can Safeguard Your Investments

On Thursday, I summarized everything I know about software and vendor selection, writing proposals, and negotiating contracts into this dense presentation on how to purchase major software systems.

Security Basics

And on Friday, usual suspect Steve Heye and I led a session on security, factoring all of the things that we think orgs should know in an era of frequent, major breaches and distributed data.

I’ll hit some of these same themes in March at the Nonprofit Technology Conference, where I’ll be speaking on contract negotiations (cloud and otherwise) and information policies (with Johan Hammerstrom of CommunityIT. See you there?

13 Lessons On Building Your Nonprofit Technology Culture

This article originally appeared on the Exponent Partners blog on December 19th, 2014. It was written by Kerry Vineburg, based on a phone interview with me.

EXPONENT PARTNERS SERIES: SMART PRACTICES

Is your nonprofit thinking about implementing a large database project like Salesforce? Nonprofit and technology veteran Peter Campbell, CIO at Legal Services Corporation, recently shared his valuable insights on how to prepare your team and culture for long-term success. His organization, the top funder of civil legal aid for low-income Americans in the country, is developing Salesforce as a data warehouse for their grantee information and document management. 

We asked Peter to tell us more about what practices he uses to help ensure a successful technology implementation. As you’ll see, it’s just as much about working with people! 

Embarking On Your Project

1. When beginning a technology project, agree on the problem you’re solving, that all staff can relate to. Organizational readiness is critical. I’ve worked at organizations that didn’t recognize that their casual approach to data management was a problem, and they weren’t looking for a solution. If your staff don’t understand why they need an application, then you’re in danger of installing something that won’t be utilized. When starting a new organizational project, I identify 2-3 core bullet points that will explain the goals of the project, and repeat them often. For example: “The new system will provide one-step access to all information and documents related to a grantee.” That’s the high-level goal. It should be something where the product users all agree, “Yes, I need that!”
2. When planning technology upgrades and projects, schedule the changes. Plan for gradual change. Early in my career, I had to deal with the Y2K bug and replace every system at a mid-sized law firm in a short period. It led me to this philosophy: replace only one major system each year. It’s a myth that people hate change — people hate disruption. Change is good, but needs to be managed at steady level. If you’re doing regular implementations every year, people can get used to that pace. If you do nothing for 3 years, then switch out everything: 1) you’re putting too much of a burden on your implementers to achieve everything at once and 2) you’re making too big of an imposition on staff. Suddenly, everything they know is gone and replaced.

Getting Buy-In

3. Gain full executive sponsorship. There’s a common misconception that a new system will just work for you once it’s installed. To fully realize the benefits of a CRM requires cultural change. Every level of the organization needs to buy into the project. You’ll need to harness a lot of attention and energy from your team to develop requirements, manage the project, learn the new system and adapt processes. Otherwise, you’ll invest in a big database implementation and only one or two people will use it.
The importance of a major system upgrade should be set by the executive director and/or board. Everyone should know that the system is a priority. At nonprofits, our executive directors are often better at fundraising than managing a business, and many are somewhat technophobic. They don’t need to be technology gurus, but they do need to understand what the technology should be doing for them, and to take ownership of those goals. The last thing that I want to hear from my boss is, “Here’s a budget — go do what you think is best.” Without their interest in my projects, I’m bound to fail.
4. If one buy-in approach needs help, try a combo. If you can’t convince your executive director or other leadership to be regular active participants, power users can sometimes help convince your team. I’m not recommending an either/or approach, there should be some of both, but power users can engage staff in cases where management isn’t setting clear expectations. For any project that impacts staff, I will invite key users to be on our evaluation team, help with product selection, and potentially be on our advisory committee during the project. For example, we have a grants department liaison, who is charged with getting the right people in the room when we need input from the staff that know much better than we do what the system should ultimately do for them.
5. Incorporate perspectives from around the table. In addition to power users, I also want feedback from “standard” users. Maybe they don’t love technology so much, and maybe they wouldn’t volunteer for this. But they have an important perspective: you need to understand their reactions and what they’re going to find difficult. As the IT director and CIO, I know important things about managing a project. The users know important things that I don’t. If we don’t have views from multiple sides of the table, the project will fail.

