October 30, 2006

"THE LANGUAGE OF SYSTEMS"

A few years back, I was at a Comdex show exhibiting our "PRIDE" Methodologies for IRM and gave a brief overview to an inquisitive attendee. He listened to me patiently, but at the end asked me pointedly what language "PRIDE" was written in. He looked at me dumbfounded when I told him it was written in English. I guess he thought "English" was some new programming language. I could have gone on with the charade and said that it was, but honesty got the better of me and I explained to him our corporate slogan, "Software for the finest computer - the Mind."

The language of systems is no different; No, it is not C++, Java, COBOL, etc., but rather simple English (or whatever your native language happens to be). In the past I have described the differences between Systems and Software, the two are simply not synonymous. Whereas systems include business processes implemented by human beings, computers and other office equipment, software is simply instructions for the computer to follow. Systems are for people who must also take an active role in its execution. In fact, systems will fail more for the lack of people procedures than they will for well-written computer software. There are more people procedures in a system than you can probably imagine. Overlooking their role in a system is a serious error. Let me give you an example...

We had a large manufacturing customer who designed a new "state-of-the-art" shop-floor control system whereby they wanted to spot errors along the assembly line and then quickly react and correct the hiccup. From a software perspective, it was a well thought-out and elegant solution coupled with an integrated data base. There was just one problem; it didn't work. Consequently, we were called in on a consulting basis to try and determine what was wrong with it. We carefully examined the architecture of the system overall, not just the software, and quickly found the problem; Whenever an error occurred on the shop-floor, an error message was displayed on a computer screen for the shop-floor supervisor to act on. Unfortunately, nobody told the supervisor about the computer screen, the messages, or procedurally how to respond to it. We wrote a simple administrative procedure for the supervisor who then read and responded to the errors properly and the system then ran perfectly.

As my example demonstrates, clearly written administrative procedures immeasurably improve the processes of system implementation and operation. Often, preparation of these procedures has been eliminated in order to expedite system start-up. Experience has shown this approach can cause considerable expense, frustration and problems.

WRITING FOR PEOPLE

Even when administrative procedures are considered, they are often sloppily written in an inconsistent manner. Unlike the computer who will do anything you instruct it, right or wrong, writing for the human being is actually more difficult. People are more emotional and can be lazy and uncooperative at times. Writing for people, therefore, can be an arduous task. Instituting writing standards can materially help in bringing about consistency to this task and should be encouraged.

Whenever writing administrative procedures, they should answer these basic questions for the end-user:

* What is the purpose of the procedure?

* Who should perform the procedure? When?

* How should the procedure be accomplished?

* What is needed to accomplish the procedure?

* What are some examples?

* What should be done after the processing is accomplished?

As any writer will tell you, you must write in terms your audience will understand. As such, you should consider the intelligence level of your audience. For example, most newspapers in the United States write for people at the 6th grade level. You may possess a sophisticated vocabulary, but does your audience? When it comes to writing administrative procedures, write so your audience can understand the instructions and implement accordingly.

PLAYSCRIPT

One of the most effective techniques for the preparation of procedures, is the "Playscript" technique as developed by Leslie H. Matthies, the legendary "Dean of Systems." There are basically three parts to a Playscript procedure:

1. PURPOSE SECTION - Containing the Business Purpose of the procedure.

2. SETUP SECTION - Listing all of the inputs, outputs, and files that will be used during the execution of the procedure.

3. OPERATION SECTION - Enumerating the instructions required to perform the procedure. Each operation is described using action verbs and nouns.

For some examples of Playscript, see our "PRIDE" web site.

"HELP" TEXT

Help text is normally associated with interactive processing at the computer screen where the user requires instructions from the computer to guide them through processing. This is needed to answer both common and technical questions regarding processing. Development of help text is almost a prerequisite for all PC processing.

There is basically three areas requiring HELP text:

1. For Window/Screen Processing - providing tutorial describing the purpose of the screen, who it serves, and the basic processing action of the screen. In the industry, this is often referred to as "general help" or "extended help." System, sub-system and procedure narratives are useful for this purpose, as well as "Playscript" instructions.

2. The user will also require help in making field entries. This includes acceptable values, what the values mean, and the physical characteristics of the entries (e.g., length).

3. Special function keys - like field entries, HELP text should be provided to explain special keys (function keys or combination keys (e.g., CTRL + C)).

Help indices are also very useful for reference purposes, such as by subject, by field entry, by keys, etc. Fortunately, standards are emerging in the industry for writing help text which can be implemented using such things as MS Windows HLP files and Web files.

There is absolutely no incompatibility between "Help" text and "Playscript." In fact, "Help" text makes a convenient vehicle for accessing "Playscript" instructions.

WHEN SHOULD YOU WRITE ADMINISTRATIVE PROCEDURES?

