June 4, 2007

"ARE I.T. WORKERS BLUE COLLAR?"

"Are I.T. Workers Blue Collar?" Interesting question. I was recently asked this by some executives who were concerned with improving the productivity of their I.T. departments. I asked them to explain why they thought this way. They contended their I.T. people (e.g., analysts and programmers) exhibit a lot of blue collar characteristics, e.g., repetition in types of work performed, they do not dress or act like professionals, and regularly punch in and out of work with little interest in going above and beyond the call of duty. I countered there were two other aspects to consider: first, blue collar workers tend to perform manual labor, and; second, they are nonexempt workers who are paid an hourly wage. Also, they tended to be less educated than white collar workers. They told me I was being naive; that blue collar workers can perform technical tasks as well as manual tasks, such as those found in manufacturing and assembly; and although they are classified as exempt workers paid a salary, they tend to behave like hourly workers instead. Further, there are plenty of blue collar workers who were just as educated, if not more so, than a lot of the programmers and analysts on their staffs. One executive even went so far as to tell me about a couple of craftsman machinists he had with MBA degrees. Frankly, I had a hard time refuting their arguments. This is actually an old concept, one which I haven't heard in quite some time, back to the 1980's when there was talk of unionizing programmers. Nonetheless, it should cause us to pause and think how I.T. people are regarded in the board room. To me, it suggests a credibility gap between management and I.T. and helps explain why a lot of jobs are being outsourced. In recent years I have met a lot of people who have abandoned corporate I.T. shops and have opted to become consultants instead. Its not that they didn't like their companies, they simply became disenchanted with how I.T. departments were being run, read the writing on the wall, and figured it was time to bail out before they were outsourced. So who is at fault here, management or I.T.? If management truly perceives I.T. workers as blue collar, than there will be a great temptation to give the work to shops overseas at greatly reduced costs. There are those in the I.T. field who believe unionization is the route to take. As far as I'm concerned, this would be the kiss of death to corporate I.T. shops as executives would rather outsource than be held hostage to a union. Instead, I believe I.T. workers should do some soul searching and ask themselves how they can differentiate themselves from their foreign counterparts. Technical knowledge alone will not do it any longer. Outsourcers have already demonstrated their technical skills are on a par with ours. No, the answer is they must demonstrate how the I.T. department adds more value to the company than an outsider can. This means they have to become more serious about their work and produce better I.T. solutions more quickly, correctly, and less expensively. Anyone can apply quick and dirty Band-Aid solutions. What is needed is a higher caliber of professionalism and improved skills in management. The I.T. workers have to work both harder and smarter. In other words, job assignments have to be performed in a more professional and craftsman-like manner (methodically with a quality consciousness). This requires a more disciplined, organized, and professional attitude which is the exception as opposed to the rule in a lot of I.T. shops today. If I.T. can demonstrate they behave more like white collar professionals, executives will become dependent on them and will be less likely to outsource their jobs. Ideally, you want to hear executives say, "I can't live without these guys (the I.T. department)." But if executives perceive you, the I.T. worker, as nothing more than a blue collar worker, than your story is told. Think I'm kidding? Consider this, I know of a large manufacturing company in the U.S. Midwest who had a pressing I.T. project not long ago. Knowing he was short on staff, the CIO appealed to the executive board for additional funding for more personnel. Basically, the board gave the CIO carte blanche to hire as many people he wanted at generous wages, with whatever job title the workers wanted. But the CIO was explicitly told, "When the project is over, fire them." Do you think these executives had a high regard for I.T. people? So, are I.T. workers "Blue Collar"? Look in the mirror and you tell me.

OUR BRYCE'S LAW OF THE WEEK therefore is... "How we look and act speaks volumes."

"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 "MICROMANAGEMENT"

This is not the first time I have talked about micromanagement over the years, and I am sure it won't be my last. Recently, I had some business friends complain to me how their employees cannot follow directions. But on the other hand, I also know a lot of people who wonder why management doesn't trust them to do their job properly. You see this not only in the corporate world but in nonprofit organizations as well. Today, managers are spending more time supervising the work of others as opposed to actually managing them.

