MANAGEMENT VISIONS: January 2007

February 5, 2007

"BEWARE OF THE CHANGING OF THE GUARD"

In past essays, I have discussed how the corporate culture can be greatly influenced by the "Top Dog," meaning the head of the company. There are also subordinate "Top Dogs" who lead departments and their influence is limited only by what is allowed by their superior. This can be considerable if departments or divisions operate autonomously and inevitably results in subcultures that often operate at odds with the overall corporate culture. This phenomenon is particularly apparent in IT Departments who often have a revolving door policy for appointing managers or directors. This "changing of the guard" can be construed as good or bad depending on the current environment. What is important for the employees in the trenches is how to roll with the punches during this transitional state from one manager to another. Let me give you an example.

INSURANCE COMPANY

Years ago, we were engaged in a consulting contract with a large insurance company located in Toronto. Prior to our contract, the IT department was in disarray. End users weren't happy with their systems, they didn't trust the information produced, projects were late and over budget, and nothing was documented, making maintenance a nightmare. Things were so bad, that the executives were dependent on a certain systems programmer remembering to run the year-end financial reports (usually late). The current IT Director liked to hobnob with the corporate brass instead of his own staff, thereby leaving them in the dark. This helter skelter mode of operation affected harmony in the IT staff who ran around second guessing as to what was to be done. Conditions became so intolerable that the IT Director was finally ousted and replaced by a senior end-user who was also the most vocal critic of the department. Interestingly, he had no prior experience with systems and computing but was bent on cleaning up the mess left by his predecessor. This is when we were asked to come in.

Remarkably, the IT Director didn't find it necessary to fire anyone from the current staff but, instead, instituted a new organizational structure, imposed discipline, and created a quality consciousness. We were contracted to install the "PRIDE" Methodologies for IRM which greatly facilitated his goals.

To overcome his immediate problem of constantly working in a fire fighting mode of operation, his first project was to document the company's information resources, which was no small effort. There was a great temptation by developers to try to correct or improve the existing systems but, based on our suggestion, they resisted doing so since it would have resulted in a never ending project. Instead, problem areas were identified, cataloged, and prioritized. After the documentation project, this listing was used to formulate a systems strategy for improvements.

The documentation project benefited the company almost immediately. First, Operations began to run smoothly and on time. For example, with adequate documentation in place, they were no longer at the mercy of waiting for the systems programmer to run the year-end financial reports. Further, redundant data bases were spotted and merged, thereby bringing consistency to the information being produced. Also, the IT staff's morale picked up noticeably during this period as they now had a sense of direction and were cognizant of the strengths and weaknesses of their systems. Over the next few years, the company went on to conquer several major systems assignments much to the delight of the end-users and executive management.

Inevitably, the honeymoon came to an end when the IT Director announced he was going to retire after many years of service to the company. Unfortunately, he was not allowed to appoint his successor. Instead, he was replaced by a younger manager (30-ish) who was recruited from outside the company by an executive search firm.

The new IT Director was touted as a whizz kid who was intimate with the latest technology and wanted to make a name for himself. To do so, he had to distance himself from his predecessor and began to dismantle the organization and methods, and replaced them with 4GL's and other program generators. The new tools were impressive but the staff became unnerved when the Director disbanded the methodologies that worked in the past, and removed the IRM Repository containing all of the intelligence of the company's information resources.

I had an occasion to visit with the new Director to discuss his plans and, on behalf of the staff, pled with him not to delete the IRM Repository as it represented a substantial investment by the company and could be used to interface with his new programming tools. The Director was undeterred and went about his plans. Although his new tools could generate software at an impressive speed, documentation was sacrificed, data redundancy raised its ugly head again, and a rift began to reemerge between the end-users and the development staff. After only a few months under the new regime, the developers found themselves again putting out fires as opposed to upgrading or developing new systems.

CONCLUSION

The roller-coaster ride experienced by the IT department in Toronto has been played out time and again in many other such organizations. It seems IT organizations go through cycles, such as from bad to good, and back to bad again (as in the case in Toronto). Others seem to go from bad to worse; and some from bad to outsourcing. Regardless, the IT staff should be ever watchful of any change at the top and observe the executive's management philosophy as it will impact the corporate culture you are living in. As I mentioned in my essay on Corporate Culture, in order for employees to succeed, they must be able to adapt to the corporate culture. This usually means that it will be you, the employee, and not the manager who will have to adapt. But do not despair; let us not forget that the average tenure of service for an IT Director is under three years.

And in case you are wondering, Yes, the insurance company is again dependent on the systems programmer to run the year-end financial reports.

OUR BRYCE'S LAW OF THE WEEK therefore is... "Its never lonely at the top of an IT organization, primarily because the IT Director is never there."

"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 "SYSTEMS DEVELOPMENT PRIORITIES"

You know you're getting older when people start taking exception to how you do things; that it is now considered "old fashioned." And I guess I'm getting on in years as I observe how systems development is being performed these days. When you listen to the proponents of Agile methodologies, you hear that the real work in development is in programming. In fact, they resist all temptations to document anything about the design of anything, including a single program. But actually, I don't think much has really changed over the years. People have always viewed programming as the "real work" of systems development, and that we should expedite all other efforts, such as requirements definition and design, so that we can get down to the business of programming as quickly as possible. I think a lot of this has to do with the visibility of programming. People tend to assimilate such things as source code and executable programs with screens and reports. They really don't appreciate the need for the overall architecture of a system though, perhaps it is a more nebulous concept for them to understand.

The difference between designing a total system and coding a program is the difference between logical and physical, and is analogous to engineering and construction. The logical design of a system represents the engineering side of the house, and construction represents the physical side. When we design any structure, be it a building, bridge, automobile or whatever, engineers first study requirements and render a design of the product, usually in the form of a set of blueprints. From these blueprints, construction workers begin to assemble or construct the product accordingly. Trying to imagine construction workers operating without a set of blueprints is ridiculous, yet, this is precisely what we are experiencing in today's systems development world. Instead of laying out the designs, today's developers typically construct a shell of a program and then modify it until they wear out the user. In other words, programmers are trying to perform systems design at the wrong time. This trial and error approach tends to be a very costly approach to development as it involves several revisions until the program is completed. In addition, programs constructed in this fashion tend not to interface well with other components of the overall system. I am reminded of one of our Bryce's Laws whereby, "If we built bridges the way we build systems in this country, this would be a nation run by ferryboats."

I therefore question our priorities in systems development; haven't we got the cart before the horse? Shouldn't we be spending more time specifying the requirements and designing the system before we go to programming? If we did, we could greatly simplify programming simply by providing better specs. But the argument I typically get is, "Gee Tim, what you say all makes sense, but we don't have time to do things right." Translation, "We have plenty of time to do things wrong."