If you are following a top-down design approach, such as the "PRIDE"-Information Systems Engineering Methodology (ISEM), administrative procedures can be written upon the completion of sub-system design (where business processes are defined). This also means the administrative procedures can be developed in parallel with software design. Some people have difficulty imagining this. I don't. I'm a firm believer of having your systems documentation completed before system startup. This greatly assists in educating the end-user and helps overcome problems during startup. Whether you believe in pre-documentation or post-documentation, it has to be completed nevertheless.

IN CONCLUSION

In summary, administrative procedures should receive the same attention as procedures written for computers. Without these procedures, which represent the critical human interface to systems, a well designed and programmed system may be useless.

In reality, there is little difference between an administrative procedure and a computer procedure. The only difference is the "actor" assigned to perform the task. To appreciate this, one should understand how Les Matthies came about devising his "Playscript" technique. Les graduated from the University of California at Berkeley in the early 1930's with a journalism degree. This was during the midst of the Depression where work was hard to find. For a while, Les tried his hand at writing Broadway plays and became intimate with writing scripts (where actors enter, speak their lines, and exit). When World War II broke out, Les was too old for military service and, instead, was recruited by an aircraft manufacturer in the U.S. mid-west where he was charged with establishing procedures for the production of aircraft thereby expediting the development and delivery of planes to the war front. Using his writing skills, he devised "Playscript" with actors and actions which proved effective to procedurally produce aircraft.

Let's fast-forward to the 1950's and the advent of the UNIVAC I. Computer programming languages had moved from machine language to assembly languages, both of which were difficult to program in. Enter Grace Hopper who was looking for an easier and more intuitive approach for programming. As such, she invented an English language compiler called "Business Compiler Zero" (B0) which ultimately became the COBOL programming language. To do so, she modeled the language after a procedure language she was familiar with, "Playscript." Think about it. Playscript defined the environment, the files to be used and its use of verbs and nouns are easy to assimilate. What this ultimately means is that "Playscript" is the mother of all third generation procedural languages and that our premise, that there is little difference between an administrative procedure and a computer procedure, is true.

In the end, it all comes down to verbs and nouns - the Language of Systems.

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

"PRIDE" METHODOLOGIES FOR IRM

Friends, the "PRIDE" Methodologies for Information Resource Management (IRM) is a common sense solution for Enterprise Engineering, Systems Engineering, Data Base Engineering, and Project Management. The methodologies include defined work breakdown structures, deliverables, and review points that promote quality and the production of industrial-strength information systems. Building information resources is a science, not an art form. Our methodologies clearly explain the concepts that govern them, which remarkably, is derived from engineering/manufacturing practices. Now you can get these acclaimed methodologies for free at our corporate web site at: http://www.phmainstreet.com/mba/pride/

IN OUR "DOWN THE ROAD" SECTION

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

The Association of Management Consulting Firms will be holding their 60th Annual Meeting on December 6th-8th at the Harvard Club in New York City. For information, contact AMCF headquarters in New York at 212/551-7887 or visit their web page at: http://www.amcf.org/

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

"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

MBA DAILY PRODUCTIVITY ANALYZER INTRODUCED

Also be sure to check out our new "MBA Daily Productivity Analyzer" which is a free calculator to evaluate a person's personal productivity during the day. It is also available at our corporate web site.

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

MY "PET PEEVE OF THE WEEK" IS "DUDE"

As many of you know, I like to analyze words and names, such as how they are derived and what they are based on. For example, I was recently up in Cincinnati and saw an election campaign sign for an Appeals Court Judge named Dinkelacker. That's right, Dinkelacker. I don't want to go into too much detail now, but suffice it to say I found the name amusing and wondered how it originated. I wonder if someone has problems getting a date with a name like Dinkelacker.

Nonetheless, my pet peeve this week is the word "Dude." Recently, I received an e-mail from a well meaning young man who wrote me regarding one of my editorials. Interestingly, he began his letter by saying, "Dude - I've been meaning to ask you about your comments about this or that." "Dude?" First, I haven't used the word "Dude" since I was in 8th grade. Second, I have written and read literally thousands of business letters over the years, and practically all of them have begun with "Dear Sir" or something like "Dear Mr. Bryce" or perhaps "Dear Tim." But "Dude"? This was a first for me and I was taken aback. I believe the writer had the best intentions but he immediately lost all credibility with me. Frankly, I got the impression I was dealing with a teenager and not a credible professional business person. As a result, I dismissed his note out of hand. What worries me is that this may very well become a trend and, if so, says a lot about the deterioration of our corporate cultures. I understand the need for brevity in our correspondence, but I also recognize the need for business etiquette which shows respect and reflects our character. It is one thing to be clever in our correspondence, quite another to reflect a slovenly character. As an aside, the word "Dude" refers to an inexperienced or naive person, and I don't think the young man who wrote me intended it this way.

Such is my Pet Peeve of the Week.

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.

AND FINALLY...

I received an e-mail from a Jon Harris in New York who wrote me regarding last week's essay entitled, "Managing Consultants."

Jon writes:

"I have run into a situation where I have a consultant who I want to use on a special project using a new technology we're inventing. This is all highly proprietary and he will become an important part of its development. The problem is he refuses to sign a non-disclosure agreement. What should we do?"

