May 29, 2006

"HOW PRODUCTIVE ARE YOUR MEETINGS?"

As a businessman, one of my favorite movies is "Planes, Trains and Automobiles" featuring Steve Martin as an advertising executive trying to return to Chicago during the Thanksgiving holidays. The movie opens with Martin attending a meeting in New York City where he is pitching an ad campaign to the President of a large corporation, played by William Windom. The meeting is rather long and boring as Windom quietly agonizes over the layout of Martin's proposed ads. All of the meeting attendees sit quietly and patiently as they wait for Windom to make a decision (which he never makes). As it is the holiday season, they all have other things they want to do (in Martin's case, it is to return home to Chicago). Ultimately, the meeting is a colossal waste of time for all of the attendees.

We've all been involved with such meetings where the person running it is either insensitive to the needs of the attendees or the subject matter is painfully boring. It should come as no surprise that excessive or pointless meetings are probably the number one cause for decreased productivity in organizations, be it corporate or nonprofit (as Dilbert has pointed out to us time and again). Understand this, unless someone is looking for an excuse to duck a work assignment, nobody wants to attend an inconsequential meeting.

Remarkably, there are a lot of people who don't understand the basics of running a productive meeting, hence the problem as exemplified by Martin's movie. There is nothing magical about conducting a good meeting. It just requires a little preparation, along with some leadership and structure during its execution. Here are some simple guidelines to follow:

PREPARATION

First, determine the necessity of the meeting itself. Do you really have something important to discuss or do you just want to simply "chew the fat." Meetings are nice but we should never forget they distract people from their work assignments. Therefore, we should only hold a meeting if it is going to benefit the attendees and assist them in their work effort. Let us not forget there are many other communication vehicles at our disposal: memos, e-mails, web pages (including blogs and discussion groups), posted notices, general broadcasts over a PA system, etc.

If you are convinced of the necessity of the meeting, you will need to know three things:

* Your objective - Is the purpose of the meeting to communicate a particular message, develop a dialogue and reach consensus, educate/train people, or to offer a simple diversion for the attendees? People do not want to hear the boss pontificate on some trivial manner (a la Dilbert). Make sure you have a firm grasp of the purpose of the meeting and what you hope to accomplish. Ask yourself how the attendees will benefit from the meeting.

* Your audience - Be sure to understand the targeted audience, their interests, their work assignments, and their attention span.

* How the meeting should be conducted (this is critical). Should it be held on-site or off-site to minimize distractions? Who should lead the meeting? How should the meeting room be setup, such as required audio-video equipment, flipcharts/blackboards, computer equipment, podiums, and the setup of tables and chairs. A classroom setup is fine for lectures and presentations but not necessarily conducive if the participants are going to work in teams. For dialogs and strategy sessions, a roundtable or u-shaped layout is better. Even the chairs are important; everyone likes comfort but if you want to keep people's attention, there is nothing wrong with hard chairs that force the participants to sit-up and take notice during the meeting.

* Print up agendas in advance so everyone knows the meeting's purpose, the items to be discussed, the timetable, and what is needed for preparation. It is not uncommon to also advise the dress code for the meeting. If possible, send agendas and any other items in advance for the attendees to adequately prepare themselves for the meeting. This will save considerable time during the meeting.

* Post scheduled meetings to calendars and, whenever possible, send out reminders at least one day in advance.

EXECUTION

Having a strong and fair leader for the meeting is essential for its success. This may or may not be the main speaker. Nevertheless, the leader has to play the role of traffic cop so the meeting doesn't get sidetracked and stays on schedule. Knowing when to defer peripheral discussions to a later time or place (such as after the meeting) is important to keep everyone focused on the main mission of the meeting. Being the traffic cop often requires skills in tact and diplomacy so the meeting doesn't spin out of control.

Here are some other items to consider:

* Stick to the agenda. Start and end on time and maintain order. Got a gavel? Do not hesitate to use it judiciously. Maintain civility and decorum. Allow people to have their say but know when issues are getting out of hand or sidetracked.

* Follow the old military principle of: "Tell them what you are going to tell them; Tell them, and then; Tell them what you've told them." Developing a punchlist of action items at the conclusion of the meeting can be very useful for certain situations.

* Introductions are important so participants know the cast of characters involved and their interests. But do not waste an inordinate amount of time here. Also, name tags or name cards are useful to avoid the embarrassment of forgetting names and titles.

* Make the meeting worthwhile. Keep it interesting and informative; Heck, make it fun if you can. Make it so the attendees feel that they are not wasting their time.

* Again, know your audience - speak in terms your audience will understand. An eloquent vocabulary might be impressive, but it may also intimidate and confuse the attendees (beware of the "verbosity of bullshit" phenomenon). Also, read the body language of the attendees to see if they are paying attention.

* I am not a big fan of histrionics. Many lecturers like people to get up, stretch, shake hands with everyone or hold a group hug. This can be downright embarrassing to people. Get to the point and move on.

REVIEW

All meetings should be reviewed, either formally or informally, to determine the success of the meeting. Informal reviews are used for short meetings to determine action items to be followed up on. Formal reviews should be considered for all lengthy meetings. Standard critique sheets should be used for attendees and the leader to evaluate the meeting. Prepare a summary and evaluate the meeting's success. More importantly, learn from the comments received. There is little point of going through the motions of a review if you have no intention of acting on it.

CONCLUSION

Mastering the execution of an effective meeting requires a little planning, a little organization, and a lot of management. Bottom-line, how do you know if your meeting was a success? People do not groan when you call the next one.

OUR BRYCE'S LAW OF THE WEEK therefore is...
"Unless someone is looking for an excuse to duck a work assignment, nobody wants to attend an inconsequential meeting."