Back in the 1960's and 1970's we talked a lot about empowering workers and teamwork, but the pendulum seems to have swung the other way and micromanagement is now in vogue in today's corporate cultures. I have a theory as to why this has happened:

First, we now live in a litigious society where everyone is paranoid about accepting responsibilities that may result in a lawsuit. As a result, employees come down with an acute case of "The Stupids" and heaps everything on their manager's desk. Such a mindset means there is little, if any, self-initiative by employees.

Second, we overly structure the activities of our youth, be it at home, in school, or on the playground. For example, when I was a kid I was always ready for a pickup game of baseball (I think I carried my glove and bat with me just about everywhere). But the youth of today doesn't think this way anymore. Instead, they need uniforms, equipment, coaches and manicured baseball fields in order to play. Further, they are more inclined to play an electronic game indoors as opposed to interacting with their peers. This is causing our youth to become socially despondent and a legitimate cause for concern in the workplace in the years ahead. And because they are only being given tasks to perform around the home, and not responsibilities, there is no sense of initiative being instilled in them. In other words, our youth are being subliminally trained to accept micromanagement. How about delegating some responsibilities to them instead? We used to call this "chores" in the old days.

Third, We've forgotten how to manage. Regardless if you are in the corporate world or a nonprofit volunteer organization, our leaders are now more driven by ego as opposed to a results orientation. Being a manager is not about having a fancy job title or building an empire, its about producing a quality product or service on time and within budget. And the only way this can be accomplished is through people. Consequently, managers need to develop their interpersonal communications and leadership skills. Its not about numbers or technology, its about people.

Managers want workers to show some self-initiative and perform their work well, but to do so, you have to train them properly and trust them accordingly. This means building loyalty and investing in the staff. It also means empowering them with responsibility and holding them accountable. Employees have to understand what their duties and goals are, and be allowed to try and conquer them. "Empowerment" implicitly means a worker has a right to try. This of course means motivation, training, and experience.

The three "top-down" primary duties of a manager are:

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

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

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

In return, the "bottom-up" responsibilities of the workers include:

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

2. Perform work within time and costs constraints.

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

This "bottom-up" approach to management represents an empowerment scenario where the workers are made to realize their voice is important, builds trust, and encourages initiative.

But if you are the type of manager that finds its necessary to supervise the actions of your workers, than you are part of the problem, not the solution. Remember: "Manage more, supervise less."

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

Such is my Pet Peeve of the Week.

"BRYCE'S IS RIGHT!"

Folks, a couple of years ago I started to include my "Pet Peeve of the Week" in these "Management Visions" podcasts. They have become so popular that I now syndicate them through the Internet and they are available for republication in other media. To this end, I have created a separate web page for my writings which you can find at phmainstreet.com Look for the section, "The Bryce is Right!" Hope you enjoy them.

AND FINALLY...

A B.T. wrote me regarding my recent essay on "Putting the Boomers Out to Pasture"; he wrote:

A B.T. writes:

"I dislike your general classification of baby boomers as protectors and experts in legacy systems. I also do not like your description of the old way of long term development of systems as resulting in higher quality systems.

I am a baby boomer who has and will always love making legacy systems obsolete. Generally, the systems that were the result of the formal development process were inflexible and did not really serve the end user, just the people who developed the requirements.

I am also highly competitive and love new technology.

The rapid development approach, where systems are developed and delivered in 30-90 days and then replaced with evolved, better systems of the next generation, etc. actually results in higher quality systems that meet users real needs, in the long run, while providing the user with the minimal functionality that is need to meet the "current" informational needs.

That is why the new approach dominates."

Thanks for your comments.

Rapid development is fine for software but not for enterprise-wide systems. As I mentioned in the podcast, Agile Methodologies are nothing new; it has been around a long time (its just the latest spin). The only difference is the power tools now available to programmers. As I have said in the past, "If we built bridges the way that we build systems in this country, this would be a nation run by ferryboats."