Thanks Jon for your note,

Unless you are allowing him to own a part of this technology, thereby making him a partner, he should be required to sign a non-disclosure. Otherwise you are opening Pandora's Box and providing him with an opportunity to walk away with your technology. Over the years I have seen consulting firms balk at signing non-disclosure agreements. They shouldn't. Its your product and your knowhow. If they are let off the hook, God only knows where your technology will end up and who will profit by it, probably your competitors. If he adamantly refuses to sign the non-disclosure, show him the door.

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

October 23, 2006

"MANAGING CONSULTANTS"

The need for outside contract services is nothing new. IT-related consultants have been around since the computer was first introduced for commercial purposes. Today, all of the Fortune 1000 companies have consultants playing different roles in IT, either on-site or offshore. Many companies are satisfied with the work produced by their consultants, others are not. Some consultants are considered a necessary evil who tackle assignments in an unbridled manner and charge exorbitant rates. For this type of consultant, it is not uncommon for the customer to be left in the dark in terms of what the consultant has done, where they are going, and if and when they will ever complete their assignment. Understand this, the chaos brought on by such consultants are your own doing.

IT consultants offer three types of services:

1. Special expertise - representing skills and proficiencies your company is currently without, be it the knowledge of a particular product, industry, software, management techniques, special programming techniques and languages, computer hardware, etc.

2. Extra resources - for those assignments where in-house resource allocations are either unavailable or in short supply, it is often better to tap outside resources to perform the work.

3. Offer advice - to get a fresh perspective on a problem, it is sometimes beneficial to bring in an outsider to give an objective opinion on how to proceed. A different set of eyes can often see something we may have overlooked.

Whatever purpose we wish to use a consultant for, it is important to manage them even before they are hired. This means a company should know precisely what it wants before hiring a consultant.

ASSIGNMENT DEFINITION

Before we contact a consultant, let's begin by defining the assignment as concisely and accurately as possible; frankly, it shouldn't be much different than writing a job description for in-house employees. It should include:

1. Scope - specifying the boundaries of the work assignment and detailing what is to be produced. This should also include where the work is to be performed (on-site, off-site, both) and time frame for performing the work.

2. Duties and Responsibilities - specifying the types of work to be performed.

3. Required Skills and Proficiencies - specifying the knowledge or experience required to perform the work.

4. Administrative Relationships - specifying who the consultant is to report to and who they will work with (internal employees and other external consultants).

5. Methodology considerations - specifying the methodology, techniques and tools to be used, along with the deliverables to be produced and review points. This is a critical consideration in managing the consultant. However, if the consultant is to use his/her own methodology, the customer should understand how it works and the deliverables produced.

6. Miscellaneous in-house standards - depending on the company, it may be necessary to review applicable corporate policies, e.g., travel expenses, dress code, attendance, behavior, drug test, etc.

Many would say such an Assignment Definition is overkill. Far from it. How can we manage anyone if we do not establish the rules of the game first? Doing your homework now will pay dividends later when trying to manage the consultant. Assignment clarity benefits both the customer and the consultant alike. Such specificity eliminates vague areas and materially assists the consultant in quoting a price.

SELECTING A CONSULTANT

Armed with an Assignment Definition, we can now begin the process of selecting a consultant in essentially the same manner as selecting an in-house employee. Choosing the right consultant is as important a task as the work to be performed. As such, candidates must be able to demonstrate their expertise for the assignment. Certification and/or in-house testing are good ways for checking required skills and proficiencies. Also, reviewing prior consulting assignments (and checking references) is very helpful. Examining credentials is imperative in an industry lacking standards. For example, many consultants may have a fancy title and profess to be noted experts in their field but, in reality, may be nothing more than contract programmers. In other words, beware of wolves in sheep's clothing.

Ideally, a consultant should have both a business and technical background. True, technical expertise is needed to perform IT assignments, but a basic understanding of business (particularly your business) is also important for the consultant to adapt to your environment. This is needed even if you are using nothing more than contract programmers.

In terms of remuneration, you normally have two options: an hourly rate or a fixed price. For the former, be sure the work hours are specified, including on-site and off-site. Many clients are uncomfortable paying an hourly wage for an off-site consultant. Under this scenario, routine status reports should be required to itemize the work performed and the time spent. However, the lion's share of consulting services are based on a fixed price contract. Here, the role of the methodology becomes rather important. Whether you are using "PRIDE" or another Brand X methodology, it is important the consultant and client both have a clear understanding of the project's work breakdown structure, the deliverables to be produced, and the review points. From this, an effective dialog can be communicated in terms of managing the project. Further, the methodology becomes the basis for the preparation of estimates and schedules.

After examining your candidates, it now becomes necessary to balance the level of expertise against price. Sure, a senior person can probably get the job done in less time, but perhaps the costs may be too high for your budget. "Expertise" versus "expense" becomes a serious consideration at this point.