It is simply an erroneous concept that a developer is not being productive unless he/she is programming. To me, the real work is upfront, and not in the back-end. But then again, I'm being accused of being "old-fashioned," to which I plead, "Guilty, most guilty."

To my way of thinking, programming is primarily a translation function, where you take designs and convert them into machine processable instructions. I also believe programming should only take up 15% of the overall development process with more time spent up-front in systems analysis and design. Unfortunately, nobody in this country seems to be willing to do the up-front work, consequently they spend 85% of their time in programming.

Just remember, its "Ready, Aim, Fire"; any other sequence is simply counterproductive.

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 Bob Carlson in Los Angeles who wrote me regarding last week's essay, "Effective Screen Design."

Bob writes:

"I loved your article on screen design, but one question; are there any standards for web page design?"

Thanks Bob for your note,

Good question. Regrettably, there are no industry standards for web page design. I wish there were. You may remember me commenting last month on the state of web page design. My gripe was not about the graphical design of the web page but more about the lack of standards in terms of general layout and navigation. Whereas in the world of GUI screen design, there is general agreement in terms of action-bar-choices like "File", "Edit", and "Help," as well as "OK/Cancel" pushbuttons; there are no comparable standards in web design. Instead of simplifying life for everyone by standardizing on the navigation of a web page, the user must learn how to navigate each web site separately. This one small problem greatly complicates surfing the web. For example, there should be standard sections for "About Us", "Contact", "Cover/Main", "FAQ", "Search", "Logins", and "Help" (which I personally consider atrocious on most sites).

I just went through an in-depth evaluation of Internet shopping carts, gateways, and merchant accounts for a project I am working on. Because of the lack of standards, I estimate this project took me four times longer than it should, simply because I had difficulty finding the answers to my questions. I consider myself rather proficient in the surfing of the Net. And if I am having problems, consider John Q Public who is stumbling around out there.

I believe the lack of standards is costing us billions of dollars in terms of lost time; it is also crippling sales. Always remember this, clever graphics are nice and have their place, but more than anything, people on the Net want to get answers to their questions quickly.

I just wish some of the web design tools out there had enforceable standards like the screen design tools do or some way to analyze a web page for consistency.

As I always lament, "God forbid we should ever have any standards in this industry."

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

END

January 29, 3007

"EFFECTIVE SCREEN DESIGN"

Some time ago I was working with a hospital in the Midwest who was trying to automate some patient admission forms. Hospital forms are notoriously complicated and voluminous (thanks to the lawyers), and this hospital was no different. This made it difficult for the hospital to gather the necessary data about a patient, their physician, and their insurance carrier. As such, they wanted to automate the forms thereby simplifying the collection of data. Unfortunately, the resulting screen designs were essentially no different than the forms. They were very busy and complicated with little editing checks. Frankly, they were no better than the forms they were trying to replace and, because of this, use of the screens were spotty at best.

Designing a computer screen is essentially no different than designing a paper form. But since most of today's developers have little experience in forms design perhaps it is time to review some of the basic elements of good design. First, because a screen or form represents how a human being will interface with a system, we must consider the man/machine interface; its ergonomics. This means we must first understand the intended user, including his/her intelligence level and senses. Someone with a greater proficiency in using a computer will have less difficulty in using complicated screens than someone less conversant in computer technology. As to senses, there is little point in devising an elaborate color scheme if the user may be colorblind. Again, know thy intended user. For more information on ergonomics, see:

No. 65 - "What Ever Happened to Ergonomics?" - March 6, 2006

The objective, therefore, in good screen design (and forms design) is to make something that is easy to use (intuitive; requiring little interpretation and confusion) and effective for collecting data and displaying information. Although the following discussion can be applied to screens as used in some character based operating systems, it is primarily concerned with Graphical User Interfaces (GUI) as used in today's popular operating systems.

The GUI was originally introduced with Xerox's Star computer in the early 1980's. Following this, several companies emulated the Star, including Apple, Microsoft, IBM, and Sun. The GUI was extremely popular as it offered an ease of use never before thought possible. The only problem was that it lacked standards, whereby one GUI implemented program did not behave in the same manner as another GUI program. Fortunately, standards started to appear in the late 1980's with IBM's CUA standards (Common User Access) which provided a detailed list of design standards for developing a GUI based program. (NOTE: CUA was an important part of IBM's System Application Architecture standards - SAA). The benefit of CUA standardization was that users familiar with one GUI program could quickly be trained in how to use another GUI program, since they essentially behaved the same. Today, there are now different interpretations of the CUA standards as implemented by different computer vendors (Gee, what a surprise! ;-) Nonetheless, designing a GUI screen in accordance with accepted standards is preferred over developing of a screen without such standards.

DESIGN CONSIDERATIONS

Today there are some pretty slick tools to quickly build screens. Regardless of their capabilities, a developer should be cognizant of three basic design considerations: Layout, Data Entry, and Support:

A. Layout

The objective here is to make the screen "clean" and consistent. Too much detail makes the screen cluttered and abrasive to the end-user. When designing your screen, consider eye movement, eye strain and, where appropriate, add magnification. Here are some tips for consideration:

Alignment - there should be some simple symmetry to the screen. Disjointed alignment of fields, text, and images tends to alienate users. There should be a comfortable amount of spacing not only around the edge of the screen, but between sections of the screen. Because GUI windows can be resized (either maximum or to a height and width devised by the user), consider how the screen will look in either form. Borders are useful for defining sections on the screen, but be careful they do not become overbearing and distracting.

Zoning - this refers to the establishment of sections within the screen. This is useful if different types of users are going to be accessing the same screen, or if different sections serve distinctly separate purposes (thereby not confusing one with another). Borders and colors can be useful for distinguishing sections. In a GUI window, notebook tabs can be useful.

Flow - there should be an obvious flow to the screen that will naturally catch the user's eye and prompt him/her in the proper direction. Understand this, Western countries generally observe things from left-to-right and top-down; Eastern countries observe things top-down and from left-to-right; and Middle Eastern countries observe things from right-to-left and top-down. Also understand that the tab order of the keyboard provides direction for the user. As such, the tab order on a screen should go in a logical order and not jump around meaninglessly.

Type Fonts - use common fonts familiar to users. Fancy fonts may be impressive, but will they be supported on all of the computers where the screen will be accessed from? Commonly accepted fonts include Arial, Courier, Sans Serif, and Times Roman. Devise a standard font point size; 10 is generally agreed to be readable by the average person, but then again, will your end-user be an average person? Also, devise a standard scheme for upper-case and lower-case lettering and type styles (e.g., bold, italic); such subtleties will naturally attract the eye.

