December 25, 2006

"RUPTURED STALKTHRUS - WHY REVIEWS ARE IMPORTANT"

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

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

For additional information, see:
No. 52 - "Understanding the Vicious Circle of Complexity" - Nov 28, 2005

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

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

CONDUCTING THE REVIEW MEETING

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

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

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

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

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

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

WHEN SHOULD REVIEW MEETINGS BE CONDUCTED?

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

Let me give you an example of incremental reviews using our "PRIDE"-Information Systems Engineering Methodology (ISEM). Please keep in mind "PRIDE"-ISEM considers a system to be a product that can be engineered and manufactured like any other product. Consequently, it has different levels of abstraction in the system hierarchy and, as such, has different deliverables to specify each level (this is sometimes referred to as "stepwise refinement").

The hierarchy of the "PRIDE" System Structure consists of:

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

The early phases of "PRIDE"-ISEM are used to design the system top-down and the latter phases are used to test and install the system bottom-up. For each phase in the project, the methodology defines the Deliverables to be produced, be it reports, files or code; Who is to perform the work and in what sequence; Who is to perform the review and how; and How to review the deliverables, including acceptance criteria. During the early phases of "PRIDE"-ISEM, the test plan of the various elements of the system are specified for reference during the latter phases of the methodology.

CONCLUSION

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

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

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

For additional information, see:
http://www.phmainstreet.com/mba/ss060116.pdf

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

"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/

MY "PET PEEVE OF THE WEEK" IS "VOICE MAIL"

I was hesitant to write an article on the evils of Voice Mail; so much has already been written over the last few years. But I decided to give my spin on it after trying to contact a variety of shopping cart vendors to ask them questions about their products. I literally contacted dozens of companies and except for one, all used some sort of Voice Mail. The one exception had a pleasant and personable receptionist who answered the phone and routed me to the right person to talk to. The others put me in Voice Mail jail and rarely did anyone return my calls. I find this all rather ironic; whereas people love to yak on cell phones in heavy traffic, they refuse to answer the phone in their own office. Voice Mail vendors call this productivity; I call it stupidity. It seems the only way to effectively communicate at the corporate level these days is by text messaging or e-mail. And even then, its questionable whether you will ever get a prompt and intelligent response. This has all led to some rather bad work habits and contributed to making our work force socially dysfunctional. Even worse, it frustrates the consumers who cannot get the answers they need.

The other thing that gets me is when you reach an automated Voice Mail answer that says, "You have reached Joe Blow of the ABC company. I can't come to the phone right now, but if you leave a message after the beep I'll be sure to call you back." Come on, don't insult my intelligence; I haven't reached Joe Blow, I've reached some idiot machine; and don't expect me to be happy about it either. Instead, how about a more honest response like, "Sorry, I don't want to take your message right now and even if you leave something on my machine I won't be answering it anytime soon. You'll have better luck contacting me by going outside of your front door and screaming my name at the top of your lungs. Have a nice day."

I believe we have taken Voice Mail too far and have developed an aversion to talking to human beings. In my office we still answer the phone, regardless if it is a legitimate inquiry or some huckster trying to sell us something. As for the latter, you can't imagine the satisfaction I get of slamming a phone down on a caller. I don't need Voice Mail to chase people away for me.

Such is my Pet Peeve of the Week.

eBOOK: THE BRYCE IS RIGHT!

Folks, be sure to check out our eBook 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 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 MS PowerPoint presentation describing both the book and the training program.

AND FINALLY...

I received an e-mail from Mike Jones in New York who wrote me regarding last week's essay, "The IRM Infrastructure."

Mike writes:

"Thanks for the tip on the functional descriptions as contained in your "PRIDE" methodologies. They have been handy for helping me develop job descriptions in my shop."

Thanks Mike for your note,

Yes, we have had a lot of people use them to build full job descriptions. A lot of people don't know how to write a good job description anymore and this points them in the right direction. The descriptions include a Scope, lists Specific Duties and Responsibilities, as well as Required Knowledge/Skills/Experience, an Evaluation of Performance, and describes the relationship between other IRM functions.

