September 4, 2006

"IMPLEMENTING BUSINESS ETHICS"

We hear a lot these days about the deterioration of ethics in business, e.g., graft, corruption, cheating, favoritism, skimming money, etc. This has resulted in a public relations nightmare for business. If consumers do not trust a company, its a matter of time before it goes out of business. This is supported by recent studies that give evidence there is a correlation between business performance and ethical practices (see the Institute of Business Ethics).

Basically, the Institute's study suggests there are long-term benefits associated with enacting an ethics programs. Such studies and recent corporate snafus (e.g., Enron) are impetus for companies coming to grips with ethics in the workplace.

There are essentially two considerations for devising an ethics program in business; first, knowing what your ethics are, and, second; implementing them in a consistent manner.

INTERPRETING ETHICS

There is little point in my telling you what is ethically right or wrong. You already have an interpretation of this. But let us understand what influences our interpretation of ethics; our interpersonal relations with others, such as our family, friends, neighbors, fellow workers, as well as the media. Ethics is learned more than it is taught. It is based on observations of the conduct of others, people we like and respect as opposed to those we do not. It is then up to each of us to interpret these perceptions from which we will base our conduct and behavior. The point is, we act on our perceptions, however accurate or inaccurate they may be. Another influential factor are our own human frailties of competitiveness, love, greed and ambition. But then again, this goes back to interpersonal relations.

Let us recognize that ethical behavior is interpreted differently from person to person. What one person may consider right or wrong may be different for the next person. The objective in business is to implement a uniform form of behavior thereby instilling consumer confidence in a company overall.

IMPLEMENTATION

Writing a corporate code of conduct is in vogue today as a means of articulating the ethics of a business. Such codes are proudly displayed on web sites and in corporate brochures more for public relations than anything else. True, they are useful for disciplining an employee for an infraction of the rules, but I do not see them as an effective way of implementing an ethics program. Understand this, regardless of what the code of conduct states, the ethics of a business are whatever the top-dog says they are. Too often I have seen companies say one thing, then act another, e.g., Enron.

Printed codes of conduct are nice, but we have to recognize that it is one thing to enact legislation, quite another to enforce it. As stated earlier, ethical behavior is based on observations. Regardless of what a code of conduct says in print, ethical behavior is based on the relationship of superior and subordinate worker relationships. If a subordinate observes an indiscretion by his superior, in all likelihood it will be emulated by the subordinate. This phenomenon occurs top-down in the whole corporate chain of command. If it breaks down anywhere in the corporate hierarchy, it will become visible to the subordinate layers and potentially create a "trickle-down" effect. This means the boss has to be a role model for ethical behavior; they must "walk-the-walk" as well as "talk-the-talk." If they do not, it will not go unobserved by their subordinates. Managers, therefore, should avoid the "do as I say, not do as I do" phenomenon. They must lead by example. Anything less is sheer hypocrisy and will inevitably lead to changes in behavior.

It is simply not sufficient to issue platitudes as to what is and what isn't ethical behavior. The manager must follow-up and assure ethical behavior is implemented accordingly. In other words, we shouldn't just "desire" truth and honesty, we must "demand" it. If one person gets away with an indiscretion, others will surely follow. As such, when writing out a code of conduct, be sure to stipulate the penalties for its violation.

The success of a business ethics program is ultimately measured by how well it becomes ingrained in the corporate culture. As we have discussed in the past, corporate culture pertains to the identity and personality of the enterprise. All companies have a culture; a way they behave and operate. They may be organized and disciplined or chaotic and unstructured. Either way, this is the culture which the enterprise has elected to adopt. What is important is that in order for an employee to function and succeed, they must be able to recognize, accept and adapt to the culture. If they do not, they will be rejected (people will not work with them).

The intuitive manager understands the corporate culture and how to manipulate it. Changing the Corporate Culture involves influencing the three elements of the culture: its Customs, Philosophy and Society. This is not a simple task. It must be remembered that culture is learned. As such, it can be taught and enforced. For example, a code of conduct is useful for teaching, as is a system of rewards and penalties. Designating people to act as watchdogs of the culture can also be useful, but be careful not to create a climate of paranoia. Ultimately, as a manager, you want to create a culture that promotes the ethical behavior you desire.

For more information on "Corporate Culture," click HERE.

CONCLUSION

We now live in strange socioeconomic times. 40-50 years ago we normally had one parent staying home to raise the kids. Now it is commonplace to find families where both the husband and wife are working and paying less attention to their children, thereby relegating their parenting duties to teachers and coaches. In other words, the family unit, which is the basic building block for learning ethical behavior, is becoming severely hampered.

In business today we have a "fast-track" competitive mentality which does not encourage a spirit of teamwork but, rather, more rugged individualism. Nor does it promote employee loyalty. Further, we now live in a society that encourages people to go into debt, thereby causing financial tensions.

Bottom-line, ethics is about people and trust. Consequently, we should be sharpening our people skills as opposed to avoiding it. We don't need more maxims of how we should conduct our lives; we need to lead by example. As such, we need more role-models and heroes than we do paperwork.

Let me close with one last thought on how ethics impacts business; there is probably nothing worse in business than being caught in a lie, particularly by a customer. Any trust that there may have been before disintegrates immediately and business is lost. In this day and age, there is something refreshingly honorable about a person where their word is their bond. Ethics just makes good business sense.

OUR BRYCE'S LAW OF THE WEEK therefore is...
"The ethics of a business are whatever the top-dog says they are."

"BRYCE MANAGEMENT ANALYSIS" SERVICE INTRODUCED

We've just introduced a new free service for managers to perform a self-analysis of their style of management, including leadership and corporate culture. Check it out at:

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

IN OUR "DOWN THE ROAD" SECTION

The Information Week 500 Conference and Gala Awards will be held September 10th-13th at the Westin Mission Hills Resort and Spa in Rancho Mirage, California. For information, contact 877/449-5289.

The British Academy of Management will be holding their 2006 Conference at The Waterfront Hall and Hilton Hotel, in Belfast, Northern Ireland on September 12th-14th. For information, contact Clare Saunders in their London office at +44 (0)20-7383-7770 or visit their web page at: http://bam.ac.uk/

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

Verify 2006, the International Software Test Conference, will be held October 10th-11th in Washington, DC at the Crown Plaza Hotel Crystal City. For information, call 703/725-3051.

The International Institute of Business Analysis will be holding their World Congress for Business Analysts (in conjunction with ProjectWorld 2006) on November 6th-9th at the Caribe Royale Hotel in Orlando, FL. For information, call 212/661-3500 x 3702 or visit their web site at: www.iirusa.com/baw

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

NEW eBOOK: THE BRYCE IS RIGHT!

Folks, we've just released a new book on management entitled, "The Bryce is Right! Empowering Managers in today's Corporate Culture." This is a frank and candid description of the state of the art in management and includes essays on the problems in management today, along with some pragmatic advice on how to deal with them. Basically, this is a condensed course in management. As such, it is suited for managers, either those aspiring to become a manager or for those who need a refresher course. It will also be of interest to young people entering the work force, and is excellent for college curriculums.

Charles Cole of Lyndhurst, OH, said it is a "Very interesting book. Good work! It reminds me of some of the early works I read by W. Edwards Deming. Too bad the American corporate gurus of his day didn't pay him heed."