Colors can be helpful for highlighting sections, accenting required field entries, or for general appearance. Although colors can be helpful, they can also be distracting if they become overbearing. Be sensitive to color contrasts so the user can adequately read the screen. Also be cognizant of end-users who are might be colorblind.

Headings - screen headings should be placed in a standard position for easy identification by the user. A formal name and, where appropriate, a screen number should be clearly visible to the user.

Keyboard/mouse relationship - if in the event a computer mouse either breaks down or is simply not available, the user should still be able to execute the screen using simple keyboard commands. CUA standards are particularly useful in this regard.

B. Data Entry

The proper entry of data is just as important as the physical layout of the screen. Regrettably, many designers take a superficial approach to data collection and, consequently, a lot of time is spent later on cleaning up data in the data base. Considerable time can be saved with a little effort here in screen design. Your objective, therefore, is to produce a screen that will collect "clean" data (as opposed to "dirty" data that will have to be corrected later on).

Before embarking on screen design, the developer should be intimate with the data specifications. This can be obtained either from a good data dictionary/repository, or from the physical data base design. Basically, the developer is looking for the data element's:

- Length - the maximum number of characters which may be assigned to a data element.

- Class - the type of characters to be expressed; e.g, alphabetic, numeric, alphanumeric, signed numeric, etc.

- Justification - the alignment of data within a field when the number of characters is less than the length of the receiving field, e.g., left, right, around the decimal point.

- Fill Character - the character to be used to complete a field when the data item to be placed in the field is shorter than the maximum length, e.g., blank, zero, X, etc.

- Void Character - the character to be used when a data item's value is unknown or nonexistent, e.g., blank, zero, X, etc.

- Unit of Measure - the representation of numeric data, e.g., area, volume, weight, length, time, energy rate, money, etc.

- Precision - for numeric data, the number of significant digits in a number.

- Scale - for numeric data, the placement of the decimal point.

- Validation Rules - the specific values which the data element may assume, including default values. For example, Yes/No, specific codes or numbers to be used, editing rules, etc. This includes such things as the expression of dates:

20051211
December 11, 2005
12/11/2005
2005/12/11
11-DEC-05

- Generated data - quite often it is necessary to show computations based on primary values being inputted by the user. As such, it is necessary to know the data dependencies and the formulas for calculating the generated values.

- Program Label - although this will not be visible to the user inputting the data, the developer must understand how the data element is referenced in the data base.

NOW IS NOT THE TIME TO GUESS WHAT THE DATA DEFINITION IS; NOW IS THE TIME TO BE AS PRECISE AS POSSIBLE. Armed with this knowledge, the developer then determines the most suitable mechanisms for collecting the data; for GUI windows, this primarily includes such things as field entries, radio buttons, check boxes, selection lists, and text boxes. The objective here is to force the user to make correct entries as easily as possible. Some considerations:

- Mandate certain field entries be completed before allowing processing to continue. This can be done by: forcing the focus of the window to the field(s) requiring entry; attaching a "hot" color to required field entries (red) and; pop-up messages to prompt the user of problem entries.

- Automatically enter default values into field entries; this saves time for the user (as well as forcing proper entries). One good example of this is to have the user enter a Zip Code first, which should then automatically populate City and State entries.

- Check characters entered and automatically adjust accordingly. For example, automatically upshift or downshift characters - this is particularly useful when entering State Postal Codes (upshift), and entering e-mail addresses (downshift). Also, reject certain character entries and check formats.

- Make active use of selection lists, thereby forcing the user to select a choice from a prescribed list as opposed to typing an entry.

- Encrypt certain sensitive entries, such as credit card numbers and passwords.

- If your application is to allow Asian characters (e.g., Chinese, Japanese, or Korean), provide the ability to allow for the Double Byte Character Set (DBCS). For info, click HERE.

- Accommodate the expression of local units of measure, such as dates, times, money, etc. This "personalizes" the screen for the user.

- Depending on the situation, provide or negate the use of the computer's clipboard for field entries.

- Where applicable, provide for data entry using voice/speech-type dictation.

Finally, format the collected data to suit the targeted physical data base.

By making data entry "foolproof" you will be saving a lot of time and effort for the end-user, the DBA, and yourself.

C. Support

To minimize user confusion, be sure to include sufficient Help text and messaging facilities into the screen. Too often I have seen screens with little support in this regards. Again, CUA standards should be observed whenever possible.

Help Text - should be provided for:

A. The screen overall - explaining its overall purpose, who should be using it, and how the data will be processed (its behavior). The Playscript language technique for writing procedures is particularly useful in this regards (see "References" below for details).

B. The various sections of the screen sections (if multiple sections).

C. Field entries - showing the name of the field entry, input specifications, along with some sample and suggested entries. If a generated value is displayed, explain how it is computed (from other field entries).

"Help" push buttons on the screen are helpful, but everything should be related to the F1 Help key, particularly field entries. Further, all screens should feature a Help action-bar-choice which includes an Index of subjects, and "About" (identifying the name and version of the software in use).

Messages

Messages basically come in three forms: Informational (requiring no action), Warning (that a potential problem might exist), and Error (prohibiting processing). All messages should be clearly written and easy for the user to understand. For warning and error messages, do not simply report a problem to the user, but also advise him on what he should do about it. In other words, point him in the right direction and don't leave him hanging.

CONCLUSION

Good screen design requires a developer in tune with his intended audience and who can create a simple and effective solution that is easy for the user to execute, yet promotes the collection of "clean" data. The developer must strike a careful balance between what is graphically elegant and what is practical for the user to use.

One element of design that is alluded to in this discussion is the development of universal systems whereby screens can be translated into foreign languages. There are some simple tricks for doing this. Be sure to read: No. 03 - "Creating Universal Systems" - Dec 20, 2004

Above all else, the developer should observe all pertinent design standards when creating screens. As mentioned earlier, users will be more likely to accept and implement new programs if their design is similar to programs they are already familiar with. The need for standardization cannot be stressed enough. To this end, some companies even go so far to devise a library of standard screen templates for developers to use. This does two things; it helps enforce design standards, and; it expedites the development of the screen. But in the end, successful screen design is based on how well the developer knows both the user and the data.

OUR BRYCE'S LAW OF THE WEEK therefore is... "Successful screen design is based on how well the developer knows both the user and the data."