You can find our "Functional Descriptions" in the "Supplemental Narratives" section of the "PRIDE" Methodologies for IRM at our corporate web site.

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

December 18, 2006

"THE IRM INFRASTRUCTURE"

In my essay last week, "The 4 Stages of IRM Growth," I described a maturity model which characterized how I.T. organizations evolve over time. After listening to it, one might say, "Okay, it sounds great; now how do we get there?" Herein, I will describe the infrastructure required to support an IRM organization. To do so, I need to first review the basic premise of Information Resource Management. IRM is the design, development and control over all of the resources needed to produce Information. IRM is ultimately based on a simple formula:

Information = Data + Processing

In a nutshell, data represents the facts about the business; processing represents how the facts are accessed and made available, and; information represents the intelligence needed to support the actions and decisions of the business. If the data remains the same, but the processing is changed, the information will change. Conversely, if the processing remains the same, and the data is changed, the information will also change. This implies the need for controlling and reusing the resources needed to produce information. It also implies there are three classes of information resources:

Data Resources: Data Elements, Records, Files, Inputs, Outputs, Data Bases

System Resources: Systems, Business Processes (sub-systems), Procedures, Programs, Modules

Enterprise Resources: Enterprises, Business Functions, Jobs, Human/Machine Resources

This last class is important as it represents the "consumer" of information and will also participate in the flow of information.

For additional information on the concept of Information Resource Management, see: No. 12 - "Understanding the IRM/MRP Analogy" - Feb 21, 2005

THREE TYPES OF WORK EFFORT

The three classes of information resources ultimately represents three types of work effort:

Enterprise Engineering- to model and study the business and formulate an enterprise information strategy. Such work is performed by "Enterprise Engineers."

Systems Engineering - to design and develop system resources to satisfy information requirements. This work is performed by "Systems Engineers" (concerned with the overall system architecture) and "Software Engineers."

Data Base Engineering - to design and develop data resources to satisfy information requirements. This work is performed by "Data Engineers" (logical DB design), DBA's (physical DB design), and Data Communications Engineers.

These three areas complement each other and provides for synergy between them. It also establishes an interesting set of checks and balances. For example, Enterprise Engineering will ultimately determine the need for Systems and Data Base Engineering projects. Systems Engineering will identify application-level "objects" for incorporation into the enterprise Data Base model. And Data Base Engineering supports Enterprise Engineering by tracking the objects needed to run the business. The point is, the three areas are designed to be compatible and work as separate by equal partners.

TYPICAL I.T. ORGANIZATION

Historically, Information Technology organizations have not been in the mainstream of corporate management and has typically been delegated to an administrative or financial area of the company. This stems from the fact that the computer was initially used to support accounting activities in companies.

The I.T. Director is typically three levels down from the executive policy level of the enterprise. Under this scenario, policy is dictated without consideration or participation by the I.T. organization. Also understand I.T. is very "physically" inclined as they only support physical devices such as computers and communication equipment. The thought of total systems and integrated data bases on an enterprise-wide basis is lost on most I.T. organizations. In other words, the "logical" dimension for developing and managing information resources is seldom considered.

For more information on the differences between Logical and Physical, see: No. 23 - "Using Logical Models as Templates" - May 09, 2005

THE IRM ORGANIZATION

Unlike the classic I.T. organization described earlier, the IRM Organization begins at a higher level with a Chief Information Officer (CIO) as an integral part of the executive management team for determining corporate strategies. Like the COO and CFO, the CIO is a legal officer of the company and speaks with the same authority, if not more so, than the other officers. Whereas the COO deals with corporate operations and the CFO manages financial resources, the CIO must provide information support for the whole company. The term "CIO" has been around since the early 1980's and, unfortunately, has not been universally applied with this level of authority. Too often, the title of CIO is synonymous with nothing more than "I.T. Director." In truth, the CIO represents the chief information architect/strategist of the company.

The CIO is primarily supported by three managers representing the three types of information resources: an Enterprise Resource Manager, a Systems Resource Manager, and a Data Resource Manager. An Operations Manager is also provided for hardware installation and maintenance.