NEW "PRIDE" eBOOK & AUDIO BOOK

We're pleased to announce the release of a new book on our "PRIDE" Methodologies for IRM. Actually, we've created two versions of the same book, an eBook version (in PDF format), and an Audio Book (in MP3 format). Both compliment the Internet version available through our corporate web site. The eBook version is 363 pages in length and includes full tutorials on Enterprise Engineering, Systems Engineering, Data Base Engineering, and Project Management, complete with examples and a quick navigation to guide you through the book. The Audio Book is an abridged version which includes over nine hours of audio. The eBook version is priced at $49 plus tax, the Audio Book is priced at $54 plus tax, and a discounted packaged price for both is $93 plus tax. The book is excellent for both corporate developers as well as at the university level where it complements a college curriculum. Check it out at:

http://www.phmainstreet.com/mba/pridebk.htm

IN OUR "DOWN THE ROAD" SECTION

The National And State CIO Association will be holding their 2006 Midyear Conference at The Capital Hilton, in Washington, DC on May 31st-June 2nd. For information, contact NASCIO headquarters in Lexington, KY at: 859/514-9153

MIT's Center for Information Systems Research will hold its annual conference from June 12-16, 2006 on the MIT campus. For information, contact MIT at 617/253-2348

The Society for Information Management will be holding their SIMposium 2006 on September 17-20 at the Fairmont Hotel in Dallas, Texas. For information, contact SIM headquarters in Chicago at 312/527-6734

If you have got an upcoming IRM related event you want mentioned, please e-mail the date, time and location of the event to timb001@phmainstreet.com

FRAPPER MAP

Friends, I don't know if you've seen it yet, but we've added a Frapper map to the "Management Visions" web site. Frapper is a free mapping service offered by the folks at Rising Concepts, LLC, and allows you to plot yourself on a worldwide map. This is a great way to keep track of our listeners and I encourage you to try it out through our web page or by clicking HERE.

MY "PET PEEVE OF THE WEEK" IS "POLITICAL CORRECTNESS IN THE WORKPLACE"

You know, I'm getting pretty tired of hearing about political correctness these days. Haven't we got anything else to worry about, like making a delivery deadline or making sure a customer is satisfied with our service? I guess not. Today we have to be sensitive to the rights and feelings of others. I've noticed there is a general hesitancy today to say just about anything that might offend someone. Well, you know what? Even with our speech cleaned up, we still seem to be irritating people. Frankly, I prefer the old ways where we used to tell others exactly what we thought from the heart as opposed to letting them guess what we're thinking.

Yea, I know we have to be sensitive to the rights and feelings of others but, you know, there are times when we just have to say "Bullshit," which I consider a very versatile word. And I'm not alone in this regard. I've been told by my reps and customers in Japan that they also like the word "Bullshit." They say "Tim, we have nothing like it in our language. It says so much and can be used in so many different situations."

Frankly, I don't think we use "Bullshit" enough. Its direct, it expresses how you feel, its great for communications, it gets things done. But, No, we have to pat people on the back and tell them, "Well, better luck next time." I don't know about you, but I don't have time for this. I need to make my point and move along. Its pretty bad when our speech gets in the way of conducting business. I wish we would worry less about political correctness and more on getting the job done. And wouldn't that be refreshing?

Such is my Pet Peeve of the Week.

AND FINALLY...

I received an e-mail from a Judy Thurman in New Jersey who wrote me regarding last week's essay of "Managing from the Bottom-Up."
Judy writes:

"Isn't this movement back to a Theory X form of management all about control?"

Thanks Judy for your note,

Is it about control? Maybe. But I tend to believe its more about trust. We now live in a society where we no longer respect or trust each other. For example, managers do not trust their subordinates will make the right decisions. And the workers don't trust the managers, believing they are only out to protect their own self interests. As such, workers feel like sheep being herded by the manager. This mutual distrust is the cause of today's Theory X form of management. Frankly, I consider this a tragedy in our culture as it represents a lack of faith in the human spirit.

I believe we should adequately train our people, delegate assignments, and get out of their way. I believe empowering people is a much more positive and productive way of operating, or as I call it "Managing from the Bottom-Up."

Again, Thanks for your e-mail. Keep those cards and letters coming.

MBA is an international management consulting firm specializing in Information Resource Management. We offer training, consulting, and writing services in the areas of Enterprise Engineering, Systems Engineering, Data Base Engineering, Project Management, Methodologies and Repositories. For information, call us at 727/786-4567. For a complete listing of my essays, see the "PRIDE" Special Subject Bulletins section of our corporate web site.

Our corporate web page is at:

http://phmainstreet.com/mba/

Management Visions is a presentation of M. Bryce & Associates, a division of M&JB Investment Company of Palm Harbor, Florida, USA. The program is produced on a weekly basis and updated on Sundays. It is available in versions for RealPlayer, Microsoft Media Player, and MP3 suitable for Podcasting. See our web site for details. You'll find our broadcast listed in several Podcast and Internet Search engines, as well as Apples' iTunes.

If you have any questions or would like to be placed on our e-mailing list to receive notification of future broadcasts, please e-mail it to timb001@phmainstreet.com

For a copy of past broadcasts, please contact me directly.

We accept MP3 files with your voice for possible inclusion in the broadcast.

Management Visions accepts advertising. For rates, please contact yours truly directly.

Copyright © 2006 by M&JB Investment Company of Palm Harbor, Florida, USA. All rights reserved. "PRIDE" is the registered trademark of M&JB Investment Company.

This is Tim Bryce reporting.

Since 1971: "Software for the finest computer - the Mind."

END

May 22, 2006

"MANAGING FROM THE BOTTOM-UP"

When the American colonies were forming a government in the 18th century, there was a fleeting notion that George Washington should become King with absolute power. Instead, our founding fathers opted for a democratic society where officials were elected by the people. The intent was to give the individual citizen a means to participate in the running of the government. This was a wise decision and has served America well for over 225 years. By being included in the process, people align their loyalties to the government and country, and are quick to come to its defense in times of national emergency. Involving the individual is a simple gesture that has had long range positive effects on our country.

It is an interesting dichotomy that whereas our country involves the individual, most of our other institutions do not. I have been fortunate to have traveled the world and have seen many different types of companies, from large to small, and in just about every field of endeavor imaginable. Most are run top-down with a benevolent (or maybe not so benevolent) dictator at the helm. Assignments, estimates and schedules are pushed down the corporate chain with little regard for the individual employee.