And Wolf Hager of Fort Myers, FL, says it is "A very impressive publication which requires careful reading and reminds me somewhat of Peter Drucker."

The price is just $20 plus tax. For more information on our book or to order on-line, see:

http://www.phmainstreet.com/mba/bryce1.htm

We have also just produced a new one-day training program of the same name. For more information on both the eBook and course, please visit our web site at:

http://www.phmainstreet.com/mba/bryce1.htm

While there, look for our new MS PowerPoint presentation describing both the book and the training program.

MY "PET PEEVE OF THE WEEK" IS THE "IBM SYSTEMS JOURNAL"

I just received the July/September issue of the IBM Systems Journal in the mail. We've been receiving it for years now. For those of you unaware of it, it is a publication produced by IBM and is primarily intended for computer scientists. Thank God, as I don't see how it has any applicability to the business world. Basically, it consists of a series of research papers by IBM scientists on a variety of technical issues. Although IBM claims it is a research document, in reality, it is a thinly disguised promotional program for IBM products. Each issue has a theme and this issue touted "Model-Driven Software Development" which I don't have a problem with offhand. What perked my interest though were a couple of papers which discussed systems development, not just software. Frankly, they were off the mark. IBM never has had a true grasp of what an information system is, I'm now dating back to BSP and AD/Cycle which were also veiled attempts to push IBM products. To IBM's way of thinking, a system is not a system unless a computer is involved, preferably theirs. The idea of manually implemented systems still eludes them.

Their other papers on software development were okay and hyped the products from their Rational Software division, but there sure was a heck of a lot of gobbledygook you had to wade through before the authors got to the point. It would be nice if they included an executive summary of a couple of pages to highlight the points they want to make as opposed to forcing us to read through all the technical jargon, but I guess that would be too logical.

Such is my Pet Peeve of the Week.

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.

AND FINALLY...

I received an e-mail from a Kurt David in Cincinnati who wrote me regarding last week's essay entitled, "Reinventing Business Processes"
Kurt writes:

"Your approch to business process design sounds old fashioned."

Thanks Kurt for your note,

Well maybe, but you know what? It works. Fortunately, we have always been consistent with our terminology and concepts and the fact that people are still talking about Business Processes means we must have been on to something all along. As I indicated in my essay, Business Process design represents the missing layer which people have overlooked for many years. Some people believe Information Systems are nothing more than a suite of programs; we don't. Under "PRIDE," an information system is a collection of business processes (which we call sub-systems) that can subdivided into procedures, both manual and computer. It is here were the "work flow" and "data flow" of the sub-system are designed. By doing so, we can give better specifications to the programmers for the Software Engineering phases of the methodology. So, is "PRIDE" old-fashioned? Maybe. But like I said, it works.

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.

There is no charge for adding a link to "Management Visions" on your web page, for details and HTML code, see the "Management Visions" web site.

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

August 28, 2006

"REINVENTING BUSINESS PROCESS DESIGN"

Back in June 1975 I attended my first systems workshop from Les Matthies, the legendary "Dean of Systems." Seems like yesterday. For those of you who do not remember him, Les came up through what was called the "Systems & Procedures Departments" of the 1940's and 50's. In Les' case, he was recruited by an aircraft manufacturer in the U.S. Midwest during World War II and was charged with establishing procedures for the production of aircraft thereby expediting the development and delivery of planes to the war front. Les was a quick study and was very effective in this regard. So much so, he went on to write numerous books on systems and "playscript" procedure writing. He also conducted courses on systems theory up until his death on December 31st, 1999.

During Les' courses he promoted the use of a simple "Grid Flow Chart" to track the flow of work between departments. This was a standard technique used for many years in systems departments. As the computer came in vogue, and different program flowcharting techniques were introduced, the Grid Flow Chart was eventually phased out. Regardless of how graphically elegant you thought the diagram was or wasn't, it was a simple and convenient way to express flows of work.

During the 1980's and 1990's, the emphasis was on "structured programming" and then "object oriented programming," and the concept of business process design was forgotten. Basically, the industry shifted its focus from Systems Analysis to Programming. Inevitably, the absence of "work flow analysis" (as it was once called) began to be noticed as software was developed that didn't work in harmony with the business. Consequently, "business process engineering" is being rediscovered by a new generation of developers.

The design of business processes was always an inherent part of the "PRIDE"-Information Systems Engineering Methodology (ISEM) since its inception in 1971. However, we referred to it as "Sub-System Design" (as we still do to this day). In the early days of "PRIDE," some customers liked to bypass Phase 3 "Sub-System Design" in order to get to the programming phases as soon as possible. Consequently, such customers ran into the problem of developing disjointed software out of step with the business flow. In other words, skipping Phase 3 would inevitably come back to haunt them.

SUB-SYSTEM CONCEPTS

Under "PRIDE"-ISEM, a sub-system is a business process that exists within a unique time frame; e.g., Daily, Weekly, Monthly, Annually, or Upon Request. This timing nuance is a recognition that business processes operate routinely in specific cycles. Further, it is a derivative of the complete specification of information requirements whereby information is needed by users in specific time frames.

For more information on "Defining Information Requirements," see "PRIDE" Special Subjects Bulletin #4 - Dec 27, 2004

There are three variables pertaining to timing:

Frequency - which specifies how often the cycle must occur; e.g., Daily, Weekly, Monthly, Upon Request, etc.

Offset - specifies when the time cycle is to begin; e.g., 1st of the month, end of the week, etc. As an aside, if the Frequency is 'Upon Request' there is no scheduled Offset (we want the information at any given moment).

Response Time - specifies the maximum amount of time to process the data to produce information; e.g., 5 seconds, 1 hour, 2 days, etc. Note: Response time is NOT a measure of machine throughput, although it will effect computer processing later on.

In "PRIDE"-ISEM we use these timing variables in a technique called "Chronological Decomposition" which is used to collect, store, and retrieve data in a timely manner, thereby keeping the processes synchronized with the data base. These timing parameters will also influence our method of implementation for the sub-systems. For example, if something is desired 'Upon Request' with a five second response time, in all likelihood we are probably looking at an interactive application. Conversely, a Weekly or Monthly process with a one hour response time might suggest a simple batch process. In other words, timing is a convenient means to define sub-systems and helps determine a suitable implementation of the business process.

There are basically three types of sub-systems: File Maintenance (to collect and store data in a timely manner), Produce Information (to retrieve data in a timely manner), and a combination of both (read/write). As sub-systems are designed, the data is organized into application logical files which are defined in terms of when they are Created, Updated, and Referenced (C/U/R).

The decomposition of a system into its sub-systems is performed in Phase 2 of "PRIDE"-ISEM. At this time, the sub-system is defined only in terms of logically "what" must be processed and "when." It will not be until Phase 3 when we will determine physically "who" and "how" each process will be executed.

Following the completion of Phase 2, each sub-system follows its own Phase 3 (Sub-System Design) where it is decomposed into the procedures required to implement the sub-system. Phase 3 is where the "work flow" of the business process is detailed in terms of physically "who" and "how" the process is to occur, from start to end. Here is where we prescribe the use of a "process diagram" to express the business process. Such a diagram (or a "Sub-System Flowchart" as we refer to it) can be drawn either horizontally or vertically depending on preferences. Either way, the diagram describes two things: the flow of work in the sub-system, and; the flow of data in the sub-system.