Working With Good People

6. Look for partners (vendors and consultants) who understand your mission, not just the technology. In the ideal situation, you want people who not only get database and programming work, but also really understand your mission and business priorities. I’m blessed to have developers on my team who not only understand grants management but are also sympathetic to what the people coming to them are trying to accomplish. When they get a request, they can prioritize with a good understanding of our organization’s requirements. They’re able to answer, “How can I make the most out of what this person needs with my available time?” while being skilled enough to capably choose between the technical options. Getting people that have a broader mindset than just technology is really important.
7. Vary your team and role strategy with your size. At nonprofits, we don’t usually have big internal teams. Someone becomes our accidental techie/database guru. Even large nonprofits are hurting for staff. It’s always been less “here’s the best practice and ideal way to staff this,” and more “let’s see what budget and people I have, and make it work as well as I can.” Not many nonprofits have developers on staff. Hiring can be challenging. It’s a popular skillset, and won’t be cheap. If you’re tiny, you probably won’t hire full-time, you’ll outsource to consultants. But if you have 30 people or more using the CRM, you might benefit from in-house expertise, even if it’s a half-time role.
If you already have developers on staff, that’s great. If they don’t have experience with, say, Salesforce, but they do know database design and a programming language or two, it’s not hard to pick up the concepts. You’re modeling a database, designing it, and then scripting on top of it in a similar language. They can probably adapt.
8. Practice good compensation and retention strategies for your technically savvy (and/or newly trained) staff. I’ve seen a trend over the past 10 years. A nonprofit decides to use a solution like Salesforce and they charge their accidental techie with the task of implementing. The accidental techie gets the implementation done, becomes a guru on it, trains all the users, and then because the organization is paying them an entry-level salary, they leave and go get a much higher paying job as a consultant! It’s a valuable skillset, so don’t be short-sighted about compensating them for what they do for you. You need to be careful and invest properly. Give them raises along with the skillset, to make sure they are fully motivated to stick with you.

Project Management

9. Avoid surprises with good communication. My rule of IT management now is: “No one should ever be surprised by anything I do.” From experience with good mentors, I learned important lessons about communication: if you’re going to make a change, communication is critical. Say it 3 times in 3 different mediums (in email, on the internet, on flyers on the wall on every floor!). Be sure staff know how the technology contributes to the well-being of the organization, rather than being a time-waster, so they are motivated to keep working with it. Communicate well.
10. If possible, hold out for the right team. I put off projects to have the right people in place, rather than hold tight to a project deadline with the wrong people in place. See above for how to find and keep the right people.

Training and Baking The Technology Into Your Culture

11. Don’t reinvent the wheel; take advantage of the ecosystem. It can be really common for staff not to reach out for help. They may feel like their job is to learn the technology on their own. They should know there are many resources available to them! For example, with Salesforce, I recommend making use of peer support in the community, the Power of Us Hub, and local user groups. When they do seasonal updates, they do a lot of webinars and are good about providing information about how the app is growing. Salesforce also offers training (the Salesforce Foundation discounts by half) and every consultant I’ve spoken with is capable of doing some customized training. I know that other technologies offer resources like this also. It also behooves anybody on staff to know the specific implementation that you’ve done.
12. Allocate a training budget. I always push to have a staff training budget. For my organization, we even hired for a role of training and implementation specialist. We wanted to have a person on staff whose full-time job was training and strategizing how users use software and how to involve them in the implementation process. This should be part of your budget. I can’t emphasize enough how important it is to have people in your organization who know how to train on your applications.
13. Engage staff and help them understand the big picture of the technology. It’s good to get your team working with the database early on in the process, learning what it’s capable of and what it looks like. Engage your users: get people involved in every step of the process, from selecting products to implementation to training and rollout. Make the product demos big group activities, so that everyone can envision how similar systems work and what they might do with the product beyond what they’re doing today. Beta-test your implementations, giving staff lots of opportunities to provide input. Take an Agile approach of regularly showing what you’re developing to the people who will be using it, and adjusting your development per their feedback.
With a committed team that understands your mission, great communication, well-allocated resources, and gradual change, your organization can lay the foundations for a successful solution that will actually be adopted!
Thanks to Peter Campbell for these great insights. Peter also blogs at techcafeteria.com
For even more strategies on ensuring that your culture is ready for your system, check out our free report Nonprofit Technology Adoption: Why It Matters and How to Be Successful.