Over the years there has been a lot of discussion about Theories X, Y, and Z in management; whereas "X" is autocratic, "Y" is more of a "carrot and stick" mentality and "Z" promotes individual participation. Remarkably, despite the many years of promoting the rights of the worker, today we primarily live in a Theory X world. Employees are told what to do and when to do it, without any interest in their input. Today, this is commonly referred to as "micromanagement." Under this approach, although the work will eventually get done, there is no loyalty to the company by the employee, mistakes are made and quality suffers, and productivity declines since there is no personal sense of urgency by the employee. In other words, the company works, but not like a well-oiled machine.

More recently, I have noticed this same phenomenon occurring in nonprofit volunteer organizations, such as homeowner associations, clubs, school organizations, sports associations, even church groups. The people that run these groups may have the best intentions, but rarely do they know how to actually manage. Sadly, some people get involved with such organizations to satisfy a petty power trip they are on. Consequently, they have little regard for organization and adherence to policies and rules. Instead, they try to micromanage everything. People, particularly volunteers, have a natural aversion to micromanagement and quickly lose interest in their work.

Let us always remember that the word "management" begins with "man" for a purpose: it refers to how we interact with people and, as such, it is not a clerical or administrative function, but, rather, a people function; how to work with the human being, a very challenging task considering you are dealing with human beings who can be emotional, irrational, and just plain "thick." There is a countless number of books on the subject of "management" alone. But for our purposes, perhaps the best way to think of "management" is simply "getting people to do what you want, when you want it, and how you want it." If we lived in a perfect world, there would not be a need for managers; people would know what to do, and projects would be executed on time and within cost. However, as we all know, we live in an imperfect world. People do make mistakes and problems arise, hence, the need for "managers", people charged with assigning and directing the work of others. Managers are in the business of solving problems; people problems!

Some of the most productive organizations are those where management succeeded in getting the individual workers involved with the running of the company. Sure, management is still in control, but they have stimulated employee interests by encouraging their participation and feedback. Management still has some top-down responsibilities, including:

1. Delegate - prioritize and assign tasks to qualified employees.

2. Control work environment - minimize staff interferences and provide a suitable workplace to operate with the proper tools to perform the work.

3. Review progress - study employee reports and take corrective action where necessary.

Individual employees have bottom-up responsibilities to management:

1. Participate in the planning process - review work specifications and give feedback; estimate amount of time to perform an assignment, assist in the calculation of work schedules with management.

2. Perform work within time and costs constraints.

3. Report activities to management - including the use of time, interferences, and possible delays.

In this bottom-up approach, employees are treated as professionals and are expected to act as such in return. This results in far less supervision as found in micromanagement. Employees are delegated responsibility, supervise their own activities, and report to management on progress. This approach will work in any business, be it a corporation or nonprofit volunteer organization. There is only one catch to this approach: some people resist assuming responsibility for their actions and prefer to have someone else tell them what to do; thereby when something goes awry, they can blame the other person for the snafu. This type of person is more suited for a dictator type of organization where they can continue to grouse about management, yet do nothing to help correct the problem. Aside from this, the benefits of the bottom-up approach far outweigh the negatives. It is simple and it works.

"Surround yourself with the best people you can find, delegate authority, and don't interfere."
- Ronald Reagan (1986)

For more information on our philosophies of Project Management, please see the "Introduction" section of "PRIDE" Project Management at:

http://www.phmainstreet.com/mba/pride/pm.htm

OUR BRYCE'S LAW OF THE WEEK therefore is...
"If we lived in a perfect world, there would not be a need for managers."

NEW "PRIDE" eBOOK & AUDIO BOOK

We're pleased to announce the release of a new book on our "PRIDE" Methodologies for IRM. Actually, we've created two versions of the same book, an eBook version (in PDF format), and an Audio Book (in MP3 format). Both compliment the Internet version available through our corporate web site. The eBook version is 363 pages in length and includes full tutorials on Enterprise Engineering, Systems Engineering, Data Base Engineering, and Project Management, complete with examples and a quick navigation to guide you through the book. The Audio Book is an abridged version which includes over nine hours of audio. The eBook version is priced at $49 plus tax, the Audio Book is priced at $54 plus tax, and a discounted packaged price for both is $93 plus tax. The book is excellent for both corporate developers as well as at the university level where it complements a college curriculum. Check it out at:

http://www.phmainstreet.com/mba/pridebk.htm

IN OUR "DOWN THE ROAD" SECTION

The National And State CIO Association will be holding their 2006 Midyear Conference at The Capital Hilton, in Washington, DC on May 31st-June 2nd. For information, contact NASCIO headquarters in Lexington, KY at: 859/514-9153

MIT's Center for Information Systems Research will hold its annual conference from June 12-16, 2006 on the MIT campus. For information, contact MIT at 617/253-2348

The Society for Information Management will be holding their SIMposium 2006 on September 17-20 at the Fairmont Hotel in Dallas, Texas. For information, contact SIM headquarters in Chicago at 312/527-6734

If you have got an upcoming IRM related event you want mentioned, please e-mail the date, time and location of the event to timb001@phmainstreet.com

FRAPPER MAP

Friends, I don't know if you've seen it yet, but we've added a Frapper map to the "Management Visions" web site. Frapper is a free mapping service offered by the folks at Rising Concepts, LLC, and allows you to plot yourself on a worldwide map. This is a great way to keep track of our listeners and I encourage you to try it out through our web page or by clicking HERE.

MY "PET PEEVE OF THE WEEK" IS "AIR TRAVEL"

Do you remember when air travel was fun? I do. I used to love to travel. The food was reasonably good, you could have a good drink and smoke, and there was a general festive spirit on board. I also remember people would dress up when going on an airplane. Men would wear suit and ties, and women and children would wear their Sunday-best. It was quite common for whole families to meet you at the airport too which made you feel special. Sadly, air travel is no longer like this anymore. Airports are more like armed camps where prisoners are strip-searched and transferred from one cell block to another. We can thank the terrorists for this. But I guess what bothers me is that the mystique of air travel has disappeared. It is no longer a novelty; instead it has become a callous drudgery which kind of reminds me of how we used to feel about traveling by bus, which is probably more fun today than to travel by air.