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 © 2007 by M&JB Investment Company of Palm Harbor, Florida, USA. All rights reserved. "PRIDE" is the registered trademark of M&JB Investment Company.

This is Tim Bryce reporting.

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

END

May 28, 2007

"WHAT PRICE QUALITY?"

We now live in a fast paced society where we expect products and services to be delivered rapidly (some say "yesterday"), cheaply, and with a high degree of quality. This is particularly true in the systems and software industry. If we lived in a perfect world, systems and software would be developed rapidly and inexpensively, they would effectively satisfy business needs, and would be easy to maintain and modify. There is only one problem with this scenario: it is a fantasy. In reality, we live in a "disposable" world where systems and software are slapped together in the hopes everything will hold together and will pacify the end-user for the moment. Some people believe striving for a Utopian world is an impossibility and, as such, resign themselves to rewriting systems and software time and again as opposed to designing them to be industrial strength.

Improving speed in the development process is relatively simple to accomplish; e.g., the plethora of programming tools available. But adding quality into a product is something entirely different. From the outset we must recognize that quality doesn't come naturally to people anymore. Back when there was a sense of craftsmanship, quality was rarely a problem. This is back when people identified with their work products, and strove to seek perfection as it was a reflection of their character. Corners were not cut and products were made to last. Unfortunately, we no longer live in such times and people tend to disassociate their work from their personal lives. Further, the speed and sophistication of our tools leads us to believe we are producing quality products. The reality is that our tools are only as good as the people using them, not the other way around.

A PERFECT WORLD

How one person perceives quality may be entirely different than another's. This is because we tend to have different perspectives in how to build something, e.g., whereas one person may build a product one way, another may build it using an entirely different approach. This means products are commonly built using inconsistent methods. Let me give you some examples:

• If we lived in a perfect world, we would have a standardized approach for defining requirements, thereby everyone would be operating with a standard approach for scrutinizing requirements. But the reality is our approach to requirements definition is redefined with each development project, thereby making it impossible to validate requirements with any consistency.

• If we lived in a perfect world, developers would be working with standard data definitions that would include validation/editing rules, among other things. This would result in a consistent approach in the use of data (aka "Data Cleanliness") and would promote system integration through data sharing. But the reality is that each programmer specifies the use of data (including its physical characteristics and validation/editing rules) on a program by program basis, thereby defeating the opportunity to share and reuse data in a consistent manner. Even worse, implementing changes on a consistent basis is difficult at best (e.g., the Y2K problem).

• If we lived in a perfect world, programs would be designed in a standardized manner so they may be easily modified or maintained by any other programmer at a later date. But the reality is that programs are written based on the personal nuances of the programmer, making it next to impossible to maintain or modify by another person. Consequently programs are discarded and rewritten.

• If we lived in a perfect world, developers would adhere to a standard and consistent approach (methodology) whereby uniform work products could be produced and reviewed, thereby improving communications among the staff and allowing for the interchangeability of workers in the development process. But the reality is, the development process is defined on a project-by-project basis, thereby uniformity and interchangeability is defeated.

The reality is we live in an imperfect world. What would appear to be obvious approaches to development seldom occurs in most systems and software shops. It is simply unnatural to developers who prefer to operate independently as opposed to adopting a shop standard. This of course means development organizations tend to "reinvent the wheel" with each project.

Because of such inconsistencies, the only option for improving quality is to try to inspect the product after it has been built, not during development. Under this approach, inspection is complicated as each person has designed the product according to their own personal interpretation of development, not as a standard body of work.

BUILDING QUALITY INTO THE PRODUCT

It is obviously cheaper and more sensible to arrest a product defect early during development as opposed to trying to catch it afterwards. To do so, the development process has to be subdivided into defined units of work specifying what is to be produced (work products, aka "deliverables"), how it should be produced (using accepted tools and techniques), and its acceptance criteria (including review points). Such a work environment is in sharp contrast to "The Black Hole" approach used by most organizations today; e.g., requirements are fed into an unknown development environment and the resultant product is inspected afterwards. This approach concentrates only on the final deliverable and not on the overall process by which the product is to be developed. By the time the final product is produced, it may be unrecognizable to the user and the project may have exceeded estimated cost and schedule. Even worse, the product may have to be redesigned and rewritten over and over again. Interestingly, this is the approach advocated by today's "Agile" proponents.