– See more at: http://www.exponentpartners.com/building-your-nonprofit-technology-culture#sthash.QPFll78h.dpuf

Why I’m Intrigued By Google’s Inbox

Google Inbox logoHere we go again! Another communication/info management Google product that is likely doomed to extinction (much like recent social networks I’ve been blogging about), and I can’t help but find it significant and important, just as I did Google Wave, Google Buzz, and the much-loved Google Reader. I snagged an early invite to Google’s new “Inbox” front-end to GMail, and I’ve been agonizing over it for a few weeks now.  This app really appeals to me, but I’m totally on the fence about actually using it, for a few reasons:

  • This is either a product that will disappear in six months, or it’s what Gmail’s standard interface will evolve into.  It is absolutely an evolved version of recent trends, notably the auto-sorting tabs they added about a year ago.
  • The proposition is simple: if you let Google sort your mail for you, you will no longer have to organize your mail.

I’ve blogged before about how expensive an application email is to maintain, time-wise. We get tons of email (I average over a hundred messages a day between work and home), and every message needs to be managed (deleted, archived, labeled, dragged to a folder, etc.), unlike texts and social media, which you can glance at and either reply or ignore. The average email inbox is flooded with a wide assortment of information, some useless and offensive (“Meet Beautiful Russian Women”), some downright urgent (“Your Aunt is in the Hospital!”), and a range of stuff in-between. If you get 21 messages while you’re at an hour-long meeting, and the first of the 21 is time-sensitive and critical, it’s not likely the first one that you are going to read, as it has scrolled below the visible part of your screen. The handful of needles in the crowded haystack can be easily lost forever.

Here’s how Inbox tries to make your digital life easier and less accident-prone:

  • Inbox assumes (incorrectly) that every email has three basic responses: You want to deal with it soon (keep it in the inbox); you want to deal with it later (“snooze” it with a defined time to return to the inbox); or you want to archive it. They left out delete it, currently buried under a pop-up menu, which annoys me, because I believe that permanently deleting the 25% of my email that can be glanced at (or not even opened) and deleted is a cornerstone of my inbox management strategy. But, that nit aside, I really agree with this premise.
  • Messages fall in categories, and you can keep a lot of the incoming mail a click away from view, leaving the prime inbox real estate to the important messages. Inbox accomplishes this with “Bundles“. which are the equivalent to the presorted tabs in Classic GMail.  Your “Promotions”, Updates” and “Social” bundles (among other pre-defineds) group messages, as opposed to putting each incoming message on it’s own inbox line. I find the in-list behavior more intuitive than the tabs. You can create your own bundles and teach them to auto-sort — I immediately created one for Family, and added in the primary email addresses for my immediate loved ones.  We’ll see what it learns.
  • Mail doesn’t need to be labeled (you can still label messages, but it’s not nearly as simple a task as it is in GMail classic). This is the thing I’m wrestling with most — I use my labels.  I have tons of filters defined that pre-label messages as they come in, and my mailbox cleanup process labels what’s missed. I go to the labels often to narrow searches. I totally get that this might not be necessary — Google’s search might be good enough that my labeling efforts are actually more work than just searching the entire inbox each time. But I’m heavily invested in my process.
  • Highlights” act a bit like Google Now, popping up useful info like flight details and package tracking.

One important note: Inbox does nothing to alter or replace your Gmail application.  It’s an alternative interface. When you archive, delete or label a message in Inbox, it gets archived, deleted or labeled in GMail as well, but Gmail knows nothing about bundles and, therefore, doesn’t reflect them, and not one iota of GMail functionality changes when you start using Inbox.  You do start getting double notifications, and Inbox offered to turn off GMail notifications for me if I wanted to fix that. I turned Inbox down and I’m waiting for GMail to make a similar offer.  😉

So what Inbox boils down to is a streamlined, Get Things Done (GTD) frontend for GMail that removes email clutter, eases email management, and highlights the things that Google thinks are important. If you think Google can do that for you reasonably well, then it might make your email communication experience much saner. You might want to switch to it.  Worse that can happen is it goes away, in which case Gmail will still be there.