Whomever is selected, it is important that a written agreement be prepared and signed. The agreement should reference the Assignment Definition mentioned above and any other pertinent corporate verbiage. Very important: make sure it is clear that the work produced by the consultant becomes your exclusive property (not the consultant's). Further, the consultant shouldn't use misappropriated work from other assignments. Finally, add a clause pertaining to workmanship; that the consultant will correct at his/her expense any defects found; e.g., defective software, data base designs, etc.

MANAGING THE CONSULTANT

The two most obvious ways to manage consultants is by having them prepare routine status reports and project time reports. Such reports should be produced on a weekly basis and detail what the consultant has produced for the past week and detail his/her plans for the coming week. You, the client, should review and approve all such reports and file accordingly.

A methodology materially assists in tracking a consultant's progress. As a road map for a project, the methodology takes the guesswork out of what is to be produced and when. Without such a road map, you are at the mercy of the consultant. Along these lines, I am reminded of a story of a large manufacturing company in the UK who used one of the large CPA firms to tackle a major system development assignment. The system was very important to the client, but lacking the necessary in-house resources to develop it, they turned to the CPA firm to design and develop it. Regrettably, the client didn't take the time to define the methodology for the project and left it to the discretion of the CPA firm. The project began and the CPA firm brought on-site many junior staff members to perform the systems and programming work. So far, so good. However, considerable time went by before the client asked the senior partner about the status of the project (after several monthly invoices). The senior partner assured the client that all was well and the project was progressing smoothly. More time past (and more invoices paid) with still nothing to show for it. Becoming quite anxious, the client began to badger the consultant as to when the project would be completed. Finally, after several months of stalling, the consultant proudly proclaimed "Today we finished Phase 1....but now we have to move on to Phase 2." And, as you can imagine, there were many more succeeding phases with no end in sight.

What is the lesson from this story? Without a methodology road map, it is next to impossible to effectively manage a consultant. The project will lose direction almost immediately and the project will go into a tailspin. The only person who wins in this regard is the consultant who is being paid regardless of what work is produced. Instead of vague generalities, you, the client, have to learn to manage by deliverables.

CONCLUSION

My single most important recommendation to anyone considering the use of outside consultants is simple: Get everything in writing! Clearly define the work assignment, get a signed agreement spelling out the terms of the assignment, and demand regular status reports.

I am always amazed how companies give consulting firms carte blanche to perform project work as they see fit. Abdicating total control to a consultant is not only irresponsible, it is highly suspicious and may represent collusion and kickbacks.

There is nothing magical in managing consultants. It requires nothing more than simple planning, organization, and control. If you are not willing to do this, then do not be surprised with the results produced. Failure to manage a consultant properly or to adequately inspect work in progress will produce inadequate results. So, do yourself (and your company) a favor, do your homework and create a win-win scenario for both the consultant and yourself.

OUR BRYCE'S LAW OF THE WEEK therefore is...
"An expert is someone who lives more than 50 miles out of town and wears a tie to work."

"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

MBA DAILY PRODUCTIVITY ANALYZER INTRODUCED

Also be sure to check out our new "MBA Daily Productivity Analyzer" which is a free calculator to evaluate a person's personal productivity during the day. It is also available at our corporate web site.

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

IN OUR "DOWN THE ROAD" SECTION

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

The Association of Management Consulting Firms will be holding their 60th Annual Meeting on December 6th-8th at the Harvard Club in New York City. For information, contact AMCF headquarters in New York at 212/551-7887 or visit their web page at: http://www.amcf.org/

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 "MS ACCESS"

I've seen a lot of Data Base Management Systems in the last thirty years. The big guns in the early days were IMS, Total, IDS, IDMS, and ADABAS. Then the relational movement came along with DB2 and Oracle commanding the DBMS landscape. Down on the PC level, I remember first seeing dBase on an old Compaq "lugtop" in the early 1980's. For the time, it was quite impressive. I have also worked with DB2/2 (the early PC version of DB2) and Lotus Approach. I liked working with Approach, it was pretty powerful and very easy to learn and use. Too bad IBM and Lotus aren't pushing it much anymore.

Recently I was asked to work on a project involving the use of Access, Microsoft's interpretation of a relational DBMS for the PC. Going into it, I thought it would be a snap and, like Approach, would be intuitive to learn and use. It wasn't. Everything I took for granted with Lotus Approach simply wasn't there in MS Access.

I even found their terminology hard to digest. Please keep in mind, I've taught data base concepts for many years, including normalization and object oriented concepts, and have used various DBMS products. Their terminology alone made use of the product awkward. Fortunately, MS has some decent on-line training in the use of the product and I began to plod along. But the training has its limitations and I inevitably ran into one road block after another, with few sources for finding answers. As an aside, will someone please tell MS that the F1 function key means "Help" regardless of where you are. God forbid they should ever add F1 help for field entries.

I'm still working on the project and am still not happy with Access. It seems for every step I take forward, I have to take two steps backwards. Frankly, I thought it was just me that was having a problem with the product. Then I read a recent blog entry entitled, "I Hate MS Access!" and boy did this guy let MS have it.

