April 10th, 2012 
admin As long as the acting head of public sector information have always been focused on community building, not just the construction of a dormitory. Several years ago, we identified three goals. The first is to design a plan that will bring our city into a playing field with the top of the “connected” cities. The second is to create greater competition among providers of technology in our metropolitan suburb communities. And our third goal is to position a house in town for the future of ultra high-speed Internet, digital television, high definition and futuristic entertainment and mobile communications.
The result was one of the larger project of technology in this country. Our projects are handled a variety of community technology, including broadband, Wi-Fi, digital TV and wireless phones. Looking at the full spectrum of technology, we are not trying to get your point (such as Wi-Fi) to meet the needs of all our citizens. We seek diverse solutions to meet a wide range of needs of residents.
Over the years we have developed several technologies (for them). We are one of the first city in Arizona to make the system (Voice over IP) number of the convergence of VoIP communications, we embraced as a key technology internally developed system that allows electronic, and we are developing the state data center of art. We have developed a lot of people-oriented services such as providing information on their addresses from multiple public data sources. And we offer a broad look at our financial system with public money. Many initiatives are designed to meet our goal to provide our citizens and employees with advanced technology and communication in the medium of your choice.
In the midst of our innovation capacity of the parties (now angry with problems of the economy), I made some few rhetorical questions: Why is the project leader so difficult to understand? What is needed for staff and management of others to see the light? Why all the world (or so it seems) against the project? When I look back through more than 25 years in a few innovative projects is the initiative I-large and small, successful and failed, I identify some common patterns that I call the “four truths”.
Truth # 1: The innovation is the change
Change and innovation walking the same path. Change and innovation threaten the status quo and upset the apple cart. Innovations such as the American public, except on the surface in their own backyard. My own staff was uncomfortable with some of the projects and how they might change their role. They fear that the project will stab the top of your workload as a burden. When we launched several larger projects, we begin to understand what our role will be one of oversight rather than hands-on trench installation. Change management will continue to be an educational process, not just tactical and operational aspects but also the strategic value of this project would bring to the city.
Truth # 2: The road is blocked
Any attempt to innovation includes a number of obstacles that try to get us out of our stated goals. Very easy to listen to the naysayer and critic. Successful project managers are those who forged the way over, around or through obstacles.
Truth # 3: Innovation without implementation is just a dream
Our pursuit of innovation has taught me that many visionaries have big dreams, but few can turn their dreams into reality. Some of our projects are difficult to implement, but perseverance and hard work by a team of brilliant engineers led to the settlement. Many projects have brought various stakeholders together and sometimes I think that the maintenance of a project focused and on track is harder to do the project.
Truth No. 4: Innovation without commercialization will soon be forgotten
Marketing is not just selling products but to sell the concept. This is to convince stakeholders that they can see their future and that the idea will meet the needs and improve their lives. As CIO we have all seen excellent products fell by the wayside because the market is weak or ineffective, or because the market is superior to its competitors.
Marketing must be done during the innovation process as a whole. You have to sell the idea of ??bringing to the table. Once introduced the idea, you are marketing to stakeholders and customers, and then press and media. After commissioning, you must continue marketing to customers to ensure products or services they provide to their promises. Communications of the project’s vision has its ups and downs. Sometimes, our senior management team must be convinced of how their departments could be affected by the project.
When it comes to innovation, there is an underlying nature of all truths-persistence. Bertrand Russell said: “There is no great achievement is possible without the diligence.” None of those who want to take action will occur without anyone to survive through all the obstacles that life throws at us.