I have invites.  Leave a comment or ping me directly if you’d like one.

If you’re using Inbox already, tell me, has it largely replaced GMail’s frontend for you?  If so, why? If not, why not?

 

Should You Outsource Your IT Department?

This post was originally published on the MAP Techworks Blog in November of 2014. 

agreement-303221_640For a nonprofit that’s reached a size of 25 or more staff, a key question revolves around how to support technology that has grown from a few laptops and PCs to a full-blown network, with all of the maintenance and troubleshooting that such a beast requires. Should you hire internal IT staff or outsource to a more affordable vendor for that support? I’d say that the key question isn’t should you — that’s more a matter of finances and personal preferences. But what you outsource and how you go about it are critical factors.

The IT departments that I’ve worked on provided a range of services, which I’ve always broken down into two broad categories.  The first is the plumbing: computer maintenance, installation, database input, training, and tech support.  These functions can, with a few caveats, be successfully outsourced. The caveats:

  • You can’t just hire the outsourced IT firm and expect them to understand your needs after an initial meeting and walk-through.  They should be micro-managed for the first month or two.  Their inclination will be to offer a generic level of support that may or may not work for your application mix or your company culture. Orient them; set clear expectations and priorities; and check their work for a good while. If you don’t, your staff might immediately lose faith in them, setting up a situation where they don’t use the service you’re paying for and, when they do interact, do it begrudgingly.  The outsourced staff should be on your team, and you need to invest in onboarding them.
  • Everyone has to remember that it’s your network. Don’t give the outsourced service the keys to your kingdom.  You should keep copies of all passwords and they should understand that changing a system password without your prior knowledge, consent, and an updated password list is a fire-able offense.  And be ready to fire them — have a backup vendor lined up.

The other bucket is strategic tech planning. In-house infrastructure or cloud. Data management strategy. How tech integrates into a broader strategic plan and supports the mission.  How tech plays into the strategies of our partners, our clients, and our communities. These components can benefit from the advice of a good consultant, but are too integral to the work and culture of an organization to be handed off to outsiders wholesale.

Outsourcing your tech strategy can be a dangerous gamble.  If you have a great consultant who really cares about your mission, they can offer some good advice. But, in most cases, the consultants are more interested in pushing their tech strategy than developing one that works well with your organizational culture.  I find that my tech strategy is heavily informed by my understanding of my co-workers, their needs, and their ability to cope with change.  To get all that from outside of an organization requires exceptional insight.

Let me make that point another way — if you don’t have a tech strategist on your internal, executive team, you’re crippled from the start. These days, it’s as essential as having a development director and a finance person. Consultants can inform and vet your ideas, but you can’t outsource your tech strategy wholesale to them. It’s core to the functionality of any successful nonprofit.

The right outsourcer can be cost effective and meet needs. But be very thorough in your selection process and, again, do some serious onboarding, because your dissatisfaction will be tied completely to their lack of understanding of your business and your needs. There are a number of NP-specific vendors (Map for Nonprofits, former NPowers and others, like DC’s CommunityIT) that get us and are better choices, in general, than the commercial services.

How Easy Is It For You To Manage, Analyze And Present Data?

apple-256262_640I ask because my articles are up, including my big piece from NTEN’s Collected Voices: Data-Informed Nonprofits on Architecting Healthy Data Management Systems. I’m happy to have this one available in a standalone, web-searchable format, because I think it’s a bit of a  signature work.  I consider data systems architecture to be my main talent; the most significant work that I’ve done in my career.

  • I integrated eleven databases at the law firm of Lillick & Charles in the late 90’s, using Outlook as a portal to Intranet, CRM, documents and voicemail. We had single-entry of all client and matter data that then, through SQL Server triggers, was pushed to the other databases that shared the data.  This is what I call the “holy grail” of data ,entered once by the person who cares most about it, distributed to the systems that use it, and then easily accessible by staff. No misspelled names or redundant data entry chores.
  • In the early 2000’s, at Goodwill, I developed a retail data management system on open source (MySQL and PHP, primarily) that put drill-down reporting in a web browser, updated by 6:00 am every morning with the latest sales and production data.  We were able to use this data in ways that were revolutionary for a budget-challenged Goodwill, and we saw impressive financial results.

