http://www.megginson.com/blogs/quoderat/2006/02/10/the-curse-of-the-tin-woodman/ what was Mon, 15 Mar 2010 03:05:12 +0000 http://wordpress.org/?v=2.5.1 http://www.megginson.com/blogs/quoderat/2006/02/10/the-curse-of-the-tin-woodman/#comment-2750 Le sortilège de Tim Woodman at Aurélien Pelletier’s Weblog Sun, 26 Feb 2006 15:03:17 +0000 http://www.megginson.com/blogs/quoderat/archives/2006/02/10/the-curse-of-the-tin-woodman/#comment-2750 [...] The curse Tim Woodman une métaphore qui décrit et explique à la perfection une situation que l’on rencontre trop souvent dans les systèmes d’information des grosses organisations. [...] [...] The curse Tim Woodman une métaphore qui décrit et explique à la perfection une situation que l’on rencontre trop souvent dans les systèmes d’information des grosses organisations. [...]

]]> http://www.megginson.com/blogs/quoderat/2006/02/10/the-curse-of-the-tin-woodman/#comment-2647 Dorai’s Techlog » How To Avoid Building Your Own TinMan Sat, 11 Feb 2006 18:53:56 +0000 http://www.megginson.com/blogs/quoderat/archives/2006/02/10/the-curse-of-the-tin-woodman/#comment-2647 [...] A great blog on the IT in large enterprises or Government. The author starts out with the interesting story of Tinman from The Wizard of Oz. He explains how a package acquired and gradually modified to meet an organizations requirements. In principle, buying instead of building is a great idea — it lets a company share development costs with many others while concentrating its limited IT resources on its core specialties. This approach works, however, only when a product does something that is well understood and widely implemented (i.e. it’s a commodity). [...] [...] A great blog on the IT in large enterprises or Government. The author starts out with the interesting story of Tinman from The Wizard of Oz. He explains how a package acquired and gradually modified to meet an organizations requirements. In principle, buying instead of building is a great idea — it lets a company share development costs with many others while concentrating its limited IT resources on its core specialties. This approach works, however, only when a product does something that is well understood and widely implemented (i.e. it’s a commodity). [...]

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