For the work flow, there are essentially two types of procedures involved: Administrative (the procedures people will follow) and Computer (representing the programs to be executed). Under the rules of "PRIDE"-ISEM, a sub-system can have one or more Administrative Procedures and one or no Computer Procedures (Yes, Virginia, systems can be implemented without the use of the computer). Systems will fail more for the lack of administrative procedures than they will for well written computer procedures.

In laying out the process flow, a line is drawn representing the flow of work with a "Start" to the process and an "End". Following the "Start", procedures are defined based on three constructs:

1. Sequence - representing consecutive steps in processing.

2. Iteration - representing repetition until a condition is met.

3. Choice - representing a selected path based on a prescribed criteria.

This means a process diagram can be drawn as simply or as extensively as desired. For example, it is not inconceivable for a sub-system to have multiple "Starts" and multiple "Ends."

The other aspect of a process diagram is the depiction of the data flow as represented by the inputs, outputs, and files associated with all of the procedures and how they are used (C/U/R). This reinforces a basic "PRIDE" concept: "the only way systems communicate internally or externally to other systems is through shared data."

Earlier we mentioned a sub-system can have no more than one computer procedure. Let us not forget a computer procedure consists of one or more programs. Normally, there are administrative procedures before and after the execution of the computer procedure. As such, we must remember one characteristic of a sub-system: once a sub-system starts, it continues uninterrupted until its logical conclusion. We have been challenged on this rule time and again by "PRIDE" users. Perhaps the best example is a computer procedure executing routinely on a given cycle (e.g., daily, weekly) with seemingly no human interaction (for example, the computer procedure simply updates or backs-up files and produces no report). However, in this example, there is, in fact, an administrative procedure after all. Care to guess? A simple administrative procedure to trigger or kill the computer procedure. After all, it didn't initially startup by itself did it?

This "one computer procedure per sub-system" rule has been somewhat controversial over the years, yet we have never seen it fail in 35 years of "PRIDE." It also has an added benefit of providing a convenient means to document our current systems. By scanning our control language libraries we can detect our computer procedures and thereby deduce our sub-systems.

Regardless of the types of procedures available to us as designers, the Systems Engineer must ultimately determine a practical solution. Since the sub-system must be implemented by human beings (as well as the computer) considerable thought must be put into the sub-system's ease of use ("user friendliness"). Let us not forget an elegant solution that is not easy to understand or use solves nothing.

STANDARD TEMPLATES

Back in 1979 we created an add-on to our "PRIDE" product line with a feature called ADF (Automated Design Facility) which we later renamed ASE (Automated Systems Engineering). ASE implemented the "PRIDE"-ISEM technique of "Chronological Decomposition" and could automatically design systems into sub-systems, procedures (both Administrative and Computer), and programs. ASE was most definitely NOT a program generator, but rather a systems generator. As such, it was a handy precursor for program generators as it would define inputs, outputs, records, and files, and then marry them to the various processes. Regardless, one of the lessons we learned in building ASE was there are some basic sub-system templates covering the majority of all business processes. True, designers can add or eliminate procedures from the ASE sub-system design, but the lion's share of sub-systems used in a business followed the templates.

The point is, a company should develop similar templates for use in designing their business processes. Such templates can save an enormous amount of time during a development project.

CONCLUSION

The design of business processes is hardly a new concept; the need for it has only been rediscovered. However, there are now several interpretations now on the market, some simple, some cryptic. Regardless, business process design represents the missing layer of development that was lost for a period of time. The main benefit of business process design (or sub-system design as we refer to it) is that it ties software engineering efforts with real-world use of systems, thereby making software more usable and minimizes the amount of development time lost on software that will not be used.

Although I find the current business process design renaissance amusing, there is a whole new generation of developers out there who have simply missed it. It is encouraging to see people rediscovering this lost and sorely needed talent. As Les Matthies was fond of saying, "Systems are for people." Remarkably, we lost sight of this simple concept. Hopefully, we are regaining our eyesight. I guess what goes around, comes around.

OUR BRYCE'S LAW OF THE WEEK therefore is...
"Systems will fail more for the lack of administrative procedures than well written computer procedures."

"BRYCE MANAGEMENT ANALYSIS" SERVICE INTRODUCED

We've just introduced a new free service for managers to perform a self-analysis of their style of management, including leadership and corporate culture. Check it out at:

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

IN OUR "DOWN THE ROAD" SECTION

The Information Week 500 Conference and Gala Awards will be held September 10th-13th at the Westin Mission Hills Resort and Spa in Rancho Mirage, California. For information, contact 877/449-5289.

The British Academy of Management will be holding their 2006 Conference at The Waterfront Hall and Hilton Hotel, in Belfast, Northern Ireland on September 12th-14th. For information, contact Clare Saunders in their London office at +44 (0)20-7383-7770 or visit their web page at: http://bam.ac.uk/

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

Verify 2006, the International Software Test Conference, will be held October 10th-11th in Washington, DC at the Crown Plaza Hotel Crystal City. For information, call 703/725-3051.

The International Institute of Business Analysis will be holding their World Congress for Business Analysts (in conjunction with ProjectWorld 2006) on November 6th-9th at the Caribe Royale Hotel in Orlando, FL. For information, call 212/661-3500 x 3702 or visit their web site at: www.iirusa.com/baw

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

NEW eBOOK: THE BRYCE IS RIGHT!

Folks, we've just released a new book on management entitled, "The Bryce is Right! Empowering Managers in today's Corporate Culture." This is a frank and candid description of the state of the art in management and includes essays on the problems in management today, along with some pragmatic advice on how to deal with them. Basically, this is a condensed course in management. As such, it is suited for managers, either those aspiring to become a manager or for those who need a refresher course. It will also be of interest to young people entering the work force, and is excellent for college curriculums.

Charles Cole of Lyndhurst, OH, said it is a "Very interesting book. Good work! It reminds me of some of the early works I read by W. Edwards Deming. Too bad the American corporate gurus of his day didn't pay him heed."

And Wolf Hager of Fort Myers, FL, says it is "A very impressive publication which requires careful reading and reminds me somewhat of Peter Drucker."

The price is just $20 plus tax. For more information on our book or to order on-line, see:

http://www.phmainstreet.com/mba/bryce1.htm

We have also just produced a new one-day training program of the same name. For more information on both the eBook and course, please visit our web site at:

http://www.phmainstreet.com/mba/bryce1.htm

While there, look for our new MS PowerPoint presentation describing both the book and the training program.

MY "PET PEEVE OF THE WEEK" IS "MUSIC IN THE WORK PLACE"

I'm curious, does anyone have a corporate policy on the use of iPods in the work place, particularly I.T. departments? The reason I ask is because I see more and more people plugged into iPods in offices these days. God only knows what they're listening to; I doubt if its Tschaichovsky or Beethoven. Probably some rap crap instead. I've talked about iPods in the past and discussed how they can have an adverse effect on a worker's productivity. But I'm not sure managers are paying attention to this; they're probably plugged in themselves and haven't noticed.