The article lays out the approach I’m taking at Legal Services Corporation to integrate all of our grantee data into a “data portal”, built on Salesforce and Box. It’s written with the challenges that nonprofits face front and center: how to do this on a budget, and how to do it without a team of developers on staff.

At a time when, more and more, our funding depends on our ability to demonstrate our effectiveness, we need the data to be reliable, available and presentable.  This is my primer on how you get there from the IT viewpoint.

I also put up four articles from Idealware.  These are all older (2007 to 2009), they’re all still pretty relevant, although some of you might debate me on the RSS article:

This leaves only one significant piece of my nptech writing missing on the blog, and that’s my chapter in NTEN’s “Managing Technology To Meet Your Mission” book about Strategic Planning. Sorry, you gotta buy that one. However, a Powerpoint that I based on my chapter is here.

Architecting Healthy Data Management Systems

This article was originally published in the NTEN eBook “Collected Voices: Data-Informed Nonprofits” in January of 2014.

tape-403593_640Introduction

The reasons why we want to make data-driven decisions are clear.  The challenge, in our cash-strapped, resource-shy environments is to install, configure and manage the systems that will allow us to easily and efficiently analyze, report on and visualize the data.  This article will offer some insight into how that can be done, while being ever mindful that the money and time to invest is hard to come by.  But we’ll also point out where those investments can pay off in more ways than just the critical one: the ability to justify our mission-effectiveness.

Right off the bat, acknowledge that it might be a long-term project to get there.  But, acknowledge as well, that you are already collecting all sorts of data, and there is a lot more data available that can put your work in context.  The challenge is to implement new systems without wasting earlier investments, and to funnel data to a central repository for reporting, as opposed to re-entering it all into a redundant system.  Done correctly, this project should result in greater efficiency once it’s completed.

Consider these goals:

  • An integrated data management and reporting system that can easily output metrics in the formats that constituents and funders desire;
  • A streamlined process for managing data that increases the validity of the data entered while reducing the amount of data entry; and
  • A broader, shared understanding of the effectiveness of our strategic plans.

Here are the steps you can take to accomplish these goals.

Taking Inventory

The first step in building the system involves ferreting out all of the systems that you store data in today.  These will likely be applications, like case or client management systems, finance databases, human resources systems and constituent relationship management (CRM) systems.  It will also include Access databases, Excel spreadsheets, Word documents, email, and, of course, paper.  In most organizations (and this isn’t limited to nonprofits), data isn’t centrally managed.  It’s stored by application and/or department, and by individuals.

The challenge is to identify the data that you need to report on, wherever it might be hidden, and catalogue it. Write down what it is, where it is, what format it is in, and who maintains it.  Catalogue your information security: what content is subject to limited availability within the company (e.g., HR data and HIPAA-related information)? What can be seen organization-wide? What can be seen by the public?

Traditionally, companies have defaulted to securing data by department. While this offers a high-level of security, it can stifle collaboration and result in data sprawl, as copies of secured documents are printed and emailed to those who need to see the information, but don’t have access. Consider a data strategy that keeps most things public (within the organization), and only secures documents when there is clear reason to do so.

You’ll likely find a fair amount of redundant data.  This, in particular, should be catalogued.  For example, say that you work at a social services organization.  When a new client comes on, they’re entered into the case management system, the CRM, a learning management system, and a security system database, because you’ve given them some kind of access card. Key to our data management strategy is to identify redundant data entry and remove it.  We should be able to enter this client information once and have it automatically replicated in the other systems.

Systems Integration

Chances are, of course, that all of your data is not in one system, and the systems that you do have (finance, CRM, etc.) don’t easily integrate with each other.  The first question to ask is, how are we going to get all of our systems to share with each other? One approach, of course, is to replace all of your separate databases with one database.  Fortune 500 companies use products from Oracle and SAP to do this, systems that incorporate finance, HR, CRM and inventory management.  Chances are that these will not work at your nonprofit; the software is expensive and the developers that know how to customize it are, as well.  More affordable options exist from companies like MicroSoft, Salesforce, NetSuite and IBM, at special pricing for 501(c)(3)’s.