But I also have some friends who have grown up with Access and absolutely love it. I don't think its because of the features of the product, as much as they simply haven't seen anything else and don't know any better. Access may in fact be a good product, but I sure found it to be cryptic and awkward to use. And I suspect I am not alone in this regard.

Such is my Pet Peeve of the Week.

AND FINALLY...

I received an e-mail from a Jeff Faber in Wyoming who wrote me regarding last week's essay entitled, "Using Information Strategically."

Jeff writes:

"I found your definition of information interesting. Instead of concentrating on data or output specs, you consider how the information is going to be used by the end user."

Thanks Jeff for your note,

Yes, if you truly understand how information is going to be used by the user, the better you can assemble the necessary data and processing components. The problem is, few analysts seem to know how to ask the right questions. Let me give you an example:

I am reminded of the story of the IT Director at a shoe manufacturing company who received a call from the corporate Sales Manager asking for some help on a pressing problem. The IT Director sent over one of his analysts to meet with the Sales Manager and discuss the problem. Basically, the manager wanted a printout of all shoe sales sorted by model, volume, type, color, etc. The analyst immediately knew how to access the necessary data and sorted it accordingly thereby producing a voluminous printout (three feet high) which he dutifully delivered to the user.

The IT Director stopped by the Sales Manager's office a few days later to inquire if the analyst had adequately serviced the user. The sales manager afforded the analyst accolades on his performance and proudly pointed at the impressively thick printout sitting on his desk. The IT Director then asked how the manager used the printout. He explained he took it home over the weekend, slowly sifted through the data, and built a report from it showing sales trends.

"Did you explain to the analyst you were going to do this?" asked the IT Director.

"No," replied the Sales Manager.

"Aren't you aware we could have produced your report for you and saved you a lot of time and effort?"

"No."

This is a classic example of the blind leading the blind. The user did not know how to adequately describe the business problem, and the analyst asked the wrong questions. Remarkably, both the Sales Manager and analyst were delighted with the results. The IT Director simply shook his head in disbelief.

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

October 16, 2006

"USING INFORMATION STRATEGICALLY"

In Japan there is a movement underfoot for corporations to learn how to use information for strategic purposes, not just tactical. The Japanese want to go beyond their core systems and use information for competitive advantage. To do so, they are reevaluating the fundamental characteristics of information, which is a good place to start.

Even after 50 years of computing, there is still mass confusion over the sheer nature of information. Before we can use information for any purpose, be it strategic or otherwise, it would make sense to standardize our terms and establish a conceptual foundation. Fortunately, this has been well established in "PRIDE" since its inception.

There are those in both the corporate and academic world who have difficulties differentiating between data and information. Although they are closely related, they are certainly not the same.

INFORMATION = DATA + PROCESSING

Data is the raw material needed to produce information. By itself, it is meaningless. Information, on the other hand, is the intelligence or knowledge needed to support the actions and decisions of an enterprise. This is an important characteristic; if it cannot support any actions and/or decisions, it is not information but, instead, raw data.

Data is used to identify, describe, and quantify the objects of a business (e.g., products, orders, billings, shipments, employees, etc). Only when it is assembled into a specific context, at a given moment in time to support a specific business purpose does it become information.

Specifying information requirements does not begin with the data or the layout of an output, but rather with an understanding of the consumer and what he/she wants to use the information for (actions/decisions) and when (timing). Following this, data and processing requirements are relatively easy to deduce.

There are fundamentally three types of information: policy, control and operational. Policy information is used to establish corporate direction; Control information is used by middle management to implement policy decisions and control corporate operations, and; Operational information is used by employees in the daily affairs of the business, such as processing orders, payroll, and shipping products.

Policy, control and operational information also fits conveniently into a three tiered model of the enterprise which specifies the actions and decisions of the business. Such a model represents the business functions implemented by the enterprise.

Up until now, our discussion has been limited to the use of information internally within an enterprise, not externally. This is where the Japanese interests are piqued. Feeling comfortable with the stability of their internal systems, they now want to take the next logical step and outperform their competitors and seize larger market-share. To do so requires new types of information systems to analyze consumers, markets, competitors, etc., and this is where strategic systems come into play.

TACTICAL VERSUS STRATEGIC

The difference between "tactical" and "strategic" is subtle, but significant; it would be erroneous to consider the two as synonymous. Tactical information deals with our day-to-day activities within the enterprise. Strategic information, on the other hand, is concerned with competitively broadening market-share in order to dominate. Perhaps the best way to differentiate between the two is to think of tactical information as addressing "internal" needs, and strategic information addressing the "external" world.

Whereas tactical systems are ultimately based on the model of our own enterprise, now it becomes necessary to devise new enterprise models representing our customers and competitors so we can best understand their information requirements and where their strengths and weaknesses reside.