Our expectations are also a lot lower today:

• Nobody expects to depart and arrive on time.

• We have no faith that our luggage will arrive intact; instead we prefer to use carryon luggage.

• We no longer expect a decent meal, but rather bring our own brown-bag on board.

• We no longer expect cleanliness on board and worry about head lice.

• And we no longer expect to talk with a company spokesman, but rather an automated kiosk.

Instead of relishing air travel, we now tolerate it and hope we survive. Its actually dehumanizing. Travelers dress grungy and no longer socialize like they did in the old days. Everyone is now plugged into either an iPod, a cell phone, MP3 player, laptop, or CD/DVD player. We're plugged in, tuned in and turned off.

This is all very sad as this used to be a great institution. We all used to love to travel, now we all dread it. But I guess this is the price of progress.

Such is my Pet Peeve of the Week.

AND FINALLY...

I received an e-mail from a Hugh Connell in Montana who wrote me regarding last week's essay of "Understanding the Vicious Circle of Complexity."
Hugh writes:

"Again, I enjoyed your commentary on complexity. It didn't occur to me the number of lines of communications within a development staff."

Thanks Hugh for your note,

Yes, its really interesting how the number of lines of communications go up as we have more people participate in a development project. Its bad enough that our systems are becoming more complicated, but when you add the number of lines of communications, you can end up with a real mess on your hands. Hence the need for a control mechanism such as an IRM Repository to manage the number of information resources in a system, and a standardized approach for governing the development process. This is only possible if we treat such efforts as a science as opposed to an art-form.

Again, Thanks for your e-mail. Keep those cards and letters coming.

Folks, don't forget to check out our BRYCE'S CRASH COURSE IN MANAGEMENT which is a free on-line multimedia presentation offering pragmatic advice on how to discharge the duties of a manager, whether it be for a commercial or non-profit enterprise. Frankly, for someone aspiring to be a manager or for a new manager, it will be the best 45 minutes you can invest in yourself. Check it out on the cover of our corporate web page at: http://www.phmainstreet.com/mba

For a complete listing of my essays, see the "PRIDE" Special Subject Bulletins section of our corporate web site.

MBA is an international management consulting firm specializing in Information Resource Management. We offer training, consulting, and writing services in the areas of Enterprise Engineering, Systems Engineering, Data Base Engineering, Project Management, Methodologies and Repositories. For information, call us at 727/786-4567.

Our corporate web page is at:

http://phmainstreet.com/mba/

Management Visions is a presentation of M. Bryce & Associates, a division of M&JB Investment Company of Palm Harbor, Florida, USA. The program is produced on a weekly basis and updated on Sundays. It is available in versions for RealPlayer, Microsoft Media Player, and MP3 suitable for Podcasting. See our web site for details. You'll find our broadcast listed in several Podcast and Internet Search engines, as well as Apples' iTunes.

If you have any questions or would like to be placed on our e-mailing list to receive notification of future broadcasts, please e-mail it to timb001@phmainstreet.com

For a copy of past broadcasts, please contact me directly.

We accept MP3 files with your voice for possible inclusion in the broadcast.

Management Visions accepts advertising. For rates, please contact yours truly directly.

Copyright © 2006 by M&JB Investment Company of Palm Harbor, Florida, USA. All rights reserved. "PRIDE" is the registered trademark of M&JB Investment Company.

This is Tim Bryce reporting.

Since 1971: "Software for the finest computer - the Mind."

END

NEW "PRIDE" METHODOLOGIES eBOOK & AUDIO BOOK INTRODUCED

PALM HARBOR, FL, USA (May 19, 2006) - M. Bryce & Associates (MBA) is pleased to announce the release of a new book on their "PRIDE" Methodologies for IRM which is implemented in two forms: as an eBook (PDF) and as an Audio Book (MP3). "PRIDE" represents three integrated methodologies for developing and managing the resources needed to support the information resources of a business. It includes structured methodologies for Enterprise Engineering, Information Systems Engineering, and Data Base Engineering. Also included is a Project Management system.

In November 2004, MBA released "PRIDE" to the public via the Internet in order to introduce a world standard for Information Resource Management (IRM). "PRIDE" represents a massive body of work that has evolved over the last 35 years. The new book represents a condensed version and, as such, complements the Internet version.

"These new electronic versions of PRIDE were developed for today's mobile managers and developers," said Tim Bryce, the Managing Director of MBA and the author of the book. "It puts the PRIDE documentation at their fingertips and allows them to listen to the book as they are commuting or traveling. The audio version is also useful for the visually impaired."

The book describes each methodology in terms of concepts and philosophies implemented, the structure and navigation of the methodology, followed by a description of each phase, including its activities and sample deliverables. Supplemental sections are also included in support of the methodologies and includes a comprehensive glossary of terms and index.

The eBOOK version (ISBN 0-9786182-0-3) is 363 pages in length and is implemented using the popular Adobe Reader. This provides the means to quickly navigate the book through bookmarks as well as print the pages (8.5" x 11" paper). The price for this version is $49.00 (U.S.) plus tax and is delivered via e-mail.

The AUDIO BOOK (ISBN 0-9786182-1-1) is an abridged version as it doesn't include the examples and some of the supporting sections, e.g., glossary of terms, index, etc., otherwise it is identical. The Audio Book is implemented as a series of MP3 files (38 total) representing over nine hours of tutorials by the author. This format is excellent for use in iPods, MP3 players, CD players, and PC's. The price for this version is $54.00 (U.S.) plus tax and is delivered on CD through the post office.

A discounted package price is available for both, the eBook and the Audio Book, for $93.00 (U.S.) plus tax.

The book is excellent for both corporate developers as well as at the university level where it complements a college curriculum. The eBook version includes sample deliverables (examples) resulting from the methodologies.

Both versions of the book are sold and destributed by MBA as well as authorized book retailers (discounts available). Excerpts from the book are also available (a trial version) both as a PDF file and MP3 file.