Reporting to the CIO as a staff position is a Quality Assurance Manager who overseas all IRM activity and enforces policy. This position is unlike the typical quality control position as known in today's I.T. organizations. Instead of being regarded as a clerical burden, the Q.A. group is viewed as industrial engineers to the IRM assembly lines, constantly looking for new and improved ways to expedite the development and control of information resources. In this capacity, they are continually looking for new techniques and tools to be used.

The IRM Engineer has the triple role of standards analysis, inspector and technology advisor. Project Administration polices project management and works closely with the Technical Librarian who maintains project and IRM related documentation, both current and historical. The IRM Training Coordinator provides a curriculum to continuously sharpen IRM related skills. As such, the coordinator administers the Skills Inventory for the organization.

At this point you might believe that creating an IRM quality assurance group is creating additional overhead. Just the reverse will occur; it will reduce overhead and bring development costs down while the quality of information resources will soar. In most organizations, the systems analysts and programmers do this work now (at least they are supposed to). By centralizing the function, it can be handled more effectively by a dedicated group. As a result, the analysts and programmers can concentrate on their primary responsibilities.

CONCLUSION

The reason why the IRM infrastructure hasn't come to fruition in most companies is because of corporate management's attitudes toward the value of information and the faith they have in their staff's ability to produce it. A lot of this requires simple education. Only when executives begin to think of information as a strategic weapon will companies then begin to mature into a robust IRM organization.

Footnote:

We have created full functional descriptions of each of the IRM functions described herein and put it on the Internet as part of our "PRIDE" Methodologies for IRM web page at: http://www.phmainstreet.com/mba/pride/spfd.htm

PRIDE" users have found these descriptions an excellent means to develop full job descriptions. I hope they can serve you as well.

OUR BRYCE'S LAW OF THE WEEK therefore is... "We must apply the same discipline, organization and automation that we recommend for other parts of the company."

"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/

MY "PET PEEVE OF THE WEEK" IS "WEB PAGE DESIGN"

I've been surfing the Internet for many years now and have seen a lot of things, everything from simple static web pages to some very sophisticated and dynamic web sites. Recently I have been helping to startup a new VoIP company (Voice over IP) which I'm sure I'll be talking about in future broadcasts. Nonetheless, this new project has caused me to look at Internet shopping carts and there are some very slick ones out there. What I found interesting was the company web pages themselves. And I have to admit they look very elegant from a web design perspective. But I've noticed its no longer easy to find the answers to the questions I had. For example, I want to see a description of the product, its technical specifications, pricing, a sample demo, perhaps some user endorsements, a price list, and contact information. Unfortunately, I found I had to dig rather hard to find all of this, particularly price lists and contact information. Further, most web pages today include some rather small sized fonts which are difficult to read. I realize I can expand the font sizes by adjusting some settings on my web browser, but very few people do this. Between the small font sizes and the difficult navigation, a consumer can become easily exhausted and frustrated simply by surfing the Net. In other words, these web pages may be technically elegant but they are missing the boat in terms of being able to sell their product. I found this rather ironic, particularly for shopping cart packages.

I am often kidded by younger web designers about the web pages I design; they consider it old-fashioned and definitely not state of the art. And perhaps they are correct. I try to keep things up to date, but you know what? People have no problem navigating my pages, finding what they want, and have no problem reading the content. In other words, by keeping it simple, I'm not trying to wear out my audience. My web pages may not be state of the art, but at least they work and I've received no complaints.

Such is my Pet Peeve of the Week.

eBOOK: THE BRYCE IS RIGHT!

Folks, be sure to check out our eBook 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 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 MS PowerPoint presentation describing both the book and the training program.

AND FINALLY...

I received an e-mail from a Judy Thurman in New Jersey who wrote me regarding last week's essay, "The 4 Stages of IRM Growth."

Judy writes:

"What you are describing in your podcast is a trend towards technology and away from management. Why is that?"