"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 "LA-LA LAND"

I've got an artist friend who has gained notoriety for his illustrations which have appeared in all kinds of magazines and books. I'm sure you would recognize his work if you saw it, and you would probably recognize his name if I mentioned it, but I hesitate to drop it here as I want to protect his anonymity. Nonetheless, he is an old friend who I went to school with and we have remained close over the years. I remember him telling me a story of his early days when he was getting started; at the time, he was often contracted to draw amusing political illustrations. During the Bush/Quayle years, he was told to make Dan Quayle look "dumber." But early on in the Clinton/Gore years he was asked to draw an illustration of Al Gore by the same publisher. When he made Gore look as "dumb" as Quayle, the publisher took offense and said, "Okay, you've gone too far this time; make Gore look smarter," which he dutifully did.

But this is not about whether the media is liberal or conservative; its about the sheer power of the media itself, television in particular which has become our social conscious. Regardless if they are reporting news or trying to entertain us, the intent of the media is to shape our minds and opinions.

Sometimes the attempt to influence us is very open and forthright, but most of the time it is very subliminal. Through subtle suggestion, we are now being told what is fashionable, socially acceptable, and politically correct. Morality is whatever the media says it is. For example, I remember a time when you were never allowed to discuss prophylactics or feminine hygiene. But today, we have gone way beyond this to Viagra and Cialis. I'm really not a prude, but somehow I don't think I need to hear about the dangers of a four hour erection.

Years ago, we relied more on the printed word and social interaction with our peers, but today there is an aversion to reading and we're becoming more socially dysfunctional as our technology grows.

Today, the media does our thinking for us and our society is run by polls, not by principles or moral conviction. Understand this, the media can make the polls look any way they want them to, simply by adjusting their programming and sending out subliminal messages to the masses. For example, if you tell someone that something is wrong enough times, that it is the general consensus, eventually they will believe it.

But one has to wonder why they want such control? And the answer is simple: they are in the business of making a buck. The more you can stir things up, the better. Let us not forget the lesson publishing mogul William Randolf Hearst taught us about a sensational press. Does anyone remember the Spanish-American War he helped create? The media makes its money off of political intrigue. To illustrate, during this past election we saw $2 billion go into the television coffers; a record sum, and you have to remember this was only a mid-term election. If there was no political intrigue, there wouldn't be any money. Consequently, it is in television's best interest to stir the pot; controversy is good business. If the conservatives are in, the media becomes very liberal. And if the liberals are in, they suddenly become conservation. Gee, what a surprise.

The advertisers could stop all of this if they wanted to, but they won't. They know the media is on to something and rely on their expertise to shape the minds of the public. No, it is the consumers who are responsible to say enough is enough, but as we all know, we tend to behave like lemmings and accept whatever we are told to do, which is why I call television "La-La Land."

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 Martin Dimaond in Ohio who wrote me regarding last week's essay, "Estimate To Do vs. Percent Complete."

Martin writes:

"What are the problems with implementing the concept of Estimate to Do?"

Thanks Martin for your note,

As I indicated in the article, critical to making this work is to get the worker to engage his/her brain and accurately input the amount of time remaining to complete a task. I have seen on more than one occasion where workers simply want the computer to automatically enter the amount of time spent against what was estimated. That is not the intent. Instead, we are asking them to get involved with the estimating and reporting process, something they are not used to anymore. Some people just want to disengage their brains and have the computer update the Estimate to Do for them. That is just plain lazy and irresponsible thinking. By asking for their input, management is trying to get the worker more involved with the process and make them more committed to the success of a project. And it all begins by asking, "What do you think?"

One of the reasons people like "percent complete" is because management tends to establish an unrealistic completion date, then works backwards to figure out what is necessary to accomplish it (usually too little, too late). With an inflexible schedule in place, they are only interested in "percent complete." As my essay said, they get to 90% complete in no time, but that last 10% ultimately kills them.

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.

This is Tim Bryce reporting.

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

END

January 22, 2007

"ESTIMATE TO DO VS. PERCENT COMPLETE"

Some time ago I was visiting with a government agency in the western United States who was developing a new system for modeling highway construction. When I asked the Project Manager about the status of the project, he told me they were stuck in the development of a key sub-system that maintained the files, but his people assured him they were 90% complete and expected to overcome this hurdle shortly. I returned about four months later and met with the Project Manager again who told me they were still 90% complete. This surprised me and I asked, "Wasn't this where you were four months ago?"

He informed me the project team had run into some technical glitches but assured him everything was back on track and they were 90% complete.

I didn't visit the agency again for quite some time, about a year. When I returned, the Systems Manager told me the project had stagnated and, as such, he had to shake up the project team, including the appointment of a new Project Manager. I met with the new Project Manager who proudly informed me the sub-system was 90% complete.

Last time I checked with them, which was a few years ago, the sub-system was still 90% complete.

This story illustrates the problem with reporting project status using the "Percent Complete" technique. The project may be 90% complete, but that last 10% will kill you.

The fact that we are using a percentage implies some form of calculation. Regrettably, "Percent Complete" is reported as a wild guess (a primary value) as opposed to any precise computation. It also implies "Percent Complete" is not a realistic means of reporting the status of a project, phase, or task; it is simply "guesswork."

MINI-PROJECT MANAGER CONCEPT

I have discussed the concept of the use of time and the "Mini-Project Manager" concept in the past; see:

No. 09 - "Managing from the Bottom-Up" - Jan 31, 2005

In essence, the concept seeks the active participation of the individual worker in the preparation of estimates, the execution of their duties, and the reporting of time. Employees are empowered with project activities and held responsible for their actions. This is a "bottom-up" approach to management as opposed to "top-down" where the worker's input is not solicited. Under this scenario, the workers prepare the estimates for their project assignments, thereby expressing a personal commitment. This estimate is then used to calculate schedules and resource allocations.

As workers proceed with their assignments, they should report the time expended and periodically (e.g., weekly) assess the remaining time to complete the assignment or as we refer to it as "Estimate To Do" (ETD). This ETD is their personal assessment of the remaining work and it is not automatically deduced by subtracting the time worked from the original estimate. Perhaps this will be the case, perhaps it will not. Let's demonstrate how this works in practice:

Original Estimate: 100 hours
Time Reported for Week: 30 hours

Perhaps the worker will have 70 hours remaining on the assignment, and perhaps not. Perhaps the worker will find the assignment is more difficult than originally anticipated and declare there is 136 hours remaining. 136 + 30 = 166 hours total which will, in all likelihood, have an adverse effect on the worker's schedule (which may, in turn, effect other worker's schedules - a "chain reaction"). Conversely, the worker may find the assignment easier than anticipated and declare there is only 20 hours remaining. 20 + 30 = 50 hours which will also affect the worker's schedule (and others). Obviously, if the "Estimate to Do" becomes larger or smaller than anticipated, the original estimate should be revised.