"The book does not replace the web version of 'PRIDE' but, instead should be considered a companion to support it," said Bryce. "The web version is still very robust and includes a lot more information than we could possibly publish."

For additional information on the book, see:
http://www.phmainstreet.com/mba/pridebk.htm

Notice distributed by:
Tim Bryce
Managing Director
M. Bryce & Associates (MBA)
a division of M&JB Investment Company
P.O. Box 1637
Palm Harbor, FL 34682-1637
United States
Tel: 727/786-4567
E-Mail: timb001@phmainstreet.com
WWW: http://www.phmainstreet.com/mba/
Since 1971: "Software for the finest computer - the Mind"

May 15, 2006

"UNDERSTANDING THE VICIOUS CIRCLE OF COMPLEXITY"

In the past, I've discussed the various types of information resources found in an information system, the average number of each resource, along with the number of design decisions associated with each which can be voluminous; see:

No. 10 - "Managing Design Complexity" - Feb 07, 2005

The issue of managing complexity is not simple. As our information systems continue to grow in magnitude, so do the costs associated with maintaining and updating them to suit the current requirements of the company. Today's systems have grown into such uncontrollable behemoths that companies either elect to outsource them (thereby transferring the headache to someone else), let them run unchecked in end-users departments (whereby data and process redundancies run rampant), or they try to rewrite the system in its entirety (aka, a "Mission Impossible" project).

Compounding the problem of complexity is a vicious circle phenomenon that occurs during development projects. This circle is actually quite simple to understand and explain:

1. First, we start with a simple system.

2. Inevitably, changing user information requirements trigger a need to change the system.

3. To implement the change, more pieces and parts (resources) are required.

4. The change requires new or different people to implement it.

5. Due to inconsistencies in development (lack of standards), each developer is allowed to implement their piece of the puzzle as they see fit. Consequently, communications suffers thereby hindering development time.

6. Poor communications makes the overall system less manageable which adds to the problem of complexity whereby we become dependent on people to maintain different pieces of the system.

This results in a vicious circle whereby complexity is compounded with every development project. Instead of our systems becoming easier to manage, they are becoming much more complicated. So much so, no one person can visualize the system in its entirety.

UNDERSTANDING COMMUNICATIONS

To truly understand how communications compounds complexity, let's begin by understanding the number of lines of communications between people:

Interestingly, the number of lines of communications grow exponentially based on the number of people involved. For example:

Number of People	Lines of Communications
2	1
3	3
4	6
5	10
6	15
7	21
8	28
9	36
10	45

As if maintaining the number of lines of communications isn't enough, we must consider the content of the communications. Even if our lines of communications are well maintained, if there are no standards in terms of terminology and work effort, a "Tower of Babel" effect will result whereby developers trip over each other in an uncoordinated manner. Without standardization, systems become more difficult to maintain and modify, thereby compounding the complexity problem.

CONCLUSION

The failure of the ability of one person to handle the relationships of the entire system is due partially to the complexity of the system and partially to our failure to develop concepts which enables us to impose structure on this complexity. Because of this lack of structure, the designer cannot communicate properly with the user in defining requirements or in relating a solution for these requirements. The designer cannot properly communicate with the programmers and ultimately with the people who will be using, modifying and maintaining the system after it has been developed. In fact, the programmer cannot properly communicate with the computer due to the unstructured nature of requirements and the complexity of the processes needed to implement large systems.

Finally, this difficulty in communications manifests itself in the unreliability of each information resource in a system. As we have more and more interconnected resources, so that the failure of any resource results in the failure of the whole system, the reliability of each resource must increase, rather than decrease, in order to prevent the entire system from failing. Needless to say, the more complex the system, the less likely it is that each of its resources will be more reliable when they are developed from difficult-to-communicate requirements that are implemented in difficult-to-communicate code. In one sense, we are looking for a solution analogous to the Industrial Revolution when there was the transition of a cottage industry to the industrial enterprise. To do so requires standardization of terminology and basic development concepts. Without such standardization, large systems will continue to grow in complexity. But with standardization and some commonsense management, not only can we begin to reduce the level of complexity, we can turn systems development from an art to a science.

OUR BRYCE'S LAW OF THE WEEK therefore is...
"The number of lines of communications grow exponentially based on the number of people involved in a project."

FRAPPER MAP

Friends, I don't know if you've seen it yet, but we've added a Frapper map to the "Management Visions" web site. Frapper is a free mapping service offered by the folks at Rising Concepts, LLC, and allows you to plot yourself on a worldwide map. This is a great way to keep track of our listeners and I encourage you to try it out through our web page or by clicking HERE.

IN OUR "DOWN THE ROAD" SECTION

The 17th International Conference of the Information Resource Management Association will be held May 21st-24th at the Wyndham Hotel in Washington D.C. For information, call IRMA headquarters in PA at 717/533-8879

The National And State CIO Association will be holding their 2006 Midyear Conference at The Capital Hilton, in Washington, DC on May 31st-June 2nd. For information, contact NASCIO headquarters in Lexington, KY at: 859/514-9153

MIT's Center for Information Systems Research will hold its annual conference from June 12-16, 2006 on the MIT campus. For information, contact MIT at 617/253-2348

If you have got an upcoming IRM related event you want mentioned, please e-mail the date, time and location of the event to timb001@phmainstreet.com

MY "PET PEEVE OF THE WEEK" IS "INTERNET CHAIN LETTERS"

I don't know about you, but I sure have been getting a lot of Internet Chain Letters in my e-mail box lately. Actually, its nothing new as we have been getting chain letters for several years now. The concept is actually quite simple, dream up some cockamamie scheme and solicit your friends to add their name to a list. Sometimes money is involved, but a lot of times it isn't. Basically, its nothing more than a pyramid scheme to clog the Internet and it can work if everyone was foolish enough to participate in them.

I particularly like the one that says Bill Gates will give everyone a dollar if you add your name to the list and forward the letter on to your friends. Or the one that attacks the gas companies. But most of the chain letters lately have been political or religious in nature where the authors try to appeal to your patriotism or sense of ethics. To me, this is downright dirty.