In other manufacturing practices, the definition of the work environment is the responsibility of an Industrial Engineer who defines the units of work in the development of a product (assembly line), the standard tools and techniques to be used, the work products, and the acceptance criteria. Although the concept of Industrial Engineering is applicable to systems and software, few development organizations are familiar with the concept.

THE PRICE OF QUALITY

Regardless of what you call it, Industrial Engineering or Quality Assurance, quality requires a dedicated group of people to define the overall development process, monitor progress, and constantly research new ways to improve it (tools and techniques). This does not mean quality is the sole responsibility of such a group. It is not. Quality is the responsibility of every person involved in the development process. The group simply provides leadership in this regards.

In terms of costs, the truth is that quality is free (as the likes of Philip Crosby have pointed out to us). True, it requires an outlay of money upfront to embark on a quality assurance program, but this will be offset by reduced costs later on in terms of reduced development time and fewer defects requiring rework. By having everyone working according to defined processes and work products, errors are caught and corrected early in the development process. Further, work products are easier to maintain and modify later on, this specifically includes systems and software. Such a program, therefore, does not add overhead to the development process, it reduces it.

To make this work though requires commitment from management and herein lies the rub. As I mentioned earlier, we live in fast-paced times. Implementing an effective quality assurance program takes time to cultivate, it cannot be installed overnight. There is more to it than mechanics; standards have to be devised, attitudes have to be adjusted, consciousness' raised, etc. In other words, it is the people-side of quality that takes time to mature and become ingrained in the corporate culture. As such, a quality assurance program requires management vision and long-term commitment to see it come to fruition. This is difficult to sell to managers who have trouble thinking past the next financial statement. But if executives understand that a company truly runs on systems and software, then they will be more amenable to investing in industrial strength applications.

CONCLUSION

Its interesting, the systems and software industry is one of the few industries that resists standardization as opposed to embracing it. Standardization is an inherent part of any quality program. It means devising and applying craftsman-like rules in the development of a product or service. Such rules substantiates completion of work in a prescribed sequence and is measurable. And maybe it is this kind of accountability that developers resist.

Some developers even go so far as to question the necessity of a quality assurance program since many companies rewrite their systems and software year after year. Maybe they are right, but I tend to see this as a defeatist attitude, that we can do nothing more than produce mass mediocrity. I believe we can do better. But to do so, we need to invest in ourselves and our future. Remember, you must first plant the seeds in order to harvest the crop. Unfortunately, most companies tend to eat the seeds and then there is no crop to harvest. Somehow I am reminded of the old expression, "You can pay me now or pay me later, but you're going to pay me."

For additional information on "PRIDE" Quality Assurance, see: http://www.phmainstreet.com/mba/pride/spqa.htm

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 "LITTLE LEAGUE"

I've been a baseball fan for most of my life. It seems like I played it nonstop in my youth, and marveled at the major leagues in the early 1960's with the Yankees and watched the Big Red Machine roll on to victory in the 1970's. I still have a pretty impressive baseball card collection which I hope to pass on to a grandchild some day.

When my children came of age, I was glad to see them express an interest and join the local Little League. Because of this, I got involved with the local program and served it for ten years in a variety of capacities: as coach for both boys baseball and girls softball, as umpire, and as a member of the board of directors. I got involved because I saw it as a rare opportunity to be actively involved in the lives of my children, especially in something we all enjoyed.

As coach, I had modest success. Unlike a lot of my contemporaries, I never suffered under the illusion that we played in a World Series every weekend or that any of my kids would someday reach the Hall of Fame. Instead, I taught teamwork, the fundamentals of the game, and hopefully an appreciation for it. Frankly, we had a blast. I never made my kids run laps after a defeat, and we often had ice cream after a victory. But my signature as a manager was to line the kids up before the game and give the pledge of allegiance to the flag. Since baseball is truly America's game, I thought this was important. Interestingly, there were a lot of coaches who thought this was plain silly and refused to join us in the pledge of allegiance. I thought this was particularly strange.