Now don't get me wrong, I'm a big believer of music in the workplace, but the volume and type of music is very important. Like it or not, music does affect our senses and concentration. As much as I like good, old-fashioned Rock and Roll, it is hardly the type of music I want played in the office. The same is true of rap and country. We may like such music personally, but I don't think it is wise to play it in the office. Instead, jazz and "easy listening" stations are probably better choices. The volume and tempo is not too distracting. In fact, I don't believe anyone really listens to "easy listening" music, and that is just the point. Its nice to have something playing in the background without actually distracting us from our work. Offices get hectic enough and some calm music in the background can greatly relieve the tedium.

Any manager who allows workers to plug into their own music is asking for trouble. Basically, they are abdicating control over their environment. Take back control; outlaw iPods in the office, and tune in some more suitable music for your workers.

Such is my Pet Peeve of the Week.

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.

AND FINALLY...

I received an e-mail from a Jon Harris in New York who wrote me regarding last week's essay entitled, "Logical vs. Physical Design: Do You Know the Difference?"
Jon writes:

"How does logical versus physical design relate to application developers?"

Thanks Jon for your note,

Good question. The concept highlights the difference between programmers and Systems Analysts (or as are sometimes referred to today as Business Analysts or Enterprise Architects). Programmers deal with the physical world, analysts work in the logical world. As I've mentioned in the past, software exhibits some rather "hard" characteristics. Despite programming languages such as Java, software is written for physical devices. But one of the goals of a systems development organization should be to seek machine independence, thereby allowing them to move systems from one hardware configuration to another. This can only happen if someone develops a good set of blueprints beforehand, and this is primarily the job of the systems analyst. Think about it, systems analysts are analogous to architects and programmers are analogous to building contractors. The contractor cannot effectively do his job unless a good design is already in place. In the absence of an architect, the contractor is forced to layout a design, a talent they are not particularly suited. The same is true in systems development; in the absence of a systems analyst, the programmer is forced to layout a design, a talent they are not particularly suited.

This analogy of programmers to building contractors is somewhat controversial in that they see themselves as more free-spirited artists then blue collar workers. And it is not meant to demean programmers, but the fact remains that programmers work in the physical world.

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.

There is no charge for adding a link to "Management Visions" on your web page, for details and HTML code, see the "Management Visions" web site.

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

August 21, 2006

"LOGICAL VS. PHYSICAL DESIGN: DO YOU KNOW THE DIFFERENCE?"

The physical aspects of our information resources are well understood by developers; e.g., computer hardware/software, DBMS files, manual files, screens, reports, forms, etc. The logical side of our resources is a bit more nebulous, yet just as important, if not more so, than their physical counterparts. Think about it. In its simplest form, logical information resources include data and process components. The physical components describe "how" it will be implemented. For example, companies have been implementing payroll systems for many years prior to the advent of the computer. We have seen payroll implemented manually, then with time clocks and punch cards, followed by automation on mainframes, minis and PC's. We have also seen such innovations as "direct deposit" to expedite paying employees, and electronic government reporting. All of these devices are simply a physical variation of a theme. Its a lot like music; the composition represents the logical and the orchestration represents the physical. For example, Paul McCartney of the Beatles wrote one "Yesterday," yet hundreds of renditions of it have been recorded by different artists over the years.

The physical implementation is ultimately based on available technology and, as such, changes dynamically. In contrast, the logical side represents the inherent nature of a business and only changes if the business changes, which is considerably less volatile than the physical.

It is important to understand that logical design is a precursor to physical design. In other words, the physical implementation must serve the business, not the other way around. Too often this is a false assumption and developers spend an inordinate amount of time and money devising a technical solution without fully understanding the logical design. This is commonly referred to as "the cart before the horse" phenomenon. The logical design of information resources always precedes physical design. Failure to do so is an exercise in futility.

RE-ENGINEER?

I now hear pundits in the industry saying companies have to re-engineer their systems in order to implement SOA (Service Oriented Architecture). Are we really re-engineering or are we simply introducing a new physical implementation? Frankly, it is the latter. In an earlier bulletin, I described this logical/physical phenomenon as implemented by a large Fortune 500 conglomerate; see:

No. 8 - "Is Software Hard?" - Jan 24, 2005

Basically, the company devised a standard Payroll System to be implemented by all of their divisions on a worldwide basis. They first produced a complete logical design of the system, followed by a single physical implementation (the recommended standard to be used). Recognizing some of their divisions might need to use other computer equipment, they provided the logical design for these divisions to implement. This resulted in multiple physical implementations of the same logical payroll system, all working harmoniously together. This included implementations using IBM MVS, VM, Honeywell GCOS, UNIVAC Exec, HP MPE, and DEC VAX/VMS. What this illustrates is that a logical design can be implemented many different ways, not just one. The conglomerate didn't have multiple systems; only one, with multiple physical implementations.

The reason developers are more imbued in physical design as opposed to logical design is rather obvious; the physical components are much more tangible than the logical components. Because people can "touch and feel" something, they are more likely to relate to it. As a small example, there are those people who can read a set of blueprints and comprehend what a house or building will look like. But in contrast, there are those who need to walk through a physical model in order to assimilate what the structure will look like.

It is because of our natural inclination to assimilate the physical design, and not the logical, that people find it easier to describe screen or report layouts as opposed to business requirements.

TYPES OF INFORMATION RESOURCES

As I have described many times in the past, there are three types of information resources: Business components (the consumers of the information), Systems components (representing processing), and Data components (the facts and events of the business). There are logical and physical dimensions to all three:

BUSINESS COMPONENTS

Logical: Functions - a prescribed scope of duties and responsibilities.

Physical: Jobs/Positions (one job may implement multiple functions, and one function may be implemented by multiple jobs), and Human/Machine Resources.

SYSTEM COMPONENTS

Logical: Systems, and Sub-Systems (representing a business process).

Physical: Procedures (both manual and automated), Steps (tasks), Programs, Modules/Subroutines

DATA COMPONENTS

Logical: Data Bases (logical), Objects (logical files), Views (logical records), Data Elements, Inputs and Outputs.

Physical: Data Bases (physical), Files (manual and computer), Records, Data Elements, Inputs and Outputs.

You'll notice that Data Elements, Inputs, and Outputs are listed as both Logical and Physical. Logically, Data Elements have a single definition (representing a single fact or event) but can be implemented physically many different ways. For example, "Ship Date" has one logical definition but can be expressed many different ways;

20060403
04032006
040306
03 Apr 2006
April 3, 2006
04/03/2006

Inputs represent how data is collected and Outputs represent how information is conveyed. As in the Payroll System example mentioned earlier, Inputs and Outputs were defined logically first, then implemented physically to suit a particular physical environment. Inputs and Outputs are designed logically for Sub-Systems, and physically for Procedures, Steps, Programs, etc.

As the various logical components are defined, they are then linked to the physical components implementing them, thereby demonstrating how the physical solution satisfies the logical problem. To do so, a Repository is needed to map such relationships.

THE LOGICAL BUSINESS

This differentiation between logical and physical is vital for successful design. To illustrate:

• By having a logical model of the business (functions), we can determine a suitable physical implementation of jobs, and human/machine resources.

• By having a logical model of a system (sub-systems with logical inputs, outputs, and files) we can determine a suitable physical implementation.