Let me give you an example of how this works. I know of an automotive parts manufacturer in the U.S. Midwest who was interested in increasing their market share. To do so, they studied the operations of their customers, specifically independent auto parts outlets. Their study found one of the biggest headaches for outlets was in managing inventory. The parts manufacturer thereby devised a plan whereby they provided a free turnkey inventory system for their customers, complete with computer hardware. This greatly streamlined inventory for the outlets as well as simplifying purchase transactions. More importantly, the parts manufacturer was able to monitor inventory levels of the outlets which automatically triggered reorders as inventory levels got low (as opposed to waiting for the outlet to reorder parts). Further, the parts manufacturer was able to monitor sales trends and forecast production schedules. When sales volume slowed, sales promotions and advertising would be triggered to encourage business. All of this created a "win-win" situation for both the parts manufacturer and their customers. The customer got an easy-to-use and reliable inventory system for free, and the parts manufacturer, in turn, gained wider market share as more and more outlets bought into the program. Smart. Very smart.

Developing strategic systems such as the one mentioned here requires a new breed of systems analyst who understands as much about the outside world as they do about their internal operations, someone who can "think outside of the box." In addition to enterprise modeling and comparative analysis techniques, this next generation of systems personnel must be intimate in trend analysis and forecasting, so they can monitor trends in socioeconomic factors, technology, and the market overall. Such people are a rare commodity and will doubtless be well compensated.

CONCLUSION

The more we understand about the external entities affecting our business, as well as our own internal operating limitations, the better we can compete. The Japanese are cognizant of the lessons being taught by Kazuya Matsudaira who uses analogies from the second world war to convey his message about strategic information with remarkable clarity. It is his contention that leveraged information resources used by allied forces played a strategic and decisive role in winning the war. Such an analogy is well understood by the Japanese. They know in today's global economy, the corporate winners will undoubtedly be those who know how to use information for competitive advantage.

OUR BRYCE'S LAW OF THE WEEK therefore is...
"The more we understand about the external entities affecting our business, as well as our own internal operating limitations, the better we can compete."

"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

MBA DAILY PRODUCTIVITY ANALYZER INTRODUCED

Also be sure to check out our new "MBA Daily Productivity Analyzer" which is a free calculator to evaluate a person's personal productivity during the day. It is also available at our corporate web site.

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

IN OUR "DOWN THE ROAD" SECTION

The Association of Records Managers and Administrators (ARMA) will be holding their 2006 International Conference and Expo in San Antonio, Texas, at the Henry B. Gonzalez Convention Center on October 22nd-25th. For information, contact ARMA's headquarters at 913/341-3808 or 800/422-2762 or visit their web page at https://www.arma.org/

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

The Association of Management Consulting Firms will be holding their 60th Annual Meeting on December 6th-8th at the Harvard Club in New York City. For information, contact AMCF headquarters in New York at 212/551-7887 or visit their web page at: http://www.amcf.org/

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 DECLINE OF CRAFTSMANSHIP"

I happened to visit my brother-in-law in Cincinnati not long ago. He is a master machinist in a machine-tool company up there. He gave me a tour of his company and it was interesting to see how he can take a block of aluminum and transform it into a high-precision instrument. He patiently explained the whole process to me and described the details for making such an instrument. His knowledge of the overall process along with the tools he used was very impressive. More importantly, he expressed his pride in his company and the products they produced. This was all very refreshing to me as you don't hear too many people anymore who take pride in their work and know it thoroughly.

I think you can trace the decline of craftsmanship back to the 1980's when the bean counters started slashing costs and programs aimed at the production of quality products. Fortunately, this didn't happen at my brother-in-law's company which is privately owned by a German immigrant who is also a craftsman and invests heavily in his people and research and development. The consciousness of the people in the plant is such that if the product isn't just right, it is done over again. Interestingly, the company doesn't have any problems in terms of morale, tardiness, or absenteeism. The older workers mentor the younger workers, and the employees in general relate to their work. In other words, management has created an environment of cooperation as opposed to competition, thereby allowing workers to focus on their work and take personal initiative to solve problems themselves. By doing so, the workers have been able to marry their personal and professional lives.

I found this all somewhat eerie and I felt I had been transported back in time to another era where workers were dedicated craftsman and genuinely cared about their work. We don't see a lot of craftsmanship any more, particularly in I.T. departments who prefer "quick and dirty" solutions these days. But I shouldn't single our I.T. departments as they are not alone in this regards. Just about everywhere you go, you don't find too many people who understand the total process of building something and sweat over the details. Most people simply don't care and disassociate their personal lives from their professional lives, ...which I find rather sad.

Such is my Pet Peeve of the Week.

AND FINALLY...

I received an e-mail from a Mike Jones in New York who wrote me regarding last week's essay entitled, "Understanding Corporate Culture."

Mike writes:

"I know exactly what you mean about the alien vs. member phenomenon. I have a new boss who is a strictly 9 to 5 type of guy. Whereas everyone else sweats over project deadlines, he simply punches in and out. I've noticed this is starting to affect the attitudes of the staff. What can be done about it?"