The one thing I objected to as a coach was how parents tended to treat us as baby-sitters. They weren't so much interested in whether their child learned anything, as much as they saw this as an opportunity to occupy the kid's time. This never did set well with me.

As an umpire, I learned the importance of managing the game, being fair, and good sportsmanship. I only had one instance where I had to eject a manager for being a loudmouth. I guess I did such a good job at this that nobody dared challenge me thereafter. The lessons I learned as umpire followed me into my professional career, as well as my participation in other nonprofit organizations.

As a member of the Board of Directors, I produced the club's first web page, cleaned up the governing docs, and straightened out their finances. When I started on the finances, I was given nothing more than a shoe box with receipts and nothing else. This made me suspicious of how finances were being handled prior to my term.

More than anything, what I learned from my Little League experience was that it is run by well meaning people with some time on their hands, but haven't got a clue as to how to run a business. Little League is essentially no different than any other nonprofit organization in this regards, complete with politics, a lack or organization, and some power hungry fool trying to run everything. The scope of an organization like Little League is such that it is virtually impossible to try to micromanage everything, but that doesn't stop people from trying to do so. Consequently, they do nothing but alienate the volunteers and discourage people from participating. Instead, they should be empowering people and hold them responsible for their actions. As I like to say, you should "manage more, and supervise less."

Little League is nothing more than a forum for kids to get some organized physical activity, learn some fundamental lessons about teamwork and sportsmanship, and an appreciation for the game. Nothing more, nothing less. Yet there are those parents who go beyond this and teach cutthroat tactics and to win at all costs; If this includes cheating, so be it. Actually, its a shame parents have to get involved with something like Little League; the kids would probably have a better time without them.

Such is my Pet Peeve of the Week.

"BRYCE'S IS RIGHT!"

Folks, a couple of years ago I started to include my "Pet Peeve of the Week" in these "Management Visions" podcasts. They have become so popular that I now syndicate them through the Internet and they are available for republication in other media. To this end, I have created a separate web page for my writings which you can find at phmainstreet.com Look for the section, "The Bryce is Right!" Hope you enjoy them.

AND FINALLY...

My Pet Peeve on "Tattoos" generated a lot of comments:

A B.T. writes:

"I am of the older generation too, and initially found tattoos distracting and disturbing. After seeing enough of them, I stopped being distracted and disturbed by them. Now I find interesting tattoos attractive.

It disturbs me that many of the older generation who cannot accept change are so upset by them. Someone said, in 40 years there will be a lot of fat, wrinkly old women in tattoos. Hey, in 40 years there will be a lot of fat, wrinkly old women whether they have tattoos or not. At least the tattoos will remind them of the good times.

Tattoos and body piercing go back to prehistory. They have come and gone before. People should get over it.

That said, my 14 year old son will not get one until he has proven himself mature enough to make a decision that will live with him the rest of his life."

A G.T. also wrote:

"My father was a brilliant man, one of the most interesting men I've known. My children also thought of their grandpa as the smartest person they ever knew. He was also heavily tattooed in the military. He had a hula dancer on his thigh, a blue bird on each pectoral, a snake on his forearm and a growling tiger on his bicep. When he was young and muscular, he used to entertain us by making the hula dancer dance by flexing his thigh muscle. The blue birds fluttered when he flexed his upper body. As he aged, the hula girl sagged, the blue birds didn't flutter. It gave my kids a first hand look at what decades do to body art. They still thought grandpa was a cool old man. It is unfortunate that people have those preconceived notions that can make or break a career. I've seen brilliant candidates for jobs that 'just don't fit' because of piercings or body art."