Look, its simple, its a chain letter that is aimed at clogging the Internet, nothing more, nothing less. No, you won't be jinxed or cursed if you don't respond to it. In fact, someone should be thanking you for not responding; you have just saved a lot of people a lot of time and a lot of trouble.

The Internet is a great way for communicating. Its also a great way to run the scam du jour. The people who invent these chain letters are probably the same people from Nigeria who want you to deposit money in your bank account. The only people who laugh all the way to the bank are the Nigerians.

So, next time you get a chain letter, do me and everyone else a favor, just hit the delete key.

Such is my Pet Peeve of the Week.

AND FINALLY...

I received an e-mail from a Bernie DeMarco in Illinois who wrote me regarding last week's Pet Peeve on Networking.
Bernie writes:

"I agree with your comments about human networking. I found 'pressing the flesh' very helpful in getting established. Please keep up the good work. I circulated last week's broadcast to others on my staff."

Thanks Bernie for your note and your comments, they are very much appreciated. You might also like last week's "PRIDE" Special Subject Bulletin entitled, "10 Tips for Improving Social Intercourse" which provides some commonsense suggestions for improving human relations in the workplace. You can find these bulletins on our corporate web site.

Again, Thanks for your e-mail. Keep those cards and letters coming.

Folks, don't forget to check out our BRYCE'S CRASH COURSE IN MANAGEMENT which is a free on-line multimedia presentation offering pragmatic advice on how to discharge the duties of a manager, whether it be for a commercial or non-profit enterprise. Frankly, for someone aspiring to be a manager or for a new manager, it will be the best 45 minutes you can invest in yourself. Check it out on the cover of our corporate web page at: http://www.phmainstreet.com/mba

For a complete listing of my essays, see the "PRIDE" Special Subject Bulletins section of our corporate web site.

MBA is an international management consulting firm specializing in Information Resource Management. We offer training, consulting, and writing services in the areas of Enterprise Engineering, Systems Engineering, Data Base Engineering, Project Management, Methodologies and Repositories. For information, call us at 727/786-4567.

Our corporate web page is at:

http://phmainstreet.com/mba/

Management Visions is a presentation of M. Bryce & Associates, a division of M&JB Investment Company of Palm Harbor, Florida, USA. The program is produced on a weekly basis and updated on Sundays. It is available in versions for RealPlayer, Microsoft Media Player, and MP3 suitable for Podcasting. See our web site for details. You'll find our broadcast listed in several Podcast and Internet Search engines, as well as Apples' iTunes.

If you have any questions or would like to be placed on our e-mailing list to receive notification of future broadcasts, please e-mail it to timb001@phmainstreet.com

For a copy of past broadcasts, please contact me directly.

We accept MP3 files with your voice for possible inclusion in the broadcast.

Management Visions accepts advertising. For rates, please contact yours truly directly.

Copyright © 2006 by M&JB Investment Company of Palm Harbor, Florida, USA. All rights reserved. "PRIDE" is the registered trademark of M&JB Investment Company.

This is Tim Bryce reporting.

Since 1971: "Software for the finest computer - the Mind."

END

May 8, 2006

"RUPTURED STALKTHRUS - WHY REVIEWS ARE IMPORTANT"

Back in the late 1970's and early 1980's when the Structured Programming movement was in full swing, there was an emphasis on "Structured Walkthrus" whereby a programmer and a team of his peers would review the source code for maintainability and design correctness. Unfortunately, the code was often cluttered and complicated making such reviews cumbersome and led to the phrase "Ruptured Stalkthrus." Today, code reviews are rarely performed, but this leads me to discuss the importance of reviews in general.

Conducting reviews is an essential part of any effective systems development project. Some application developers believe it has an adverse effect on project delivery schedules and, as such, avoids reviews at all costs. This, of course, is absurd. The development of any system or major software project involves many people and, as such, communications and consensus are vital for tackling complex projects.

For additional information, see:

No. 52 - "Understanding the Vicious Circle of Complexity" - Nov 28, 2005

In addition to communications, reviews promote cooperation and trust between the parties involved, but more importantly they are intended to assure developers are building the right product for the right business problem. "Design correctness" is the primary purpose of any review in application development which, of course, is an important part of an overall quality assurance program. Reviews are not intended to criticize the developers but rather to make some important business decisions during a project, such as: accept the design as proposed, modify or correct the design before proceeding, or to cease development.

Periodically stopping and reviewing designs benefits both developers and end-users alike (the clients). For the developer, a second set of eyes is invaluable; to illustrate, being imbued in a development project, problems and errors can become transparent to the developer and are sometimes overlooked. By having others review your work, they may have little trouble in spotting such errors or recommending alternatives. In other words, reviews should not be avoided, but rather welcomed by the developer. For the end-users, reviews are necessary to assure their interests are being represented, that the system and software satisfies their needs. Frequently, end-users abdicate attendance at design reviews because they are often fraught with technical gobbledygook that alienates the user. However, if project reviews are presented in a standard and consistent manner, avoiding technical jargon, users are more apt to attend. Further, having a standard evaluation/acceptance criteria (such as in the form of review checklists) can greatly facilitate the review process for both developers and end-users. Bottom-line, reviews are intended for people to reach consensus as to the proper direction for a development project.

CONDUCTING THE REVIEW MEETING

"Free-for-all" reviews are pointless and tends to alienate all involved. Instead, reviews should be structured and well organized thereby maximizing the use of time for all involved. Here are some tips for conducting an effective review meeting:

• Meeting should be conducted by the Project Manager. Participants should include assigned developers, end-users, quality assurance personnel, and perhaps development management (depending on the type of review).

• Schedule the meeting for a time and place convenient to all.

• Have a printed agenda for the meeting describing its purpose, and highlighting the points to be discussed. Start the meeting on time and get to the point, do not ramble.

• Provide the design documents (deliverables) to the participants prior to the meeting. Allow them ample time to study it and formulate questions prior to the review. Ideally, deliverables should be well organized and packaged, complete with a table of contents and a review checklist. Depending on the level of detail involved, technical jargon should be avoided and presented in a form that all will understand.