Data Platforms

A data platform is one of these systems that stores your data in a single database, but offers multiple ways of working with the data.  Accordingly, a NetSuite platform can handle your finance, HR, CRM/Donor Management and e-commerce without maintaining separate data stores, allowing you to report on combined metrics on things like fundraiser effectiveness (Donor Management and HR) and mail vs online donations (E-commerce and Donor Management).  Microsoft’s solution will incorporate separate products, such as Sharepoint, Dynamics CRM, and the Dynamics ERP applications (HR, Finance).  Solutions like Salesforce and NetSuite are cloud only, whereas Microsoft  and IBM can be installed locally or run from the cloud.

Getting from here to there

Of course, replacing all of your key systems overnight is neither a likely option nor an advisable one.  Change like this has to be implemented over a period of time, possibly spanning years (for larger organizations where the system changes will be costly and complex). As part of the earlier system evaluation, you’ll want to factor in the state of each system.  Are some approaching obsoletion?  Are some not meeting your needs? Prioritize based on the natural life of the existing systems and the particular business requirements. Replacing major data systems can be difficult and complex — the point isn’t to gloss over this.  You need to have a strong plan that factors in budget, resources, and change management.  Replacing too many systems too quickly can overwhelm both the staff implementing the change and the users of the systems being changed.  If you don’t have executive level IT Staff on board, working with consultants to accomplish this is highly recommended.

Business Process Mapping

BPM_Example

The success of the conversion is less dependent on the platform you choose than it is on the way you configure it.  Systems optimize and streamline data management; they don’t manage the data for you.  In order to insure that this investment is realized, a prerequisite investment is one in understanding how you currently work with data and optimizing those processes for the new platform.

To do this, take a look at the key reports and types of information in the list that you compiled and draw the process that produces each piece, whether it’s a report, a chart, a list of addresses or a board report.  Drawing processes, aka business process mapping, is best done with a flowcharting tool, such as Microsoft Visio.  A simple process map will look like this:

In particular, look at the processes that are being done on paper, in Word, or in Excel that would benefit from being in a database.  Aggregating information from individual documents is laborious; the goal is to store data in the data platform and make it available for combined reporting.  If today’s process involves cataloguing data in an word processing table or a spreadsheet, then you will want to identify a data platform table that will store that information in the future.

Design Considerations

Once you have catalogued your data stores and the processes in place to interact with the data, and you’ve identified the key relationships between sets of data and improved processes that reduce redundancy, improve data integrity and automate repetitive tasks, you can begin designing the data platform.  This is likely best done with consulting help from vendors who have both expertise in the platform and knowledge of your business objectives and practices.

As much as possible, try and use the built-in functionality of the platform, as opposed to custom programming.  A solid CRM like Salesforce or MS CRM will let you create custom objects that map to your data and then allow you to input, manage, and report on the data that is stored in them without resorting to actual programming in Java or .NET languages.  Once you start developing new interfaces and adding functionality that isn’t native to the platform, things become more difficult to support.  Custom training is required; developers have to be able to fully document what they’ve done, or swear that they’ll never quit, be laid off, or get hit by a bus. And you have to be sure that the data platform vendor won’t release updates that break the home-grown components.

Conclusion

The end game is to have one place where all staff working with your information can sign on and work with the data, without worrying about which version is current or where everything might have been stored.  Ideally, it will be a cloud platform that allows secure access from any internet-accessible location, with mobile apps as well as browser-based.  Further considerations might include restricted access for key constituents and integration with document management systems and business intelligence tools. But key to the effort is a systematic approach that includes a deep investment in taking stock of your needs and understanding what the system will do for you before the first keypress or mouse click occurs, and patience, so that you get it all and get it right.  It’s not an impossible dream.