• By having a logical model of a data base (objects), we can determine a suitable physical design of the data base.

It is the failure to prepare such logical designs that inevitably leads to problems in physical design later on, particularly when it is necessary to prove that a physical solution solves a logical design (aka, "Design Correctness"). Before we embark on a costly re-engineering project (whether it be to implement SOA or whatever the next technological innovation will be), perhaps it would be wise to first take stock of our logical components so we know what we are ultimately implementing.

But let's take it a step further; if we can logically model a type of business (such as a bank, insurance company, etc.), then it shouldn't be too difficult to develop standard templates for implementing businesses physically. This was the point of a past article:

No. 23 - "Using Logical Models as Templates" - May 09, 2005

This suggests corporate success is greatly influenced by who has the best physical implementation of the logical model.

CONCLUSION

The logical model is stable; it will only change if the business changes (due to mergers, acquisitions, diversification, new products/services, etc.). The physical model is much more dynamic, and is ultimately driven by changes in technology. The physical model is certainly not irrelevant, but I believe we have become too bound to it. A logical model represents independence of our physical environment, thus permitting mobility and portability to new physical environments. If done properly, new physical models can be implemented less painfully than they are today. In fact, a good logical model expedites the implementation of the physical model.

Logical design has been an inherent part of the "PRIDE" Methodologies for IRM for a long time. In "PRIDE"-EEM (Enterprise Engineering Methodology), Phase 2 is used to define the logical model of the business (functions). In "PRIDE"-ISEM (Information Systems Engineering Methodology), Phase 2 is used to define the logical model of a system (sub-systems). In "PRIDE"-DBEM (Data Base Engineering Methodology), Phase 2 is used to define the logical data base model for a system; Phase 3 is used to define the logical data base model for the enterprise. Of course, phases for physical design are also included.

Some see logical design as a pipe dream. I see it as a practical reality. The problem though is thinking in terms of logical models. Most developers today think only in terms of the physical aspects of our information resources. Devising a logical model requires someone more in tune with the business as opposed to technology. This used to be the forte of the Systems Analyst which, regrettably, is an obsolete job description. Instead, it defaults to Enterprise Architects who should be more adept at seeing the bigger picture.

OUR BRYCE'S LAW OF THE WEEK therefore is...
"Whereas logical information resources will remain relatively static, the physical resources will change dynamically."

"BRYCE MANAGEMENT ANALYSIS" SERVICE INTRODUCED

We've just introduced a new free service for managers to perform a self-analysis of their style of management, including leadership and corporate culture. Check it out at:

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

IN OUR "DOWN THE ROAD" SECTION

The British Academy of Management will be holding their 2006 Conference at The Waterfront Hall and Hilton Hotel, in Belfast, Northern Ireland on September 12th-14th. For information, contact Clare Saunders in their London office at +44 (0)20-7383-7770 or visit their web page at: http://bam.ac.uk/

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

Verify 2006, the International Software Test Conference, will be held October 10th-11th in Washington, DC at the Crown Plaza Hotel Crystal City. For information, call 703/725-3051.

The International Institute of Business Analysis will be holding their World Congress for Business Analysts (in conjunction with ProjectWorld 2006) on November 6th-9th at the Caribe Royale Hotel in Orlando, FL. For information, call 212/661-3500 x 3702 or visit their web site at: www.iirusa.com/baw

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

NEW eBOOK: THE BRYCE IS RIGHT!

Folks, we've just released a new book on management entitled, "The Bryce is Right! Empowering Managers in today's Corporate Culture." This is a frank and candid description of the state of the art in management and includes essays on the problems in management today, along with some pragmatic advice on how to deal with them. Basically, this is a condensed course in management. As such, it is suited for managers, either those aspiring to become a manager or for those who need a refresher course. It will also be of interest to young people entering the work force, and is excellent for college curriculums.

Charles Cole of Lyndhurst, OH, said it is a "Very interesting book. Good work! It reminds me of some of the early works I read by W. Edwards Deming. Too bad the American corporate gurus of his day didn't pay him heed."

And Wolf Hager of Fort Myers, FL, says it is "A very impressive publication which requires careful reading and reminds me somewhat of Peter Drucker."

The price is just $20 plus tax. For more information on our book or to order on-line, see:

http://www.phmainstreet.com/mba/bryce1.htm

We have also just produced a new one-day training program of the same name. For more information on both the eBook and course, please visit our web site at:

http://www.phmainstreet.com/mba/bryce1.htm

While there, look for our new MS PowerPoint presentation describing both the book and the training program.

MY "PET PEEVE OF THE WEEK" IS "YES MEN"

We've all seen instances where subordinates mindlessly agree with everything the boss has to say; we call these people "Yes Men." I'm not really sure why we have such people. Maybe its because the boss wants to surround himself with clods to bolster his self-esteem. Maybe its because people are afraid of disagreeing with the boss in fear of losing their job. Or maybe its as simple as people no longer know how to engage their brains and allows others to make decisions for them. I tend to think its the latter.

Let me ask you something, what is wrong with a little critical thinking? I get involved with a lot of discussion groups on the Internet, both professional and nonprofit groups and am not afraid to put in my two cents. I'm not always looking for everyone to agree with me; a lot don't. Instead, I thrive on the discourse and find such discussions as fruitful for bringing forth new ideas and finding solutions for problems. Some people are scared to participate in such groups and either remain quiet or simply maintain the party line. I call these types of people "cowards" or "sheep."

One of my favorite movies is "Twelve Angry Men," an old black-and-white courtroom story starring Henry Fonda, Lee J. Cobb, Jack Klugman, and others. The story centers on the dynamics of a jury who must decide the fate of a teenager in the murder of his father. At first, the jury consists of mostly "Yes Men" who simply want to prosecute the teenager and move on with their lives. Fonda wants to discuss the case in more detail before making a snap decision, and is castigated by the others for slowing them down. By discussing the evidence in more detail, the jurors, one by one, determine the teenager is innocent. In particular, there is an interesting scene where one of the jurors changes his vote from guilty to innocent more as a whim as opposed to any specific evidence. This infuriates another jurist who challenges the other to explain why he changed his vote. This is an excellent example of how "Yes Men" can get into trouble, simply because they refuse to engage their brain.

What we need in business today are fewer "Yes Men" and more people who can use their heads. But I guess that requires work.

Such is my Pet Peeve of the Week.

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.

AND FINALLY...

I received an e-mail from a Jeff Faber in Wyoming who wrote me regarding last week's essay entitled, "The I.T. Director's New Tools."
Jeff writes:

"I enjoyed your broadcast last week. I can relate to it in my shop alone. I'm sure others are experiencing this phenomenon as well."

Thanks Jeff for your note,

Yes, there is a huge temptation to solve all of our problems with technology, not management. Some say its thanks to Hollywood for shows such as "Star Trek" who promotes the concept of conquering everything through technology. But I think its more fundamental than this. Comedian George Carlin years ago talked about how we have developed a drug related society. Even as a child we are taught to take a pill for whatever is ailing us. Got a problem? Take a pill he claimed. Its the easy way out. The same is true in the systems world. Got a problem? Get more technology. This has led to a general philosophy in systems development where companies take superficial remedies which may pacify a problem for the moment but causes greater problems later on. I contend that you cannot keep applying Band-Aids when major surgery is required. The mindset in the industry now is that the only legitimate business problems worth addressing are those involving the latest technology. To me, this is a lazy form of thinking. And maybe that's the point Carlin was trying to make; that we don't always do what is right, but what is expedient instead. I believe technology has its place but I'm surprised how companies fail to raise their consciousness and try to think outside of the box. You can solve more problems through good old-fashioned management than you can through the latest technology.