Thanks Judy for your note,

Good question. I guess we have always had a fascination in technology as we believe it gives us a competitive advantage by easing our lives of administrative burdens. This trend seems to have accelerated over the last few decades with the advent of the PC and its many uses. What disturbs me is that while the role of technology has sharply increased, management has diminished. We seem to no longer watch the basics and genuinely believe the latest gizmo will solve all of our problems. Instead of managing our way through a problem, we tend to hack away at things. This disturbs me greatly.

It is also harder to manage these days as managers have to be more politically correct. I can't begin to tell you the many managers I have met out there who are extremely frustrated; and I am describing managers from just about all walks of like. On the one hand they are under extreme pressure to produce results, and on the other, they have to be politically correct when working with their employees. Trust and loyalty appears to be shattered and as a result you see a lot of micromanagement these days.

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

December 11, 2006

"THE 4 STAGES OF IRM GROWTH"

It seems that everyone is aspiring to use information for competitive advantage. To do so, literally billions of dollars are being spent on the latest technology, hence the excessive use of the expression "Information Technology" (IT) to refer to the departments charged with implementing the latest gizmo. Years ago, prior to the computer, there was the "Systems and Procedures Departments" who were charged with streamlining business processes in order to maximize the production of information. As computers entered the picture "Data Processing" (DP) departments sprang up to tend to the care and feeding of them. In the 1960's, the term "MIS" (Management Information Systems) was coined to refer to total corporate systems. This lasted for several years. However, over the last ten years the term "MIS" was supplanted by "IT." Nevertheless, these departments all shared a common mission, to deliver the most accurate information to operate a business. As an aside, the change from MIS to IT also suggests a change of thinking and orientation. Now, instead of thinking in terms of whole systems (with their business processes, procedures and programs) the focus is on the physical implementation of systems only. To me, this is a dangerous course of action as it tends to limit people's perspectives; instead of thinking about a total business solution, we are now pacified by attacking it in piecemeal.

In the past, you have heard me rail about the need for taking a comprehensive approach to Information Resource Management (IRM) requiring an engineering/manufacturing perspective for developing and managing a company's information resources. But is anyone actually doing it? Most people don't even understand the problem, let alone how to build an effective IRM environment. Let me see if I can explain the differences between a simplistic approach versus a robust IRM environment. To do so, consider the following "Maturity Model" which describes the four stages in the use of information: Birth, Childhood, Adolescence, and Adulthood.

BIRTH

The day a company goes into business is the day when its information systems are born. When a new company or organization is established, there are some very primal information requirements to accommodate the operation of the enterprise. For example, basic bookkeeping (billing, payroll, government reporting, etc), minutes of meetings, recording of policy decisions, schedules, correspondence, etc.

To implement these basic administrative requirements, simple office equipment is typically required, such as typewriters, calculators, photocopiers, telephones, fax machines, etc.

An Office Manager with a clerical staff (e.g., secretaries, book- keepers) normally implements these processes and operates the equipment. During this stage, their concern is for implementing basic manual procedures with an eye for work simplification to minimize overhead.

As the business expands and becomes more complicated, whether from an increase in employees and/or business, there is a growing demand for more information which leads to the next stage of growth...

CHILDHOOD

This stage is entered into either by an emerging company or an established firm that is pressured to investigate the potential of new technology, namely the computer, to give leverage to their business needs. This is a stage which most of the "FORTUNE 500" companies and major government institutions went through in the 1950's, 60's and 70's.

In the childhood stage, the intent is to investigate the potential of the computer. This is an age of experimentation where a highly complicated and technical device is introduced to a company. This new technology, of course, requires a technically oriented individual to operate it. Someone who is more in tune with the equipment as opposed to the problems and objectives of the business.

The computer is typically centralized in one location until someone can determine an appropriate way to apply it to the business.

This stage results in the executive's "black box" image of the computer. The executive doesn't fully understand its capabilities and looks upon it suspiciously as a necessary evil. As a consequence, they divorce themselves from the machine and appoint a "IT Manager" who is given free reign over the new technology. Like the staff that supports him, the IT Manager is technically inclined (probably just one step ahead of a programmer).