What makes this work is to delegate authority and have the worker prepare responsible estimates, accurately report time, and carefully provide an assessment of the remaining work. If this is done properly, we can then accurately CALCULATE "Percent Complete": (Time Spent X 100) / Estimate

DEFINING PROJECT ASSIGNMENTS

This brings up another important point: Never devise a project assignment without a measurable deliverable to substantiate completeness. It has either been done, or it hasn't.

"It ain't over till it's over"
- Yogi Berra

Wishy-washy defined assignments will produce wishy-washy results. If you cannot substantiate the deliverable, you will never know if it has been successfully completed. For example, if a computer program needs to be produced, spell out its specifications. A worker can hardly be expected to produce an accurate estimate based on vague generalities.

CONCLUSION

Today, there are several Project Management packages on the market. Many offer fine facilities for defining work breakdown structures and dependencies, scheduling, and project reporting. But be wary of those packages that record "Percent Complete" as a primary field entry entered by the worker. This will lead to erroneous conclusions in terms of project status.

The "Mini-Project Manager" concept is concerned with creating responsibility and gaining commitment from workers. As such, it is more conducive to a Theory Y participatory management philosophy as opposed to a Theory X dictatorial approach. It seeks to empower workers and create a sense of project ownership. This is done by having workers participate in the estimating process, reporting time, and assessing the remaining work effort. If we want workers to behave like responsible professionals, we have to treat them as such. But it all begins with a simple premise, that the worker is mature enough to assume responsibility. Bottom-line, we have to recognize that we accomplish projects through people. Further, a project will only be accomplished if the individuals performing the work want to do it. If we engage the worker in the planning and execution of the project, the greater our chances are for success. This can be accomplished simply by asking the worker, "What do you think?"

For additional information, see:

No. 17 - "Taking the Mystery out of Estimating" - Mar 28, 2005

"PRIDE" Project Management

OUR BRYCE'S LAW OF THE WEEK therefore is... "We accomplish projects through people."

"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 "ARMADILLOS"

As you grow older and have a family, you inevitably find out that Dads are saddled with the dirty jobs in a household, be it swatting a spider, fixing a clogged sink, changing a tire, or whatever. I guess it all goes with the territory. I've got a new one though that I would like to add to the list, namely eliminating armadillos; you know, those little critters with cute pointy ears shaped like an armored tank. When I was younger I couldn't understand why people liked to run them over with their cars. In Texas for example, I think its the national pastime. But now I think I understand why.

Prior to moving to Florida years ago, I had never seen an Armadillo up close and personal. But over the last few years I have had to do battle with them on more than one occasion. They're actually pretty destructive little critters that can easily dig up your yard and burrow under your house. And no matter how hard you try to get rid of them, the more determined they try to pester you. For example, when all you do is shovel the dirt back into the armadillo's burrow, they will simply come back and dig it out again. I also tried to fill it up with rocks and other debris, but the armadillo digs them out as well. I even went so far as to try and put some of my pool chlorine pucks into the hole, thinking the smell would discourage them. Nope, they have no problem with it. Frankly, I suspect they munch on the pucks like crackers.

A little known fact about these critters is that they are one of the few animals that can spread leprosy. This makes the job even dirtier as you don't want to physically touch them. I can't shoot them either as you are not allowed to discharge firearms in my area. So what do you do? As for me, I got a box-like metal trap about four feet in length and one foot in height and width. I've discovered you don't have to bait these traps either; besides I'm not quite sure what armadillos eat other than grubs. But I've discovered if you set the trap in an area they frequent, they will simply walk into it and trap themselves. I guess they're not that bright.

Then comes the problem of disposing of the armadillo. I've seriously thought of drowning them by throwing them in a nearby lake while they are still in the cage, but I guess I didn't want to foul the lake. Instead, I usually drive them out into the country where I release them. I guess I owe a lot of farmers an apology. I sometimes wonder if the armadillo I just released will try to return home to my property, but I think the chances of this are slim to none. Why? I guess its because of all of the armadillo carcasses I see on the highway coming home.

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 Kurt Davis in Cincinnati who wrote me regarding last week's essay, "What Ever Happened to Ergonomics?"

Kurt writes:

"I was surprised by your comments regarding the differences between executing a program using a command language versus the use of a Graphical User Interface. Could you explain this a little further?"

Thanks Kurt for your note,

Understand this, a Graphical User Interface (or GUI) does nothing more than issue program commands behind the scenes. The benefit of the GUI is its ease of use, not necessarily its performance. For example, if you are intimate with a command language, you can easily outperform a GUI based program. Its like the difference between speaking a foreign language like Spanish or Italian, and having to look up the words in a dictionary or, even better, a translation tool. The more intimate you are with the language, the faster you can communicate withough having to wait on the dictionary or tool, regardless of how easy they may be to use.

I hope this helps.

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.

This is Tim Bryce reporting.

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

END

January 15, 2007

"WHAT EVER HAPPENED TO ERGONOMICS?"

The term "ergonomics" was coined back in the 1980's and when it was first introduced there was a voluminous number of books and articles written and seminars conducted on the subject. In a nutshell, ergonomics is concerned with adapting our physical work environment to suit the needs of the human being, not the other way around. The theory here is if we, as human beings, can easily adapt to our physical surroundings, the better we can accept and implement our work environment. This is a valid point which should be considered in any systems development undertaking, large or small. In reality, the concept is an old one as it was used by "Systems & Procedures" departments which predated the introduction of commercial computers in the workplace. But it was in the 1980's where the concept was reborn and renamed "ergonomics." This resulted in a movement where we reconsidered the design of everything from computer screens (the advent of the Graphical User Interface or "GUI"), keyboards, office furniture, etc. Ergonomics is still with us but you don't hear too much about it anymore. Perhaps it was nothing more than a passing fad. I certainly hope not.

Ergonomics is applied when we move from logical design to the consideration of the most suitable physical implementation. In "PRIDE"-ISEM, this occurs in Phase 3 "Sub-System Design," which is where we design the physical implementation of the business process, including the human/machine interface. During this phase we will, of course, consider such things as "Methods of Processing" (work dependencies consisting of sequence, iteration, and choice) as well as the volume of transactions to be processed. But more importantly, we have to consider the most practical and cost effective solution for implementing the sub-system. It is here where we must consider the human being. A poorly designed and programmed system that can be easily used is far better than an elaborate system that alienates the users. Obviously, the objective of system developers is to produce a superior system that is easy for the users to implement and use.