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.

There is no charge for adding a link to "Management Visions" on your web page, for details and HTML code, see the "Management Visions" web site.

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

August 14, 2006

"I.T. DIRECTOR'S NEW TOOLS"

An updated version of "The Emperor's New Clothes" by Hans Christian Andersen.

Once upon a time there was an IT Director who was so fond of his computers that he spent all of his company's money on elegant hardware and software. He was not concerned with managing his information resources or solving the business problems of the company; he was computer-rich in equipment and boasted of his prowess with technology.

There was plenty of fun going on in the department where the IT Director lived. Programmers were allowed to play to their hearts' content. Strangers were continually arriving to tour the director's facilities. One day there came two swindlers. They said they were IT gurus and could improve the productivity of the director's staff and reduce the backlog of user information requests. The IT Director found the swindlers hypnotic, especially when they promised to break the information bottleneck through sophisticated techniques and power tools for software engineering. Not only were their proposed tools and techniques unusually attractive, but also the information systems produced from them had the peculiarity of being invisible to anyone who was not fit for his post or who was hopelessly stupid.

"I say! These must be wonderful tools," the IT Director thought. "If I had them, I would have the most advanced, state-of-the-art technology in the industry. Imagine what I could do with them. Yes, I must have all of them at once." And he paid a large sum of money to the swindlers to deliver their tools as fast as possible.

And so it came to pass that the tools were spread throughout the department - visual programming tools, 4GL's, program generators, report writers, prototyping aids, CASE tools, data dictionaries, data base management systems, data mining tools, BPR tools, Agile Methods and personal computers, along with a collection of esoteric design techniques. The technology also spread quickly to other parts of the company, where users had access to them. And the machine cycles whirled, much to the delight of the hardware vendor.

"Well, now, I wonder how everything is going?" the IT Director said to himself. But there was one point that made him feel rather anxious, namely, that a man who was stupid or quite unfit for his post would never be able to see the information system that had been produced. Not that he, the IT Director, need have any fears for himself - he was quite confident about that - but all the same, it might be better to send someone else first, to find out how things were going.

"I'll send my honest old systems programmer for a demonstration of the consultants' tools," the IT Director thought. "He's the best one to see what the stuff looks like, for he has plenty of sense, and nobody fills his post better than he does."

So off went the honest old systems programmer to the workshop where the two swindlers sat busy at their screens. "Lord, bless my soul!" thought the systems programmer, with eyes staring out of his head.

"Why, I can't see anything!" But he was careful not to say so.

The two swindlers begged him to take a closer look - didn't he find the design most attractive? Then they pointed to the computer monitor, but, although the poor old systems programmer opened his eyes wider and wider, he couldn't see a thing, for there wasn't a thing to see. "Good Lord!" he thought, "Is it possible that I'm stupid? I never suspected that, and not a soul must hear of it."

"Well, what do you think of it?" one of the swindlers asked.

"Oh, it's elegant! Quite sophisticated!" the old systems programmer said, looking through his spectacles. "I shall certainly tell the IT Director how pleased I am with it."

By and by, the IT Director sent another honest technician to see how the technology was working in the company. The swindlers accompanied him on his journey. As they traveled throughout the company, the gurus made sure that the technicians saw only what they wanted him to see. He saw programmers generating software and prototyping screens; he saw users developing their programs and files, all at a high rate of speed. The swindlers were quick to point out how fast things were happening and marveled at their tools.

"But the software that is being designed doesn't satisfy any information needs and is making us dependent on our hardware more than ever," the technician thought to himself. "And the users are building systems that do not communicate with other systems through a shared data base. I know that I'm not stupid, but if I say that there is no management control here, then people will think I'm not fit for my position." And then he praised the tools, which he knew were compounding problems for the company. "Yes, it's quite sophisticated," he said to the IT Director when he got back.

The splendid tools became the talk of the town. And now the IT Director himself said that he must try the new tools. Quite a throng of select people, including the two honest old technicians, went with him to where the crafty swindlers were demonstrating the latest technology.

"Look, isn't it magnificent!" the two honest technicians said, as they gazed upon the monitors.

"What's this?" the IT Director thought. "I don't understand a thing - this is appalling! Am I stupid? Am I not fit to be IT Director? This is the most terrible thing that could happen to me..."

"Oh, it's quite wonderful," he said to them. "It has our most gracious approval." And he gave a satisfied nod. All the courtiers who had come with him looked and looked, but they made no more of it than the rest. Still, they all said just what the IT Director said, and they advised him to demonstrate the devices for the first time at the corporate executive meeting that was to take place shortly.

On the eve of the meeting, the swindlers sat up all night trying to prepare for the critical demonstration.

Then the IT Director went to the corporate executive meeting with the gurus and explained the new tools with great delight. The swindlers put on a demonstration that startled the executives. Not wanting to appear unfit for their positions or to seem stupid, they all praised the IT Director for the unbelievable technology. "Marvelous! Sensational!" they all said. Never had the IT Director's technology been such a success.

"But you still haven't solved your problems!" a visiting consultant said. "You've only attacked the symptoms. Your user backlog hasn't been reduced; in fact, it has grown. You haven't improved productivity. Your people still aren't addressing the critical business systems problems of your company. You are not applying any management control over your environment. You've only compounded the problem by adding a lot of technical overhead that is creating financial losses for your company. No amount of elegant technology will solve your problems - only management will."

"Goodness gracious, do you hear what he is saying?" the executives whispered from one to the other. Then they all shouted, "But you still haven't solved our problems!" And the IT Director felt most uncomfortable, for it seemed to him that the executives were right. But somehow he thought to himself, "I must go through with it now. I have too much invested in it already." And so he drew himself up still more proudly, while swindler gurus chased after him with more new ideas, for they had found an endless source of revenue, even in spite of the obvious.

OUR BRYCE'S LAW OF THE WEEK therefore is...
"Technology alone will not solve our problems, only effective management will."

"BRYCE MANAGEMENT ANALYSIS" SERVICE INTRODUCED

We've just introduced a new free service for managers to perform a self-analysis of their style of management, including leadership and corporate culture. Check it out at:

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

IN OUR "DOWN THE ROAD" SECTION

The British Academy of Management will be holding their 2006 Conference at The Waterfront Hall and Hilton Hotel, in Belfast, Northern Ireland on September 12th-14th. For information, contact Clare Saunders in their London office at +44 (0)20-7383-7770 or visit their web page at: http://bam.ac.uk/

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

Verify 2006, the International Software Test Conference, will be held October 10th-11th in Washington, DC at the Crown Plaza Hotel Crystal City. For information, call 703/725-3051.

The International Institute of Business Analysis will be holding their World Congress for Business Analysts (in conjunction with ProjectWorld 2006) on November 6th-9th at the Caribe Royale Hotel in Orlando, FL. For information, call 212/661-3500 x 3702 or visit their web site at: www.iirusa.com/baw

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

NEW eBOOK: THE BRYCE IS RIGHT!