The "IT Department" tackles simple problems aimed at automating some of the basic administrative routines of the company. There is not considerable pressure to satisfy business problems, only a "see what you can do" type of attitude. As a result, the IT staff takes an ad hoc, "quick and dirty" programming approach to problem solving. This type of philosophy sows the seeds for problems to come in the years ahead. For example, applications are not integrated, data is not shared (data redundancy is commonplace) and documentation is nonexistent, applications are not easy to maintain or modify. As a result, they are constantly being discarded and rewritten, further compounding the problem.

One of the most significant aspects of this stage is that it fosters the "tool oriented approach" for solving problems. The attitude of the staff is that the only legitimate problems worth solving are those that can be addressed by the computer. All others are immaterial. This is a frame of mind that will take considerable time to overcome. The indifferent attitude of the IT Department irritates and alienates end users who have increasing demands for information.

Impatient for results, management begins to apply pressure on the IT Manager for more applications to satisfy user demands. This leads to the next stage ...

ADOLESCENCE

This is the age of awakening for most companies, an era when the IT Department begins to manage itself in order to accommodate growing business demands. The IT Manager is supplanted by an IT "Director," someone who is a little more adept at management politics.

In this stage, the IT Director implements rudimentary management controls, particularly in the areas of project management and documentation. Using the "tool oriented approach" to improve staff productivity, the IT Director implements several software tools and techniques, such as: Data Base Management Systems (DBMS), Program Generators, Report Writers, Fourth Generation Languages (4GL), Computer Aided Software Engineering (CASE), etc.

Dazzled by sophisticated software and in fear of "falling behind" in the technology race, the IT Director authorizes the purchase of tools that implement esoteric management principles (some prefer to call it "Voodoo").

Unfortunately, the IT Director is seduced and abandoned by the technology; the results are still the same: Applications do not satisfy user needs, applications are not integrated, data redundancy is still pervasive, applications are still difficult to modify and maintain, and the staff remains a free-spirited group of technicians.

The "tool oriented approach" is very costly to the company, but the results are still the same. The IT Director is still supported by a technical staff that believes that the "real work" is in the production of software, where their programming skills excel. The "Analyst/Programmer" is really nothing more than a senior programmer.

Superficial standards and pseudoscientific management techniques are applied to the development process. An application project typically consists of the classical approach for developing systems: A primitive Feasibility Study, General Design (sometimes referred to as "External Design"), Detail Design ("Internal Design"), Programming (usually following a Structured Programming Guru's technique), Testing, Installation, and Review. In this situation, programming remains 85% of the entire project. This approach is usually well packaged in voluminous standards manuals (which no one but the Auditors read).

The computer is decentralized with mainframes, minis and micros being distributed throughout the company.

The end User, who is frustrated by the lack of support from the IT Department, turns to the Personal Computer (PC) for help. Unfortunately, the User is no more adept at using the computer to solve his business needs as the IT people are and the problems are compounded even further (particularly in the area of redundant data).

Despite the substantial investment in computer hardware and software thus far, executive management finally recognizes that conditions are intolerable and that the company is not getting a satisfactory return on investment. This becomes the catalyst for change. Without it, the company stagnates and the situation worsens. Adolescence must eventually give way to ...

ADULTHOOD

This stage represents a radical departure from the past mode of operation. Very few companies, if any, have reached this stage of growth yet. It represents a mature environment where the systems staff is in tune with the mission of the company, and information is viewed as a corporate asset used for strategic purposes. This is the age of Information Resource Management (IRM). This philosophy gives rise to the Chief Information Officer (CIO), a true and legal officer of the company, not just a job title. Such an officer reports, at least, on the same level as the Chief Financial Officer (CFO).

No longer is the "tool oriented approach" pervasive in the company. It was tried, and it failed. The latest "state of the art" technology is a worthless status symbol if it doesn't contribute to the profitability of the company.

Now, the CIO turns to tried and proven approaches to management. Information Systems design is no longer viewed as an art, but a science. The CIO organizes the systems development environment into an engineering/manufacturing company, complete with Assembly Lines, Production Control and Materials Management. As a result, the systems staff is transformed from free spirited programming "hackers" to a group of disciplined and quality conscious business professionals. In some respects, the staff will resemble the "Systems and Procedures" staff of yesteryear who had a business orientation.

