Stupid Modem Tricks Stupid Publisher Tricks The LaiseBoy™ Philosophy, Part 3: "D-ness" Envy Projects: Risk-e-Business Laiserin's Lemma™—"Hey Buddy, Can You Spare Some Change?" Stupid Modem Tricks There's no way to predict when, if ever, you will receive and read this, but it certainly won't be on the scheduled/promised date of 24June2002. Why? Well, I'm positive that cable modem access provider Optimum Online is not the world's worst service, and that the customer-friendliness of their corporate parent, Cablevision Systems, is not the most egregious example of monopolistic arrogance on the planet. That said,... Stupid Publisher Tricks Brickbats and kudos from our readers: "...a focused and quick way to cover lots of strategic information..." OR "...there isn't anything I can point to that has 'walk away value'..." Who's saying what? The LaiseBoy™ Philosophy, Part 3—"D-ness" Envy Two-D, Three-D, Four-Dimensions, more. Just as in the age-old nursery rhyme, vendors now dance to a sing-song chant of escalating "D-ness." Before joining Mr. MXYZPTLK in the 5th dimension (or beyond), it may be worthwhile to D-construct the issues, D-bunk a few myths, and D-tail some D-velopments. Projects: Risk-e-Business Now that resource scheduling software has become mainstream, and online project collaboration networks are poised to cross the chasm, where are the early adopters headed in project management? Quick looks at Robust Decisions' Accord, SimVision from Vité, and Thumbrint from Cyntergy Technology provide some clues. The new mantra? Managing the risk of project business. Laiserin's Lemma™—"Hey Buddy, Can You Spare Some Change?" (lemma: a short theorem used in proving a larger theorem) During a recent online chat, graciously hosted by Bentley as part of the ongoing Virtual BIUC Web extension to their dirt-world user conference, a platoon of putatively technophiliac CAD and IT managers and users vented their frustration with what they perceived as blind resistance on the part of presumably technophobic "senior management" toward any change in work process and procedure. Because the same complaint echoed from chat participants in AEC, plant/process, and infrastructure businesses, one may reasonable ask how much of this alleged resistance to change is vertical (industry-specific), horizontal (part of business culture), or a bit of both. How do you change resistance to change?