Folks, we've just released a new book on management entitled, "The Bryce is Right! Empowering Managers in today's Corporate Culture." This is a frank and candid description of the state of the art in management and includes essays on the problems in management today, along with some pragmatic advice on how to deal with them. Basically, this is a condensed course in management. As such, it is suited for managers, either those aspiring to become a manager or for those who need a refresher course. It will also be of interest to young people entering the work force, and is excellent for college curriculums.

Charles Cole of Lyndhurst, OH, said it is a "Very interesting book. Good work! It reminds me of some of the early works I read by W. Edwards Deming. Too bad the American corporate gurus of his day didn't pay him heed."

And Wolf Hager of Fort Myers, FL, says it is "A very impressive publication which requires careful reading and reminds me somewhat of Peter Drucker."

The price is just $20 plus tax. For more information on our book or to order on-line, see:

http://www.phmainstreet.com/mba/bryce1.htm

We have also just produced a new one-day training program of the same name. For more information on both the eBook and course, please visit our web site at:

http://www.phmainstreet.com/mba/bryce1.htm

While there, look for our new MS PowerPoint presentation describing both the book and the training program.

MY "PET PEEVE OF THE WEEK" IS "THE STATE OF THE ART"

The expression "State of the Art" is normally associated with leading edge technology; some say "bleeding edge" to indicate that it is not exactly stable yet and you should try it at your own risk. But I was recently asking some friends from outside of the I.T. industry how they would characterize the expression "State of the Art" and I got some rather interesting responses; some said it was simply "the most current," but interestingly, many others regard is as the "sexiest," or "most expensive." Frankly, its hard to argue with them. What is perceived as "State of the Art" is often very dated technology that happens to be sold very well. For example, its no secret that I am no fan of Microsoft products and, as such, I am already chuckling over the pending release of Windows Vista, Microsoft's next major release of the Windows operating system, which is suppose to ship in early 2007 (maybe). One of the features you'll get with Vista is speech recognition so that you can issue verbal commands to your computer and do voice-type dictation. Sounds "State of the Art" right? Hmm, this sounds familiar. Wait, now I remember, IBM issued the same functionality in OS/2 Warp 4 in 1996 (Gee, that's just ten years ago).

Regrettably, "State of the Art" is nothing more than whatever is fashionable, not necessarily what is leading-edge. And this is all controlled in Redmond, Washington.

As for me, I say the "State of the Art" is whatever is practical and cost effective to implement, and solves the problem in the most productive manner possible. Oh Yea, ...and will be around for the foreseeable future. In other words, you should spend less time worrying about what is the "State of the Art" and be more concerned with what gets you the most bang for your buck.

Such is my Pet Peeve of the Week.

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.

AND FINALLY...

I received an e-mail from a Mike Jones in New York who wrote me regarding comments I made recently regarding Agile Methodologies and requirements definition.
Mike writes:

"I see you are on the warpath again over requirements definition and Agile Methodologies. What's going on?"

Thanks Mike for your note,

Yea, I recently read that an Agile fanatic said it was pointless to define requirements since they are constantly changing. Instead requirements should be flexible. I think he's got it wrong for two reasons: first, the product should be flexible to implement requirements, not the other way around, and, second; I still don't believe the Agile people have a clue as to what requirements are all about in systems development.

Let's clear something up right now, you cannot say "requirements" without also saying what the targeted deliverable will be. How we specify requirements for an automobile is substantially different than how we specify requirements for a building. Along this line, how we specify requirements for an information system is substantially different than how we specify requirements for software; they are not synonymous, and I believe this concept alludes the Agile fanatics.

Information Requirements are needed to define a system architecture with its sub-systems (its business processes).

Data and processing requirements are needed to define software.

In other words, there are layers of requirements that are refined over phases of development, from general to specific, so that by the time we get to programming there should be no guesswork whatsoever. The point is, the requirements for defining systems are substantially different than for defining software. Comparing the two is like comparing apples with oranges.

The Agile fanatics rightfully ask, "What happens if a change occurs in the requirements or design?" Well, if you manage information resources correctly, using a repository, it is a moot point, for it will keep track of all of the relationships and update the documentation automatically.

But since the Agile fanatics resist structure and discipline of any kind, they will continue to bamboozle people with facade as opposed to substance. Remember, the Agile fanatics see themselves more as free-spirited artists as opposed to disciplined craftsmen. As soon as you ask them to start defining their terms and concepts, they start running for the hills. And because their scope of operation is limited to software, they will never be able to conquer any enterprise-wide systems of any substance. They'll just keep writing software one program at a time and hopefully, sometime down the road, it will all somehow turn into a cohesive unit. You know what, it will never happen. Time and again, history has proven such charades simply do not work.

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.

There is no charge for adding a link to "Management Visions" on your web page, for details and HTML code, see the "Management Visions" web site.

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

August 7, 2006

"BEING 'EFFECTIVE' WITH PROJECT SCHEDULING"

In last week's broadcast we discussed project estimating. At that time we made a clear delineation between project estimating and scheduling; although closely related, they represent distinctly separate activities and are most definitely not synonymous. For all labor/time-based projects, an estimate is a prerequisite for performing project scheduling, not the other way around.

In the same bulletin, we also made a clear distinction in terms of how we use time. Under the "PRIDE" approach, the concept of "man hours" is invalid and, instead, time is distinguished by the activities performed during it, either "direct" or "indirect," a concept originating from construction practices half a century ago. By "direct" time, we mean the effort used to perform a given task (it represents what we, as workers, are being paid to do). "Indirect" time represents the interferences or distractions keeping us from our "direct" assignments and includes such things as personal time (breaks), meetings, etc. Whereas during project estimating we are only concerned with "direct" hours, now in project scheduling we consider the "indirect" hours.

Both "Direct" and "Indirect" make up what we call "Available Time" representing the total number of hours available to work in a day ("Unavailable Time" represents planned absences such as vacations and holidays). We refer to the relationship between "Direct" and "Indirect" as an "Effectiveness Rate" which is expressed as a percentage representing the average amount of time in a day spent on direct assignments. It would be fallacious to think of "effectiveness rate" as a measure of efficiency or productivity, it is simply an analysis of the use of time. For example, someone could have a low effectiveness rate yet be your most productive worker; conversely someone with a high effectiveness rate could be your worst worker, he/she simply knows how to manage their time. This means "effectiveness rate" varies from person-to-person and group-to-group. As an aside, it has been our observation most IT organizations today average a 70% effectiveness rate.

EFFECTIVENESS RATE = DIRECT ÷ (DIRECT + INDIRECT)

Let's consider how effectiveness rate can be applied in scheduling; let's assume we have an estimate of 100 "direct" hours for one person (who averages a 70% effectiveness rate), and there are eight (8) available hours in the business day. Under this scenario, 100 Direct Hours divided by .70 (ER) equals 142.85 elapsed hours. In turn, the 142.85 would be divided by 8 (available hours per day) to equal 17.85 elapsed days which can then be posted against a calendar which considers weekends and "unavailable" time. The schedule can be graphically plotted using such things as Gantt Charts; see:

http://www.phmainstreet.com/mba/pride/iw026.jpg

By examining the use of time, both "direct" and "indirect," realistic schedules can be prepared. The "man hour" approach mentioned earlier does not take the environmental influences into consideration and assumes an effectiveness rate of 100%. Under this approach, the sample schedule would be completed in 12.5 business days as opposed to the 17.85 days mentioned. The difference is that effectiveness rate builds reality into the schedule. It does not make use of some esoteric "fudge factor" as typically used in relation to "man hours."