• If the deliverable is accepted, have all participants sign a master copy of it thereby denoting they have reviewed and approved it. I cannot stress the need for signatures strong enough; they represent commitments.

WHEN SHOULD REVIEW MEETINGS BE CONDUCTED?

At the beginning of a project or at the end? Neither. Review meetings should be held throughout the life of the project at specific stages of development. By doing so we accomplish two things: we are inspecting quality into the product during design (not checking for it afterwards), and we are can confirm we are building the right product according to specifications thereby assuring customer satisfaction.

Let me give you an example of incremental reviews using our "PRIDE"-Information Systems Engineering Methodology (ISEM).

Please keep in mind "PRIDE"-ISEM considers a system to be a product that can be engineered and manufactured like any other product. Consequently, it has different levels of abstraction in the system hierarchy and, as such, has different deliverables to specify each level (this is sometimes referred to as "stepwise refinement"). The hierarchy of the "PRIDE" System Structure consists of:

Level I: System
Level II: Sub-Systems (aka Business Processes)
Level III: Procedures (both manual and computer)
Level IV: Steps for manual procedures and Programs for computer procedures.

The early phases of "PRIDE"-ISEM are used to design the system top-down and the latter phases are used to test and install the system bottom-up. Here is how it works...

PHASE 1 - SYSTEM STUDY & EVALUATION

Deliverable - "System Study & Evaluation Report" (Feasibility Study).

What is specified - Information Requirements and preliminary design of the system (rough), from which project estimates and schedules can be formulated and a cost/benefit analysis developed.

Who performs the work - primarily Systems Engineers.

Who participates in the review - Project Management, Systems Engineers, Software Engineers, Quality Assurance, User Management, and Development Management.

What is reviewed - Primarily the Information Requirements for clarity and correctness, the proposed System Solution (its viability), and the project plan (costs and schedules).

PHASE 2 - SYSTEM DESIGN

Deliverable - "System Design Manual."

What is specified - Sub-Systems (aka Business Processes), Inputs, Outputs, and the application's logical data base (representing the interface between sub-systems).

Who performs the work - Systems Engineers.

Who participates in the review - Project Management, Systems Engineers, Quality Assurance, User Management, and Development Management.

What is reviewed - The viability of the sub-systems, illustrative examples of inputs and outputs, and a review of the updated project plan.

PHASE 3 - SUB-SYSTEM DESIGN

Deliverable - "Sub-System Design Manual."

What is specified - Procedures (the procedural workflow of the business process), Inputs and Outputs are finalized, primary and temporary physical files, and a review of the updated project plan (as it pertains to the individual sub-system).

Who performs the work - Systems Engineers.

Who participates in the review - Project Management, Systems Engineers, Software Engineers, Quality Assurance, Operation Management, and User Management.

What is reviewed - The viability of the procedures and the "look and feel" of the inputs and outputs.

PHASE 4-I - ADMINISTRATIVE PROCEDURE DESIGN

Deliverable - "Administrative Procedures Manual" (aka User Manual).

What is specified - Operational Steps (tasks) of the Administrative (Manual) Procedures.

Who performs the work - Systems Engineers.

Who participates in the review - Project Management, Systems Engineers, Quality Assurance, User Management.

What is reviewed - The viability of the steps in the procedures.

PHASE 4-II - SOFTWARE ENGINEERING

Deliverable - "Computer Run Book."

What is specified - Programs in the Computer Procedure.

Who performs the work - Software Engineers.

Who participates in the review - Project Management, System Engineers, Software Engineers, Quality Assurance, Operations Management.

What is reviewed - The viability of the program(s) design and the completeness of program specifications.

PHASE 5 - SOFTWARE MANUFACTURING

Deliverable - Object/Source Code & Test Results.

Who performs the work - Software Engineering

Who participates in the review - Project Management, Software Engineers, and Quality Assurance.

What is reviewed - Test results (for a single program). However, if source code is produced using traditional manual coding techniques, code reviews are appropriate (this is normally not necessary for code produced using devices such as a program generator).

PHASE 6 - SOFTWARE TESTING

Deliverable - Test Results.

Who performs the work - Software Engineers.

Who participates in the review - Project Management, Software Engineers, Systems Engineers, Quality Assurance, and Operations Management.

What is reviewed - Test results (of all programs in the computer procedure).

PHASE 7 - SUB-SYSTEM TESTING

Deliverable - Test Results.

Who performs the work - System Engineers.

Who participates in the review - Project Management, Systems Engineers, Software Engineers, Quality Assurance, User Management, and Operations Management.

What is reviewed - Test results (of all procedures in the sub-system).

PHASE 8 - SYSTEM OPERATION

Deliverable - Test Results.

Who performs the work - System Engineers.

Who participates in the review - Project Management, Systems Engineers, Software Engineers, Quality Assurance, User Management, and Operations Management.

What is reviewed - Test results (of all sub-systems in the system).

PHASE 9 - ISEM EVALUATION

Deliverable - System Audit.

Who performs the work - Project Management and Systems Engineers.

Who participates in the review - Project Management, Systems Engineers, Quality Assurance, User Management, and Development Management.

What is reviewed - How well the system satisfies requirements and a project evaluation (estimated vs. actual costs and schedules).

CONCLUSION

Of course we have similar review points in our "PRIDE"-Enterprise Engineering Methodology (EEM) and "PRIDE"-Data Base Engineering Methodology (DBEM). However, this bulletin is primarily concerned with the systems development process.

Because of the complexity of systems, certain tools should be used to assist in the review process. For example, Review Checklists should be devised for evaluating deliverables. Such checklists represent the standard acceptance criteria of each deliverable. Another useful tool is an IRM Repository (aka Dictionary) for cataloging and controlling information resources. Such tools are invaluable for substantiating completeness of designs. Down in the programming phases, certain software testing/debugging aids are useful for diagnosing problems in a program. The use of such tools should be encouraged to promote confidence in the integrity of designs.