 

It’s Time For A Tech Industry Intervention To Address Misogyny

News junkie that I am, I see a lot of headlines.  And four came in over the last 30 hours or so that paint an astonishing picture of a  tech industry that is in complete denial about the intense misogyny that permeates the industry.  Let’s take them in the order that they were received:

First, programmer, teacher and game developer Kathy Sierra.  In 2007, she became well known enough to attract the attention of some nasty people, who set out to, pretty much, destroy her.  On Tuesday, she chronicled the whole sordid history on her blog, and Wired picked it up as well (I’m linking to both, because Kathy doesn’t promise to keep it posted on Serious Pony).  Here are some highlights:

  • The wrath of these trolls was incurred simply because she is a woman and she was reaching a point of being influential in the sector.
  • They threatened rape, dismemberment, her family;
  • They published her address and contact information all over the internet;
  • They made up offenses to attribute to her and maligned her character online;
  • Kathy suffers from epileptic seizures, so they uploaded animated GIFs to epilepsy support forums of the sort that can trigger seizures (Kathy’s particular form of epilepsy isn’t subject to those triggers but many of the forum members were).

The story gets more bizarre, as the man she identified as the ringleader became a sort of hero to the tech community in spite of this abhorrent behavior. Kathy makes a strong case that the standard advice of “don’t feed the trolls” is bad advice.  Her initial reaction to the harassment was to do just what they seemed to desire — remove herself from the public forums.  And they kept right after her.

Adria Richards, a developer who was criticized, attacked and harassed for calling out sexist behavior at a tech conference, then recounted her experiences on Twitter, and storified them here. Her attackers didn’t stop at the misogyny; they noted that she is black and Jewish as well, and unloaded as much racist sentiment as they did sexist.  And her experience was similar to Kathy Sierra’s.

These aren’t the only cases of this, by far.  Last month Anita Sarkeesian posted a vblog asking game developers to curb their use of the death and dismemberment of female characters as the “goto” method of demonstrating that a bad guy is bad. The reaction to her request was the same onslaught of rape and violence threats, outing of her home address, threats to go to her house and kill her and her children.

So, you get it — these women are doing the same thing that many people do; developing their expertise; building communities on Twitter, and getting some respect and attention for that expertise.  And ferocious animals on the internet are making their lives a living hell for it.  And it’s been going on for years.

Why hasn’t it stopped?  Maybe it’s because the leadership in the tech sector is in pretty complete denial about it.  This was made plain today, as news came out about two events at the Grace Hopper Celebration of Women in Computing conference running this week. The first event was a “White Male Allies Plenary Panel” featuring Facebook CTO Mike Schroepfer; Google’s SVP of search Alan Eustace; Blake Irving, CEO of GoDaddy; and Tayloe Stansbury, CTO of Intuit.  These “allies” offered the same assurances that they are trying to welcome women at their companies. A series of recent tech diversity studies show that there is a lot of work to be done there.  But, despite all of the recent news about Zoe Quinn, Anita Sarkeesian, etc., Eustace still felt comfortable saying:

“I don’t think people are actively protecting the [toxic culture] or holding on to it … or trying to keep [diverse workers] from the power structure that is technology,”

Later in the day, Satya Nadella, CEO of Microsoft, stunned the audience by stating:

“It’s not really about asking for the raise, but knowing and having faith that the system will actually give you the right raises as you go along.”

Because having faith has worked so well for equal pay in the last 50 years? Here’s a chart showing how underpaid women are throughout the U.S. Short story? 83% of men’s wages in the best places (like DC) and 69% in the worst.

Nadella did apologize for his comment. But that’s not enough, by a long shot, for him, or Eric Schmidt, or Mark Zuckerberg, or any of their contemporaries. There is a straight line from the major tech exec who is in denial about the misogyny that is rampant in their industry to the trolls who are viciously attacking women who try and succeed in it. As long as they can sit, smugly, on a stage, in front of a thousand women in tech, and say “there are no barriers, you just have to work hard and hope for the best”, they are undermining the efforts of those women and cheering on the trolls.  This is a crisis that needs to be resolved with leadership and action.  Americans are being abused and denied the opportunity that is due to anyone in this country. Until the leaders of the tech industry stand up and address this blatant discrimination, they are condoning the atrocities detailed above.

Postnote: The nonprofit tech sector is a quite different ballpark when it comes to equity among the sexes.  Which is not to say that it’s perfect, but it’s much better, and certainly less vicious. I’m planning a follow-up post on our situation, and I’ll be looking for some community input on it.