Thanks Mike for your note,

Sounds like the manager hasn't adapted to the corporate culture yet. Either that or he is determined to undermine it. Further, I have found clock watchers tend to be disconnected from their work. In other words, they do not see their personal and professional lives as one. This is not conducive for craftsmanship and leads to bad work habits.

What can be done about it? Well, that depends on management. If they start to notice a decline in productivity of the department and do nothing about it, then you will become a 9 to 5 operation. But I'm betting management will make some changes if they see the manager is not adapting to the corporate culture.

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

October 9, 2006

"UNDERSTANDING CORPORATE CULTURE"

The subject of "corporate culture" seems to be on everyone's mind these days; from the college graduate entering the job market, to the executive who is trying to improve management and productivity in his organization. It is the topic of interest at social and professional gatherings.

The perceptive manager understands the importance of establishing and controlling the work environment, including both logical and physical considerations. Unfortunately, many managers do not appreciate the concept of corporate culture and how to use it to their advantage.

Corporate culture pertains to the identity and personality of the company we work with, either in the private or public sectors. 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 the company has elected to adopt. In order for an employee to function and succeed, they must be able to recognize, accept and adapt to the culture.

MEMBER VS. ALIEN

Have you ever noticed how people react to foreign visitors; whether an exchange student or a visiting professional? The stranger may be welcomed, but may never be accepted unless that person can adapt to the norms of their new environment. If they do not, the members will shun the stranger and reject the alien from their culture. The same is true in business. If the new employee, consultant or visitor cannot adapt to the corporate culture, their chances for success are slight. The members of the culture will reject the person outright and will work against them.

The reason for this phenomenon is because people tend to prefer conformity in their culture. Conformity represents a harmonious environment where the behavior and actions are predictable. Most people have a deeply rooted desire for a sense of order and stability in their lives, which is what conformity provides. A stable environment promotes self-confidence in the members of the culture and allows them to concentrate on their work.

HUMAN PERSPECTIVE

Corporate culture deals with how we see ourselves and others. We act on our perceptions, not necessarily what occurs in reality. The culture greatly influences our perceptions and behavior. For example, our values and beliefs may distort what happens in fact. Gossip, propaganda, and a sensational press, deals with what people want to hear, not necessarily what happens in reality.

DEFINING CULTURE

Before we can alter the culture, we must first understand it. Culture is defined as the characteristics of the members of a civilization. Ultimately, culture defines the quality of life for a group of people.

Culture doesn't appear suddenly, it evolves over time as people grow and learn. The older the heritage, the more ingrained the culture is in its members.

There are essentially three parts to any culture: Customs, Religion and Society. Each influences the others.

CUSTOMS

Webster defines custom as a "long-established practice considered as unwritten law." Custom dictates the expected manner of conduct for the culture. It prescribes the etiquette to be observed in dress, speech, courtesy and politics (gamesmanship). Several companies, most notably IBM, have long understood the power of customs. These norms are established to project a particular image the company wishes to convey.

RELIGION

Religion is the philosophy of life and the basis for our values. It influences our judgment in terms of what is ethical and what is not. Although uniform morality sounds attractive to executives, it can be quite dangerous if unethical practices are allowed to creep into the moral fiber of the company.

SOCIETY

Society defines our interpersonal relationships. This includes how we elect to govern and live our lives. Society defines the class structure in an organization, from Chairman of the Board to the hourly worker. It defines government, laws and institutions which must be observed by its members. More often than not, the society is "dictated" by management as opposed to "democratically" selected by the workers.

INFLUENTIAL FACTORS

Obviously, it is people, first and foremost, that influence any culture. In terms of corporate culture, the only external factor influencing the enterprise is the "resident culture," which is the culture at any particular geographical location. The resident culture refers to the local customs, religion and society observed in our personal lives, outside of the workplace. The resident culture and corporate culture may differ considerably in some areas but are normally compatible.

Anthropologists have long known the physical surroundings, such as geography and climate, greatly influence the resident culture. The resident culture, in turn, influences the corporate culture. The corporate culture, which affects the behavior of its members, will greatly influence the resident culture.

SUB-CULTURES

Within any culture there are those people exhibiting special characteristics distinguishing them from others within an embracing culture; this is what is called "sub-cultures." In a corporate culture, sub-cultures take the form of cliques, special interest groups, even whole departments within a company. This is acceptable as long as the sub-culture does not violate the norms of the parent culture. When the characteristics of the sub-culture differ significantly from the main culture, it becomes a culture in its own right. This situation can be counterproductive in a corporate culture, a company within a company. For example, we have seen several IT organizations who view themselves as independent of the companies they serve. They "march to their own drummer" doing what is best for the IT Department, not necessarily what is best for their company. Conversely, we have seen management regulate the IT department as a separate, independent group as opposed to a vital part of the business.