HUMAN APPEAL

In order to devise a suitable physical implementation, consideration must be given to the intelligence level of the humans who will implement the business process. To illustrate, I know of a popular electronics retailer who devised a totally new system for their service shops across the country. The idea was to give the store clerks easy access to reference products, parts and warranties. Prior to this, the service shops relied on massive printed catalogs which, although they were accurate, required considerable time to lookup components and warranties. The company wanted to expedite this process thereby improving customer satisfaction. As a result, they devised an elaborate system involving robust screens with computer graphics, and a mouse. True, the system could rapidly access data, but it tended to intimidate the clerks in the service centers (most did not have the inclination or temperament to use a computer). So much so, they refused to use it, opting instead to use their old catalogs. The new system quickly died a painful and expensive death. In this instance, the company failed to recognize the intelligence level of the clerks and their adaptability to new technology. Many such snafus can be found in the corporate world, all because developers failed to recognize the intelligence level of their targeted users.

In addition to the user's intelligence level, developers should take into consideration the human senses: hearing, seeing, touch, taste, smell. For example, what is the point of devising an elaborate color scheme for screens or forms if there is a possibility that someone may be color blind? Or to add audio responses to computer prompts if the person is either hard of hearing or the device is placed in a noisy environment? Systems are for people, not for the computer. If people cannot assimilate new technology or find it awkward to use, they will resist it wholeheartedly.

LEARNING AND OPERATING

There are two basic requirements for making something ergonomically correct: It must be easy to learn and it must be easy to operate. The features required for learning a new tool or technique may or may not be the most appropriate for routine operations. For example, "menus" and "windows" are very easy for users to learn and understand initially since they can guide users through a process while sitting in front of a screen. However, in normal operation, the need to step through a number of menus to achieve a goal can be extremely frustrating and deemed a considerable waste of time by the user.

Ergonomics involves any equipment, furniture or supplies to be used in performing the work. Designing an office layout is just as important as the equipment used. Because systems affect the human senses, the Systems Engineer should consider such things as lighting, posture, sound, hand and eye movement, etc., all of which directly affects the workers.

Facade should not be confused with substance. Ergonomics is much more than being "on-line" to a computer with elaborate color graphics. It is a matter of determining and implementing the technology to suit the users. This requires a combination of skills in industrial engineering and industrial psychology. Industrial engineering provides for the synchronization of the work flow. Industrial psychology provides for the human element to be factored into the design while the system is being built, not added on later.

PHYSICAL DESIGN CONSIDERATIONS

In terms of equipment, there are many tools for the user to operate such as monitors, keyboards, printers, scanners, microfilm/microfiche readers, multimedia equipment, computers, etc. There is often a tradeoff between a device's ease of use and its functionality. Quite often, the simpler the device is to use, the less capability it may have. The following is a partial list of devices commonly used:

1. Keyboards - System designers should be aware if the users are sufficiently proficient at using a keyboard for a particular use. Not all applications require massive typing, most just require short and simple keying. The keys themselves should be evaluated; do users prefer a flat touch panel, or the traditional keyboard with individual keys? Ultimately, it depends on the functions desired and who will operate it. Touch panels can be extremely efficient for simple operations. However, the traditional keyboard is more desirable for more complicated operations. Also, a key click response is desirable to acknowledge the key stroke.

2. Mouse, Joystick, and Pen based entry - these are effective devices for simple operations but are questionable for major production purposes (where they can actually become annoying). This is why programs are usually written to accommodate multiple input devices, such as for both a mouse and a keyboard. Perhaps the best application for these type of devices is in the area of graphics.

3. Optical Scanners - These are tools that are widely used in retail, inventory, shipping, and other routine tasks. However, there is little point to these devices if they are highly susceptible to error, requiring corrective keying. As easy as these tools are to use, it ultimately depends on the application to determine their practicality.

4. Voice Recognition - This is a field still in transition. Although it holds great promise for the future, there are currently only a few practical applications. Voice recognition systems are heavily dependent on voice tone and inflection. Speech must usually be very specific and precise, which is often difficult for people to adapt to.

5. Buttons and switches - In general, buttons and switches are very easy to use if properly labeled. However, like touch panels they have limited functions, sometimes serving a single purpose.

6. Manual Forms - Paper documents are one of the easiest forms of media for users to understand. This is because offices have operated with paper systems for years. However, forms can alienate users as easily as any other media if poorly designed. The emphasis of forms design should be on simplicity, not complexity. Fields must be self explanatory or must include some form of instructions. Screens are merely electronic analogues of paper forms. They have some advantages and disadvantages to manual forms. Systems Engineering should know the differences. Use company standards for designing forms. In general, use the following list as suggested guidelines. Many of these guidelines relate to screens as well as they do to manual forms and printouts.

* Design the form to be easy to read and use. "Cluttered" forms that are difficult to read and use will alienate users and cause irritation.

* Do not design the form to the edge of the paper. Leave a margin for printing. A 1/2" margin is good; 3/4" is better.

* "Zone" the form by the records and/or the people who will be using the form; e.g., shipping, accounting, inventory, sales, etc., and by the sequence by which it is completed.

* Place the form name and number in a standard position, one that would be easy to read when paging through copies. Several companies use the upper-left hand corner as their standard.

* For forms requiring typing or keying, determine the column alignment required for the machine to be used. Minimize as many keystrokes as possible when designing the form.

When using computer screens, there are several options available for design:

1. Menus - Because of their emphasis on simplicity, menus generally offer limited functions; e.g., maintain files and generate outputs. They can be designed several ways: by the output or input to be used; by the sub-system or process to be executed; by the person having to execute the process; or combinations of the above. But it should be noted that menus are tailored more for the user than they are for system functions. As a result, they may not be as efficient as other approaches.

2. Command Language - In contrast to menus is the command language approach which is aimed at greater functionality and speed. When complicated and diverse operations are required, a command language provides the greatest form of flexibility and efficiency. It allows the user to perform their duties in the fastest amount of time. As with any language though, it may be difficult for the user to learn. As such, there must be great care in the vocabulary selected. Cryptic commands may produce cryptic results. Data validation and "help" explanations are highly desirable features for a command language.

3. Graphical User Interface (GUI) - this is like having a combined form of Menus and Command Languages. This type of interface, which is normally provided on PC's, provides screen panels, windows and other conventions (action bars, pull-down-choices, checkboxes, push buttons, etc.) which the user will interact with to submit commands. The GUI provides the same type of structure and facilities as used with menus, yet provides the user with the freedom to perform different functions rapidly as under a command language.