And finally, an E.S. in Tampa wrote:

"I agree with Tim and grew up thinking the same way. My Dad taught us the same philosophy that Tim has and thus no one in my family has tattoos until recently; my 21 year old niece whom my Parents practically raised got a tattoo in exactly the same place as the waitress on her lower back below the waist...hmmm...must be some stupid fad or something. In any event the tattoo was met with much resistance from dear old Dad and as for my Mom she couldn't say much it was already there... and my sister my niece's mother thought it was 'cool'; what a retard. So, there you go, we were both brought up in the same household and she lets her daughter do this. Next thing you know she'll be letting my nephew go pierce his 'whatever' which I hear is also a new 'fad.' So much for my opinion on the tattoos, of course I have seen some that are just so beautiful you have to comment on 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.

Copyright © 2007 by M&JB Investment Company of Palm Harbor, Florida, USA. All rights reserved. "PRIDE" is the registered trademark of M&JB Investment Company.

This is Tim Bryce reporting.

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

END

May 21, 2007

"THE MINI-PROJECT MANAGER CONCEPT"

Last year we started a free service to analyze a person's style of management. Through our "Bryce Management Analysis," a manager answers a series of questions (30 in all) and, based on his responses, we produce a report which assesses his style of management as well as other attributes.

The data collected from these surveys has confirmed a lot of my suspicions; that companies are regressing back to a Theory X form of management. Over the last twenty years we have witnessed a dramatic swing from a Theory Y or Z form of management, back to Theory X. Whereas workers used to be empowered to make decisions and tackle assignments (a la Theory Y or Z), managers today tend to micromanage every action or decision in their department. Workers are told what to do, how to do it, and when it has to be done, with little regard for their input. We see this not only in the corporate world, but in nonprofit organizations as well. The result is that organizations today are run by control freaks who would be more content working with robots as opposed to human beings. This mentality has resulted in an apathetic workforce that doesn't trust management. It also breeds contempt and disloyalty for management, as well as making for some excellent fodder for such things as Dilbert and NBC's hit comedy, "The Office."

Although there are instances where a Theory X form of management can work effectively, it nonetheless represents a top-down unidirectional "master-slave" relationship. Theory X can work well in certain crisis situations, such as "crunch-time" projects, but it is hardly conducive for a normal mode of operation in today's society. Let me be clear on this, under a Theory X form of management, project planning, estimating, scheduling, reporting and control is performed top-down. Instead, a bi-directional approach is recommended which is a critical aspect of the Mini-Project Manager concept.

THE CONCEPT

The Mini-Project Manager (MPM) concept is based on our experiences in several I.T. shops over a number of years and was first described in the Project Management activities of our "PRIDE" methodologies dating back to 1971. Unlike Theory X, the MPM concept seeks to empower workers and make them more responsible for their actions. It promotes more management and less supervision. Actually, under the MPM concept, the individual is expected to act professionally and supervise themselves.

There are still some top-down activities to be performed by management, such as project planning where projects are defined and prioritized. Further, managers select and allocate human resources to participate in project assignments. It also includes establishing project Work Breakdown Structures (WBS; e.g., phases, activities, tasks) and precedent relationships between such structures. Here, the manager relies on such things as Skills Inventories, Resource Allocations, Calendars, and Priority Modeling tools.

After projects are assigned, workers estimate the amount of effort needed to perform the work. This is a critical aspect of the MPM concept and is typically not found in today's Theory X environments. Here, the worker is asked, "What do you think?" But understand this, the worker's estimate is an expression of his personal commitment to the work involved. If the manager does not agree with the estimate, he may ask the worker to rationalize his estimate. If the manager is unhappy with the answer, he may elect to give the assignment to someone else (perhaps another employee or a contractor). Nonetheless, the estimate is an expression of commitment by the person.

Based on the estimate, the manager then calculates the project schedule. Whereas the worker developed the estimate, the manager computes the schedule. Here, the manager considers the project's WBS and precedent relationships. More importantly, the manager considers the Indirect and Unavailable time affecting the worker. This means the MPM concept does not subscribe to the "Man Hour" approach to project estimating and scheduling. I have discussed the differences in the use of time in many other articles, but in a nutshell we view time as:

AVAILABLE TIME - this is the time workers are available to perform work; e.g., Monday through Friday, 9:00am - 5:00pm.