As mentioned earlier, systems can be complex in terms of the number of information resources involved and the people participating in the project. Consequently, reviews are essential to assure that the product being produced conforms to its specifications; that problems can be spotted and corrected early on as opposed to afterwards. Reviews at the beginning and end of a project are nice, but incremental reviews are necessary for quality assurance and customer satisfaction purposes. In this way, we can avoid "Ruptured Stalkthrus" and deliver a quality product to the customer.

OUR BRYCE'S LAW OF THE WEEK therefore is...
"Quality must be built into the product during design, not inspected in afterwards."

FRAPPER MAP

Friends, I don't know if you've seen it yet, but we've added a Frapper map to the "Management Visions" web site. Frapper is a free mapping service offered by the folks at Rising Concepts, LLC, and allows you to plot yourself on a worldwide map. This is a great way to keep track of our listeners and I encourage you to try it out through our web page or by clicking HERE.

IN OUR "DOWN THE ROAD" SECTION

The 17th International Conference of the Information Resource Management Association will be held May 21st-24th at the Wyndham Hotel in Washington D.C. For information, call IRMA headquarters in PA at 717/533-8879

The National And State CIO Association will be holding their 2006 Midyear Conference at The Capital Hilton, in Washington, DC on May 31st-June 2nd. For information, contact NASCIO headquarters in Lexington, KY at: 859/514-9153

MIT's Center for Information Systems Research will hold its annual conference from June 12-16, 2006 on the MIT campus. For information, contact MIT at 617/253-2348

If you have got an upcoming IRM related event you want mentioned, please e-mail the date, time and location of the event to timb001@phmainstreet.com

MY "PET PEEVE OF THE WEEK" IS "NETWORKING" (or the lack thereof)

I've been bumping into a lot of younger people lately; young men in their early to mid-20's who have been asking me for advice on a variety of issues as they begin their careers. Basically, I tell them to start a life insurance policy, write a will, how to dress, and basic social amenities such as how to greet someone and tell a joke. More importantly I stress upon them the need to network with their contemporaries.

When I was entering the work force back in the 1970's I found networking to be invaluable in my professional growth. I was particularly active in trade related organizations such as the local chapters of the Association for Systems Management, the Data Processing Management Association, and the Association for Computing Machinery. I also founded a local OS/2 Users Group and Java Users Group. I have also participated in other civic and fraternal organizations. All of these groups were invaluable to me in terms of education and the development of a network of contacts from whom I have relied on time and again.

I've noticed the younger people are less inclined to join in any such organization these days. I'm not sure why. Perhaps they don't think its cool. Perhaps there is no professional curiosity. Or perhaps they just don't know any better. Frankly, I think its the latter. As a result, these organizations are in decline. For example, ASM is now extinct; and DPMA changed its name and focus to the Association of IT Professionals; regardless their numbers are still diminishing. Instead of resisting participation in such organizations, I encourage young people to join them.

Networking is a great way to learn about your field of interest and to develop local contacts who might be helpful to you in your walk through life and you might be able to help them in return. Many people go into such organizations with the wrong intentions, such as they are going to sell the membership something. This is most definitely not the point; its about your professional growth. Its about learning; its about refining your social skills, and its about gaining visibility; all of which is important for developing a professional reputation. Once this is established, people will recognize you as the "go to" guy in your area of specialty, then, Yes, you may vary well get some business. But don't go into an organization thinking you're going to conquer the world, think of it as an investment in your personal development.

One of the lessons I learned during my college career was that "We enjoy life through the help and society of others." I have found this to be particularly true in my professional development.

So, instead of staying home and watching that crap on TV every night, how about getting of your ass and attend a couple of meetings? Start with a trade group from your industry; then there's the chamber of commerce and Jaycees; then there's volunteer organizations such as the Rotary, Kiwanis and the Lions; then there's fraternal organizations such as the Masons and the Shrine. The list is actually endless; but seek out those organizations that will help you the most in your professional development. You might learn a thing or two in the process, and others might just learn a thing or two about you.

Such is my Pet Peeve of the Week.

AND FINALLY...

I received an e-mail from an AC Kemper in Ohio who writes...
AC writes:

"I enjoy your "PRIDE" Methodologies for IRM as displayed on the web, but don't you have an abridged version in book format?"

Thanks AC for your note,
Funny you should mention it, but we are currently working on a new eBook version of the methodologies as well as an Audio Book version which will be useful for people on the run. You can expect some announcements from us very soon.

Again, Thanks for your e-mail. Keep those cards and letters coming.

Folks, don't forget to check out our BRYCE'S CRASH COURSE IN MANAGEMENT which is a free on-line multimedia presentation offering pragmatic advice on how to discharge the duties of a manager, whether it be for a commercial or non-profit enterprise. Frankly, for someone aspiring to be a manager or for a new manager, it will be the best 45 minutes you can invest in yourself. Check it out on the cover of our corporate web page at: http://www.phmainstreet.com/mba

For a complete listing of my essays, see the "PRIDE" Special Subject Bulletins section of our corporate web site.

MBA is an international management consulting firm specializing in Information Resource Management. We offer training, consulting, and writing services in the areas of Enterprise Engineering, Systems Engineering, Data Base Engineering, Project Management, Methodologies and Repositories. For information, call us at 727/786-4567.

Our corporate web page is at:

http://phmainstreet.com/mba/

Management Visions is a presentation of M. Bryce & Associates, a division of M&JB Investment Company of Palm Harbor, Florida, USA. The program is produced on a weekly basis and updated on Sundays. It is available in versions for RealPlayer, Microsoft Media Player, and MP3 suitable for Podcasting. See our web site for details. You'll find our broadcast listed in several Podcast and Internet Search engines, as well as Apples' iTunes.

If you have any questions or would like to be placed on our e-mailing list to receive notification of future broadcasts, please e-mail it to timb001@phmainstreet.com

For a copy of past broadcasts, please contact me directly.

We accept MP3 files with your voice for possible inclusion in the broadcast.

Management Visions accepts advertising. For rates, please contact yours truly directly.

Copyright © 2006 by M&JB Investment Company of Palm Harbor, Florida, USA. All rights reserved. "PRIDE" is the registered trademark of M&JB Investment Company.

This is Tim Bryce reporting.

Since 1971: "Software for the finest computer - the Mind."

END