WRITING

Ergonomics is also closely related to writing procedures for people, be it in paper form or as help text on the computer. Writing instructions for the human-being is just as difficult as writing instructions for the computer, perhaps more so. As a machine, the computer will do whatever it is instructed to perform, right or wrong. But the human-being is much more complicated, emotional and ambivalent; we tend to think or not think whenever it suits us. Being able to write effectively for users is a rare talent in this day and age.

For more information on writing for humans, see:

"PRIDE" Special Subject Bulletin No. 38 - "The Language of Systems" - Aug. 22, 2005

CONCLUSION

The concept of ergonomics can trace its roots to the old "time and motion" studies as practiced by Industrial Engineers of bygone years. During this period, the emphasis was on work measurement and work simplification. Systems and procedures were devised that, evn though they were manually implemented, considered human intelligence and senses. As computing evolved during the 1950's, 1960's, and 1970's, there was little concern for the people-side of processing. Instead, the emphasis was on the computer itself. But as computers became more affordable and easier to use, they spread to the four corners of the corporate world. Inevitably, developers became to question how to best apply them as a working tool for business and, hence, ergonomics was born (or perhaps "reborn" is more appropriate).

Ergonomics is as valid a concept today as it was in the 1980's (or before). Any developer who ignores it is asking for trouble. Forgetting the human-being during design will cause the human-being to forget the system at time of startup; it will be DOA, "Dead On Arrival." Do not take the human-being for granted.

OUR BRYCE'S LAW OF THE WEEK therefore is... "Forgetting the human-being during design will cause the human-being to forget the system at time of startup; it will be DOA, Dead On Arrival."

"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 "AIRPORT ARRIVALS"

Over the holidays I had occasion to visit Tampa International airport a couple of times to pickup people visiting with us. I really like Tampa airport and it is often rated highly as one of the better airports in the country. Nonetheless I have noted another change in our culture simply by visiting the arrival station of our airport. It used to be meeting someone at the airport was a joyous occasion and the whole family would come out to meet a loved one. No longer. People loathe going to the airport. We now have incredible traffic problems simply due to the security measures enacted to stop wackos from blowing up the airport. Its not uncommon to circle the airport numerous times before our party comes out and has to jump in the car, sometimes while the car is still moving. Frankly, I think its kind of funny to watch.

You can't park at the arrival section anymore either. Tow trucks are ever on the alert for anyone who stops for a couple of seconds to see if their party has arrived. If by chance you are lucky enough to stop and get out of your car, the bomb squad is called with dogs sniffing everything from under your car to your crotch.

Traffic cops now blow their whistles nonstop to keep you moving along in a mad frenzy. Don't try to stop and ask them a question though as they will blow the wax out of your ears.

Cell phone lots have been developed so you can wait off-site from the airport before your party comes out. I guess this is a good idea for everyone who has a cell phone, except me, which is why I take my chances circling the airport. I kind of feel like I'm in the Indianapolis 500 as I traverse the track around the airport, with people dodging and weaving between cars. When I do stop to pick someone up, it feels like I'm making a pit stop and my party has scant seconds to get in the car before I'm forced to race off.

Like I said, I used to love going to the airport but now find it exhausting.

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 Jon Harris in New York who wrote me regarding last week's essay, "Protecting Intellectual Property."

Jon writes:

"I enjoyed your essay; it cleared up a lot of misunderstnadings I had. One question though, how does a company protect itself from theft?"

Thanks Jon for your note,

The answer, unfortunately, is that you cannot produce a foolproof system to protect your company from the misappropriation of your intellectual property. The only thing you can do is educate your employees, iterate your position on Intellectual Property, and keep your eyes open. As I mentioned in the essay, you may also want to have your employees sign an agreement not to misappropriate such property, thereby putting them on notice. It is also not a bad idea to incorporate the use of Intellectual Property into your development standards, particularly the use of copyright notation on documentation and in program source code.

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.

This is Tim Bryce reporting.

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

END

January 8, 2007

"PROTECTING INTELLECTUAL PROPERTY"

The protection of intellectual property should be a significant concern to all Information Technology organizations. Without protection, commercial hardware/software vendors would quickly evaporate as others would inevitably steal their designs and programs. Corporate developers would also suffer if their ideas, inventions, and programs were misappropriated thereby causing them to lose their competitive advantage. In fact, our corporate landscape and standard of living would be radically different if we had no such protection. Fortunately, the framers of the U.S. Constitution were wise enough to implement legislation safeguarding the authorship and ownership of literature, art, and inventions, thus causing the United States to flourish in the arts and sciences. But the advent of the computer caused us to reconsider how we safeguard such property. For example, the concept of a computer program has been a bit nebulous to some people; should the source code be protected by copyright? What about the object code (executable)? Attorneys have been debating this subject over the last thirty years and there is still general confusion in the field.

In 1974, MBA embarked on our own lawsuit to protect the "PRIDE" methodology. This was a lengthy legal battle which took the courts into unchartered waters. At the time, "PRIDE" was nothing more than a methodology implemented with printed manuals and forms (no software support at the time). To safeguard our product, our lawyers drafted a standard nondisclosure agreement which all prospective buyers would sign prior to our sales presentation. Further, our contracts included similar verbiage instructing the customer to safeguard the physical embodiment of the product and not to divulge it to unauthorized third parties.

We were contacted by Arthur Young & Company in 1974 to conduct a "PRIDE" sales presentation for one of their consulting clients in Milwaukee, Wisconsin; the Harley Davidson Motorcycle Company (then a division of AMF). The attendees signed the nondisclosure agreement and the presentation was conducted as usual. Following the presentation, MBA was informed that Harley wouldn't be purchasing our product, and that Arthur Young would be developing a similar methodology for Harley instead. This made MBA suspicious, particularly since one of Young's consultants was a former "PRIDE" user. Consequently, MBA initiated a lawsuit over misappropriation of trade secrets.

This turned into a long and ugly legal battle which lasted eight years. Basically, the lawyers for the opposition contended that since the "PRIDE" materials had copyright notation printed on them, they were in the public domain. In contrast, it was our contention that "PRIDE" was a trade secret. In the end, we won the lawsuit and "PRIDE" was proven to be a trade secret in a court of law. This litigation established many precedents and is often referenced in similar cases; for additional information, see:

Chicago-Kent College of Law

Library Law

Many years have gone by since the verdict was passed. In 1989, Arthur Young & Company merged with Ernst and Ernst (now called Ernst & Young), the principals of the case have moved on and we no longer bear any ill-will towards the company. Further, "PRIDE" was placed on the Internet in 2004 (with copyright notation).

As a result of the lawsuit, MBA learned a lot about the protection of intellectual property. I may not be an attorney, but you may look upon this as a convenient primer to protect yourself.