The computer is viewed as just another piece of office equipment; they are not discernible. Users and management no longer fear technology because the CIO implements it effectively into the business. In the adult stage, the emphasis is on complete and integrated information systems, not just software. Programming is less than 15% of the entire development process, with the bulk of the work being expended on business analysis. Data is managed as a resource and redundancy is eliminated. All of the problems experienced earlier disappear.

As enticing as adulthood may sound, very few companies have the management skill or fortitude to make it happen, particularly in the United States. Most companies don't even understand the problem. Adulthood represents a substantial and long-term corporate commitment, not just departmental commitment, which most American companies strongly resist. Instead, they are content with short-term "quick and dirty" solutions. On the other hand, Asian companies, who are much more far-sighted, have a greater chance for success and are rapidly moving into the adulthood stage. This will make them increasingly more competitive in the years ahead.

CONCLUSION

Over the last ten years alone, computer technology has changed radically, job titles and terminology have changed, and salaries have risen sharply, but little else has changed. The information problems of today are no different than 10, 20 or 30 years ago. Despite today's technology, companies still experience:

* Project cost overruns and slipped schedules.

* Poor communications and relations with the User community.

* Redundant data and lack of application integration.

* Applications are difficult to modify and maintain.

* Lack of adequate documentation.

* Design inconsistencies.

* Applications still do not satisfy User needs.

* Hardware/Software dependencies.

* Employee dependencies to maintain systems.

The tools and characters have changed, but the tune remains the same. Regardless of the titles and technology used, most companies in North America are stuck in either the "Childhood" or "Adolescent" stages of growth. Indicative of this are the journals, trade groups, universities, and trade shows that still promote the "tool oriented approach" as opposed to promoting management. Systems development is still viewed by many people as an art, not a science. In reality, it is a science.

OUR BRYCE'S LAW OF THE WEEK therefore is... "No amount of elegant technology will solve our problems, only strong management will."

"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/

MY "PET PEEVE OF THE WEEK" IS "HANDICAP PARKING"

Let me make something clear from the outset, I don't have a problem with the concept of handicap parking as it was originally intended to be used, it is certainly needed by those people who need a little extra room to maneuver and access an establishment. No, what bothers me is how some people abuse this privilege. For example, is it just me or do you also see a lot of people these days who look perfectly healthy using handicap parking? The other day I saw a guy who I judged to be in his early 60's pull his new Lexus convertible into a handicap spot, he hung a handicap sign on his rearview mirror, hopped out of the car and went into the store. Heck, he looked healthier than I did. This is not some rare occurrence either; I've seen this a lot lately, particularly with people of all ages driving new cars. Maybe the handicap sign is a standard option in today's luxury automobiles. I must have missed the memo.

It used to be handicap spots sat empty most of the times; not so anymore. Now they are actively used, but I wonder how many people truly need them. To me, its become more of a status symbol than anything else. I like the smug look on the faces of these people, such as the Lexus driver; it was kind of like, "Ha, I get to park up here while you clods have to park out in Timbuktu."

I wonder if anyone in government or in our police departments is truly worrying about the abuse of handicap parking, or has it become the valet parking of the 21st century. If so, where do I sign up to get up handicap parking permit?

Such is my Pet Peeve of the Week.

eBOOK: THE BRYCE IS RIGHT!

Folks, be sure to check out our eBook 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 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 MS PowerPoint presentation describing both the book and the training program.

AND FINALLY...

I received an e-mail from a Hugh Connell in Montana who wrote me regarding last week's essay, "Understanding Group Data Elements."

Hugh writes:

"Excellent advice on group data elements. It clears up a lot of misconceptions my people had on data base design. Thanks."

Thanks Hugh for your note,

And you're quite welcome. What I find interesting about group data elements is that it stresses what the important objects are to a business. In the Credit Card Number example, it is a Financial Institution, Bank, and Account Holder; but again this is only of interest to the Credit Card Company and nobody else. To others, credit card number is nothing more than a simple primary value. Why? Because they are are not truly interested in Financial Institutions, Banks, and Account Holders.

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