 

The Increasing Price We Pay For The Free Internet

The Price of Freedom is Visible HerePicture : Rhadaway.

This is a follow-up on my previous post, A Tale Of Two (Or Three) Facebook Challengers. A key point in that post was that we need to be customers, not commodities.  In the cases of Facebook, Google and the vast majority of free web resources, the business model is to provide a content platform for the public and fund the business via advertising.  In this model, simply, our content is the commodity.  The customer is the advertiser.  And the driving decisions regarding product features relate more to how many advertisers they can bring on and retain than how they can meet the public’s wants and needs.

It’s a delicate balance.  They need to make it compelling for us to participate and provide the members and content that the advertisers can mine and market.  But since we aren’t the ones signing the checks, they aren’t accountable to us, and, as we’ve seen with Facebook, ethical considerations about how they use our data are often afterthoughts.  We’ve seen it over and over, and again this week when they backed off on a real names policy that many of their users considered threatening to their well-being.  One can’t help but wonder, given the timing of their statement, how much new competitor Ello’s surge in popularity had to do with the retraction. After all, this is where a lot of the people who were offended by the real names policy went.  And they don’t want to lose users, or all of their advertisers will start working on Ello to make the Facebook deal.

Free Software is at the Heart of the Internet

Freeware has been around since the ’80’s, much of it available via Bulletin Boards and online services like CompuServe and AOL. It’s important to make some distinctions here.  There are several variants of freeware, and it’s really only the most recent addition that’s contributing to this ethically-challenged business model:

  • Freeware is software that someone creates and gives away, with no license restrictions or expectation of payment. The only business model that this supports is when the author has other products that they sell, and the freeware applications act as loss leaders to introduce their paid products.
  • Donationware is much like Freeware, but the author requests a donation. Donationware authors don’t get rich from it, but they’re usually just capitalizing on a hobby.
  • Freemium is software that you can download for free and use, but the feature set is limited unless you purchase a license.
  • Open Source is software that is free to download and use, as well as modify to better meet your needs. It is subject to a license that mostly insures that, if you modify the code, you will share your modifications freely. The business model is usually based on providing  training and support for the applications.
  • Adware is free or inexpensive software that comes with advertising.  The author makes money by charging the advertisers, not the users, necessarily.

Much of the Internet runs on open source: Linux, Apache, OpenSSL, etc. Early adopters (like me) were lured by the free software. In 1989, I was paying $20 an hour to download Novell networking utilities from Compuserve when I learned that I could get a command line internet account for $20 a month and download them from Novell’s FTP site. And, once I had that account, I found lots more software to download in addition to those networking drivers.

Adware Ascendant

Adware is now the prevalent option for free software and web-based services, and it’s certainly the model for 99% of the social media sites out there.  The expectation that software, web-based and otherwise, will be free originated with the freeware, open source and donationware authors. But the companies built on adware are not motivated by showing off what they’ve made or supporting a community.  Any company funded by venture capital is planning on making money off of their product.  Amazon taught the business community that this can be a long game, and there might be a long wait for a payoff, but the payoff is the goal.

Ello Doesn’t Stand A Chance

So Ello comes along and makes the same points that I’m making. Their revenue plan is to go to a freemium model, where basic social networking is free, but some features will cost money, presumably business features and, maybe, mobile apps. The problem is that the pricing has to be reasonable and, to many, any price is unreasonable, because they like being subsidized by the ad revenue. The expectation is that social media networks are free.  For a social network to replace something as established as Facebook, they will need to offer incentives, not disincentives, and, sadly, the vast majority of Facebook users aren’t going to leave unless they are severely inconvenienced by Facebook, regardless of how superior or more ethical the competition is.

So I don’t know where this is going to take us, but I’m tired of getting things for free.  I think we should simply outlaw Adware and return to the simple capitalist economy that our founders conceived of : the one where people pay each other money for products and services. Exchanging dollars for goods is one abstraction layer away from bartering. It’s not as complex and creepy as funding your business by selling the personal information about your users to third parties.  On the Internet, freedom’s just another word for something else to lose.