UNAVAILABLE TIME - this is the time when workers are not available for work; e.g., weekends, holidays, vacations, and planned absences.

Available Time is subdivided into two categories:

DIRECT TIME - representing the time when workers are performing their project assignments and, as such, estimates are expressed in Direct Time.

INDIRECT TIME - interferences which keep workers from performing their project assignments. For example, meetings, training classes, reviewing publications, telephone calls and e-mail, surfing the Internet, and breaks.

The relationship between Direct and Indirect Time is referred to as "Effectiveness Rate" which is an analysis of a worker's availability to perform project work. For example, the average office worker is typically 70% effective, meaning in an eight hour day a worker spends approximately five hours on direct assignments and three on indirects. Effectiveness Rate is by no means a measurement of efficiency. For example, a highly skilled veteran worker may have a lower effectiveness rate than a novice worker with less skills who has a higher effectiveness rate; yet, the veteran worker can probably complete an assignment faster than the novice. It just means the novice can manage his time better than the veteran worker. Again, what we are seeing is the individual worker being personally responsible for supervising his own time. Interestingly, a manager typically has a low effectiveness rate as he typically has a lot of indirect activities occupying his time. For example, it is not unusual to find managers with a 20-30% effectiveness rate.

Returning to scheduling, the manager uses the worker's effectiveness rate when calculating project schedules. If the worker's estimate is such that it greatly impacts the schedule, the manager may consider alternatives, such as influencing the worker's indirect time (eliminating interferences) and unavailable time (work overtime or on weekends, possibly cancel vacations, etc.).

This brings up another important aspect of the MPM concept, the manager is responsible for controlling the work environment. In addition to the physical aspects of the job such as the venue and tools to be made available to the worker, it also includes managing Indirect Time. For example, if a worker is working on a project assignment on the critical path, the manager may elect to excuse the worker from meetings and training so that he can concentrate on the project assignment. Whereas the individual worker is concerned with managing his Direct Time, the manager controls the Indirect Time. It is important to understand that nobody can be 100% effective; for nothing else, we as human beings need breaks so that we can refocus our attention on our work.

The "Effectiveness Rate" technique serves two purposes: it builds reality into a project schedule, and; it provides a convenient mechanism for a manager to control the work environment. For example, a manager may decide to send someone to a training class to develop their skills (representing Indirect Time). By doing so, he is weighing the impact of this decision against the worker's current assignments.

As workers perform their project tasks, they report their use of time (representing another "bottom-up" characteristic of the MPM concept). In addition to reporting time against assignment, workers are asked to appraise the amount of time remaining on a Direct assignment (not Indirects). This is referred to as "Estimate to Do" which is substantially different than the "Percent Complete" technique whereby workers are asked where they stand on an assignment. The problem here is that workers become "90% complete" yet never seem to be able to complete the last 10%. Under the "Estimate to Do" approach, the worker estimates the amount of time to complete a task. To illustrate how this works, let's assume a worker estimates 30 hours to perform a task. During the week, he works 15 hours on the task. He is then asked how much time remains on it. Maybe its simply 15 hours (whereby the worker was correct on his estimate) or perhaps he determines the task is more difficult than he anticipated and 25 hours remain (15 hours performed + 25 hours "to do" = 50); conversely, perhaps he found that the task was easier than imagined and only 5 hours remain (15 hours performed + 5 hours "to do" = 20). Either way, this will affect project schedules and the manager must then consider the repercussions and take the necessary actions. "Estimate to Do" is another example of where the individual worker is asked, "What do you think?"

Although the reporting of time can be performed in any time cycle, we recommend a weekly posting. This can be performed either with Project Management software or using a manual system involving Time Distribution Worksheets. Either way, it is important for the manager to review each worker's distribution of time (including Direct, Indirect, and Unavailable time) and their effectiveness rate for the week. This review should not be considered frivolous as the manager should carefully scrutinize the worker's Direct and Indirect time as they might impact project schedules.