CHANGING THE CORPORATE CULTURE

Changing the corporate culture involves influencing the three elements of the culture: Customs, Religion and Society. This is not a simple task. It must be remembered that culture is learned. As such, it can be taught and enforced. However, the greater the change, the longer it will take to implement. It should evolve naturally over time. A cultural revolution, such as the one experienced in communist China, is too disruptive for people to understand and accept. As a result, they will resist and rebel.

A smaller company can change its culture much more rapidly than a larger company, simply because of communication considerations. In addition, an organization in the private sector can change faster than one in the public sector (such as a government agency), only because a commercial company isn't encumbered with government regulations. This is an instance where a "dictatorship" works more effectively than a "democracy."

To change the corporate culture, one must begin by defining the current corporate and resident cultures, including the customs, religion and society observed. There are several indicators for measuring the pulse of the culture: Absenteeism, Tardiness, Turnover, Infractions of Rules, Employee Attitudes, Productivity, etc. All of these can be used to gauge how people behave within the corporate culture. To this end, we offer the "PRIDE" Survey on Corporate Culture to assist in this analysis.

This is followed by a set of requirements for the culture and a plan to implement them. In a corporate culture, a policy and procedures manual can usually stipulate the customs and society to be observed. Developing a corporate consciousness is far more difficult to implement and involves considerable training and demonstration. Great care must be taken to avoid the "do as I say, not as I do" situation.

It is one thing to enact legislation, quite another to enforce it. Without an effective means to monitor and control the culture, it is quite futile to establish any formal policies or guidelines.

CONCLUSION

Management is much more than just meeting deadlines. It is a people-oriented function. If we lived in a perfect world, there wouldn't be a need for managers. People would build things correctly the first time and on schedule, on costs. The fact of the matter is that we live in an imperfect world. People do make mistakes; people do have different perspectives, etc. Management is getting people to do what you want them to do, when you want them to do it. The corporate culture is a vital part of the art of management. Failure to recognize this has led to the demise of several managers. But for those managers who take it into consideration, the corporate culture can greatly influence the productivity of any organization.

Within the "PRIDE"-Enterprise Engineering Methodology (EEM), Corporate Culture is defined in Phase 3, Activity E, "Prepare Organization Analysis", see:

http://www.phmainstreet.com/mba/pride/ee300e.htm

OUR BRYCE'S LAW OF THE WEEK therefore is...
"All companies have a culture. In order for employees to function and succeed, it is essential they understand and believe in the culture."

"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

MBA DAILY PRODUCTIVITY ANALYZER INTRODUCED

Also be sure to check out our new "MBA Daily Productivity Analyzer" which is a free calculator to evaluate a person's personal productivity during the day. It is also available at our corporate web site.

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

IN OUR "DOWN THE ROAD" SECTION

The Association of Records Managers and Administrators (ARMA) will be holding their 2006 International Conference and Expo in San Antonio, Texas, at the Henry B. Gonzalez Convention Center on October 22nd-25th. For information, contact ARMA's headquarters at 913/341-3808 or 800/422-2762 or visit their web page at https://www.arma.org/

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

The Association of Management Consulting Firms will be holding their 60th Annual Meeting on December 6th-8th at the Harvard Club in New York City. For information, contact AMCF headquarters in New York at 212/551-7887 or visit their web page at: http://www.amcf.org/

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 MOVIES"

I don't want to sound like an old grouch but I'm not too happy with the movies being churned out by Hollywood anymore. It used to be that movies were oriented to adults and every now and then they would produce something for the kids, either a Disney movie or some B-rated flick. But boy the times sure have changed. Now it seems the lion share of the movies are geared to the kids and every now and then something is produced for the adults. Maybe its because the kids spend the money while we're busy trying to make it.

I went to see three movies over the summer which I had hoped would be entertaining. They weren't. I don't want to mention the titles of the movies I saw, but their dialogs and plots were lame, the scripts horrible, and it seemed none of them could do anything without computer generated graphics anymore. I consider this sad as I used to love going to the movies. Even the trailers of upcoming flicks didn't look very promising. The only glimmer of hope is Clint Eastwood's upcoming "Flags of our Fathers" which might be the reprieve I've been waiting for. But it bothers me that only a couple of truly mature films are produced each year.

When I turned 50 I got an AARP card and discovered that I was now entitled to receive the senior citizen discount at the theaters (I guess I can finally get rid of my student ID). There's only one problem, there's not a lot out there that I really want to see.

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 entitled, "Individualism vs. Teamwork."

Hugh writes:

"I found your essay last week very timely as my boss has been pushing teamwork a lot lately. Yea, we have the shirts and coffee mugs, but I still don't see any evidence of people cooperating on projects. Its still a dog-eat-dog world out there."

Thanks Hugh for your note,

You're right and this is the reason I wrote the essay. I am amazed how managers think that teamwork happens simply by holding some pep rallies and distributing some trinkets. I think it should be a requirement for corporate managers to go and visit a football team and watch how the coaches perform, particularly the more successful teams. I don't care if its at the high school, college, or pro level, its interesting to observe the interplay between the coaches and the players. It should be no different in the workplace.

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