True, there are other elements in producing a project schedule, such as work breakdown structures and dependencies (defined by the Project Methodology), resource allocations, etc., but it is this simple concept of "effectiveness rate" that builds realistic project schedules.

This distinction between "direct" and "indirect" time is an important one and contributes to the "PRIDE" concept of the "Mini-Project Manager" whereby the individual is responsible for managing their own "direct" time and the manager is responsible for managing the "indirect" time. By doing so, the manager is trying to control the work environment by minimizing the interferences of the worker. For example, if a worker is behind schedule on an assignment, the manager may influence the worker's effectiveness rate by minimizing "indirect" distractions such as meetings. However, the manager must realize no worker can be 100% effective during the day. As human-beings, there is always going to be normal breaks or distractions during the day. Therefore, 100% effectiveness is an unlikely probability and the manager should be cautioned not to severely limit "indirect" time in fear of worker burnout.

THE NEED FOR RECORDING HISTORY

In order to determine an individual's effectiveness rate it is necessary to establish a mechanism to record the worker's time, such as a time screen or Time Distribution Worksheet; for a sample worksheet, please see:

http://www.phmainstreet.com/mba/pride/iw019.jpg

Under this approach, time is reported for all "direct" project assignments, as well as "indirect" interferences and "unavailable" time (vacations, holidays, etc.). When using a paper-based system, such as the worksheet mentioned above, it is customary for the worker to explain their "indirects" on the back of the form. Each week, the Project Manager reviews the workers time sheets and approves them. Although this data is initially used to update project status reports, it can also be used to produce bar graphs showing a worker's effectiveness rate on a weekly basis and their average rate. This average rate becomes the standard used when calculating other project assignments by the worker. Further, departmental summaries of "direct," "indirect," and "unavailable" time can be calculated and departmental "effectiveness rates" can be graphed. From this, we can see how an individual manages his/her time as compared to the overall department. Even better, we can compare departments against departments. But remember this, "effectiveness rate" was not created for competitive purposes. There can be some rather valid reasons why one person or a department has a lower rate than another.

CONCLUSION

Although estimating and scheduling are distinctly separate activities, they are closely coupled (the former feeds the latter). In order to get more realistic schedules (and estimates) though, it is necessary to first reconsider our use of time. The use of "direct", "indirect" and "unavailable" classes of time is a workable solution dating back to construction pratices in the 1950's. It is simple and it works. Understanding the roles in terms of managing time then becomes the critical aspect to realizing successful project estimates and schedules.

Just remember this: Time lost is time lost forever, you cannot buy it back. The more we understand how time applies in the workplace, the better we can manage it.

OUR BRYCE'S LAW OF THE WEEK therefore is...
"Effectiveness Rate builds reality into a project schedule."

"BRYCE MANAGEMENT ANALYSIS" SERVICE INTRODUCED

We've just introduced a new free service for managers to perform a self-analysis of their style of management, including leadership and corporate culture. Check it out at:

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IN OUR "DOWN THE ROAD" SECTION

The British Academy of Management will be holding their 2006 Conference at The Waterfront Hall and Hilton Hotel, in Belfast, Northern Ireland on September 12th-14th. For information, contact Clare Saunders in their London office at +44 (0)20-7383-7770 or visit their web page at: http://bam.ac.uk/

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

Verify 2006, the International Software Test Conference, will be held October 10th-11th in Washington, DC at the Crown Plaza Hotel Crystal City. For information, call 703/725-3051.

The International Institute of Business Analysis will be holding their Business Analyst World conference at the Boston Marriott in Burlington, MA on October 30th through November 2nd. This will be followed by a similar meeting in Chicago, IL at the Crowne Plaza O'Hare on November 13th - 16th. For information contact the IIBA at 888/443-6786 x 228 or visit their web site at: http://iiba.com/

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

NEW eBOOK: THE BRYCE IS RIGHT!

Folks, we've just released a new book on management entitled, "The Bryce is Right! Empowering Managers in today's Corporate Culture." This is a frank and candid description of the state of the art in management and includes essays on the problems in management today, along with some pragmatic advice on how to deal with them. Basically, this is a condensed course in management. As such, it is suited for managers, either those aspiring to become a manager or for those who need a refresher course. It will also be of interest to young people entering the work force, and is excellent for college curriculums.

Charles Cole of Lyndhurst, OH, said it is a "Very interesting book. Good work! It reminds me of some of the early works I read by W. Edwards Deming. Too bad the American corporate gurus of his day didn't pay him heed."

And Wolf Hager of Fort Myers, FL, says it is "A very impressive publication which requires careful reading and reminds me somewhat of Peter Drucker."

The price is just $20 plus tax. For more information on our book or to order on-line, see:

http://www.phmainstreet.com/mba/bryce1.htm

We have also just produced a new one-day training program of the same name. For more information on both the eBook and course, please visit our web site at:

http://www.phmainstreet.com/mba/bryce1.htm

While there, look for our new MS PowerPoint presentation describing both the book and the training program.

MY "PET PEEVE OF THE WEEK" IS "THE MONTH OF JULY"

Normally, the month of July is pretty quiet here in Florida. The kids are out of school on summer break and, consequently, families take vacations. With the rising cost of gas, I thought it wouldn't be that bad this year though. Boy was I wrong. In my neighborhood alone, it looked like a ghost town, complete with tumble weeds. In the office I also noticed a substantial drop in telephone calls and e-mails. I got a lot of e-mails returned saying the recipient was out of the office until who knows when. It was so quiet that it was downright creepy. At first I thought it was just my imagination, but a few of my friends made the same observation, that everything was strangely quiet in their offices as well.

Did someone declare the month of July a national holiday or did I miss the memo? I can't help but feel that July will have an adverse effect on the economy, except for perhaps the tourism or transportation industries. Fortunately, it is now August. The kids are going back to school and maybe things will return to normal. But July was such a deafeningly quiet month, maybe we should just drop it from the calendar next year.

Such is my Pet Peeve of the Week.

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.

AND FINALLY...

I received an e-mail from a Judy Thurman in New Jersey who wrote me regarding last week's essay entitled, "Taking the Mystery out of Estimating."
Judy writes:

"Let me get this right, You don't like estimating guidelines? I've been using guidelines for years and have always found them useful for putting together a good estimate."

Thanks Judy for your note,

Let me see if I can clarify my position for you. I don't have so much of a problem with estimating guidelines as I do with establishing personal commitment in making an estimate. Too often I have seen people cop-out to the guidelines when an estimate goes sour. In other words, it wasn't their fault, it was the guidelines fault. I say "baloney." Guidelines are guidelines; they should only be used as a point of reference. As a Project Manager, I still want the person's personal commitment to the estimate. Whether you use an estimating guideline or not is immaterial to me.

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.

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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