COPYRIGHTS

Copyrights are primarily concerned with the authorized reproduction of such things as text, graphics, music, and audio/video recordings. As such, it protects publishers, authors, artists, and designers from unauthorized republication or redistribution of their work. Not too long ago, in order for a copyright to be enforceable, it had to be registered with the copyright office. However, the laws were somewhat loosened in 1976 whereby copyright protection is now effective from the moment the work is first created in fixed form. Although the use of copyright notation is no longer mandatory, it is highly beneficial to include it whenever possible to indicate your work is protected by copyright. Notation typically appears as:

Since computer program source code is written as text, it is a wise idea to add such notation in the source code. But understand this, copyright only protects the work from unauthorized reproduction, it does not protect the author's ideas (which is how the lawyers of Arthur Young argued against us). Although the exact source code cannot be reused, it does not protect the logic of the program. To illustrate, suppose a new employee brings with him some source code from his last place of employment. Copyright protection would prohibit him from reusing the source code, but it wouldn't stop him from using the ideas contained in the program. Unfortunately, most programmers do not like to reinvent the wheel and, as such, frequently reuse source code over and over again. From this perspective, probably every company with an I.T. department is guilty of some form of copyright infringement.

TRADE SECRETS

A trade secret is much different than a copyright. Basically, it represents some unique formula, design or idea. Perhaps the best known example of a trade secret is the Coca-Cola syrup formula which is strictly protected in a vault. There are essentially two elements for establishing a trade secret; first, that it is a "unique" idea or formula, that it has distinguishable characteristics or properties to differentiate it from others, and; second, that you can demonstrate you are taking effective safeguards to protect it from unauthorized use (hence, making it a "secret"). In the lawsuit over "PRIDE", we were able to successfully demonstrate that "PRIDE" was unique and that we had taken adequate steps to safeguard unauthorized use (our nondisclosure agreement).

PATENTS

A patent is similar to a trade secret in that the inventor has a unique idea or device he wishes to prevent others from producing. To implement a patent, the idea or device must be registered with the U.S. Patent and Trademark Office. A registration process is required which includes a fee. For an invention to be patented, it must be proven to be unique, useful, and not of an obvious nature. If a patent is granted, the inventor is protected from others producing a similar invention for a limited period of time (20 years). The patent is renewable at the end of this period.

The computer field makes active use of patents to establish unique inventions and protect them from others For example, IBM typically registers the most patents each year, both hardware and software.

TRADE MARKS/SERVICE MARKS

A trademark is an arbitrary word, name, symbol, or device used to distinguish a particular product. A service mark is similar except it is used to distinguish a particular service. For example, "PRIDE" is the registered trademark of M&JB Investment Company.

Like a patent, the trade/service mark has to be registered with the U.S. Patent and Trademark Office. And, Yes, a registration fee is required. Notation normally accompanies the trademark to indicate it is registered ®. Use of such notation should be encouraged so that others know your product or service is a trademark.

A trade/service mark means no other company can use it to offer a competing product or service unless authorized by the company holding its title. As such, it is closely related to the integrity of the title company. If a competitor uses it, the public will assume they are somehow aligned with your business and, as customers of your competitor, are entitled to the same level of service or quality your business offers. If the competitor fails in this regards, it is a reflection of both your product/service and your company which could damage your business.

CONCLUSION

When MBA was founded, we were very lucky to get good, sound legal advice for protecting our intellectual property. Because of this, I encourage anyone concerned in this regard to seek such advice from a qualified attorney.

Another way to assist in the protection of your intellectual property is to enact some form of employee agreement, whereby the employee agrees not to misappropriate your products (such as designs and software), or use other intellectual property without expressed authorization. This puts your employees on notice.

Devices such as copyrights, trade secrets, patents, trade/service marks are very helpful for preventing the unauthorized use or distribution of your products. However, if someone really wants to pirate your products, they will. When you catch someone in the act though, try to give them a way out. I always recommend that you try to avoid litigation whenever possible. I find such lawsuits primarily benefit the attorneys and nobody else. But if your livelihood is genuinely threatened, as ours was, then you have no alternative but to use the full force of the law.

OUR BRYCE'S LAW OF THE WEEK therefore is... "Lawsuits primarily benefit the attorneys and nobody else."

"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 "COWARDS ON THE INTERNET"

Like many of you, I participate in a variety of Internet Discussion Groups, blogs, and other such forums. These groups represent a variety of interests and different types of discourse. I've noticed though that regardless of the type of forum, few people like to identify themselves by their proper name. Instead, they use a lot of aliases, such as the names of characters from movies, comic books, mythology or perhaps a buzzword from their favorite hobby; anything but their real name. People will also associate an icon with their name, and No, it is not their photograph but rather some other bizarre image or character. The names and icons can be rather clever, but I find it a bit disturbing that people are trying to cloak their identity at all. Maybe its because they're afraid someone will try to steal their identity or begin to stalk them on the Internet. Perhaps. But I tend to believe the real reason people seek anonymity on the Internet is so they can sling mud and venom in the discussion groups without being identified. Its interesting, in these groups people will say things they would never dare say face-to-face with another human being. Because of this, I call such people "cowards" as they are unwilling to properly identify themselves and observe proper decorum. Instead, they relish in being obnoxious and disrupting the harmony of a group. They prefer a juvenile free-for-all as opposed to honest and civil discourse. Further, their negativity can be infectious which has a tendency to create lynch mobs. I'm convinced if people behaved in real life as they do in Internet discussion groups, the country would be nothing more than one big barroom brawl.

Maybe this is another small sign of the social deterioration of the country. We now have a tendency to speak before we listen or think. And because people now use a form of shorthand in their on-line correspondence, they have forgotten how to properly articulate an idea or a response. Instead, they go for the jugular. Again, I don't believe this is how people would dare communicate one-on-one. If they did, there would be a heck of a lot more people with black eyes.

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 Jeff Fabor in Wyoming who wrote me regarding last week's essay, "Ruptured Stalkthrus - Why Reviews are so Important."

Jeff writes:

"Incremental reviews sounds like a bit of overkill doesn't it?"

Thanks Jeff for your note,

It depends on the scope of your project. If you are trying to build something small and insignificant, you won't have that many reviews. But if you are doing anything of substance, such as a major systems development effort, communications becomes critical and you must have consensus before getting too deep into the detail. Such reviews are actually quite common, particularly in engineering, construction, and manufacturing. Why should systems development be any different? It promotes design correctness and customer satisfaction. As I said, it depends on the scope of what you are trying to build.

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

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

This is Tim Bryce reporting.

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

END

MANAGEMENT VISIONS

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