A good Project Management system should have the ability to "roll-up" time reports into departmental summaries for analysis by the manager. For example, a departmental effectiveness rate can be calculated thereby providing the manager with a means to study which workers are working above or below the departmental average. Again, you are cautioned that this is not an efficiency rating and workers should not necessarily be competing over who has the highest effectiveness rate. Accurate time reporting is required to make this work properly.

Both the individual and departmental effectiveness rates should be plotted on line graphs to allow the manager to study trends, as well as determining averages over a period of time; e.g., three months (quarterly) or annually.

IMPLEMENTATION

Implementing the MPM concept requires a good Project Management system (either automated or manual) and a good attitude by all of the participants involved, both managers and workers alike. Some people resist the concept as it forces accountability. Now, instead of the manager making an estimate, the worker is charged with this task, something that doesn't sit well with some people who shirk responsibility. Further, some Theory X managers falsely see it as a threat to their control and authority. However, most people welcome the MPM concept as it represents more freedom and empowerment. This helps promote project ownership by the workers as they now feel their input is heard by management, which leads to improved corporate loyalty, trust, harmony, and teamwork.

By encouraging worker participation in Project Management, they tend to act more professionally and responsibly in project activities. Interestingly, as workers are given more freedom, they are forced to become more disciplined and accountable at the same time.

CONCLUSION

It was back in 1982 when Dr. William Ouchi wrote his popular book, "Theory Z," describing Japanese management practices empowering workers. And it was in 1986 when President Ronald Reagan advised, "Surround yourself with the best people you can find, delegate authority, and don't interfere." Keep in mind, this was twenty years ago. A lot has happened in the last twenty years; the Baby Boomers have been succeeded by Generation X, who is also being succeeded by Generations Y and Z. In the process, socioeconomic conditions have changed as well as the management landscape. Frankly, I think a lot of the management practices of today are dehumanizing. There is little concern for the people side of management, only numbers and technology. Its no small wonder that workers are becoming more socially dysfunctional.

To change this, I recommend that managers manage more and supervise less. And this is the heart of the Mini-Project Manager concept.

For a sample Time Distribution Worksheet, see:
http://www.phmainstreet.com/mba/pride/iw019.jpg

OUR BRYCE'S LAW OF THE WEEK therefore is... "Manage from the bottom up; not just from the top down; this creates personal commitment and accountability."

"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 "GRADUATIONS"

May and June are the big months for graduations, be it high school or college, and I find it interesting how students today take it for granted. True, most understand that it marks a passage from one stage in their life to another, but most do not seem to grasp the significance of their diploma and what it represents. First, it certifies you have learned a specific curriculum, but more importantly, it means you possess the faculties to learn, that you can be taught; two important attributes employers are looking for. They are not so much interested in what you have learned in school as much as your ability to learn and adapt, which is what the diploma represents. Regardless of your degree, most employers are going to spend a period of time debriefing you and then teach you how to do things in the manner in which they want things done.

High School students in affluent areas of the country tend to believe they have a right to go to college. I don't care how much money your family has, going to college is not a right, it is a privilege, one you should be thankful for. And I do not believe college is the right path for everybody; some would be better off in a trade school or perhaps a stint in the military where they might learn some organization and discipline. Like our colleges and universities, both trade schools and the military are honorable institutions and represent a viable avenue for young people to pursue.

What I tell students departing for college is that it is most definitely not the same thing as High School; that it is now THEIR education, and, as such, they have every right to hold the professors accountable for getting the education they are paying for. Frankly, I think every college professor should offer their resume and credentials to every student on the first day of class so they know what they are buying. Some college professors do not like this. What they fail to remember is who the customer is here. But I digress.

When I graduated from Junior High School in Chicago years ago, I received a diploma in cap and gown. I don't believe such diplomas are given out anymore (in fact, most schools have gotten away from the term "Junior High School" and now refer to it as "Middle School"). Years ago, during the Depression, a Junior High School diploma was very much prized as it was as far as someone could go before having to go to work to help support the family. Back then, a High School diploma was prized at the same level as a College diploma is today. The point is, a diploma is nothing to be taken for granted as it is a representation of your credentials in today's society.

I recently met a kid who dropped out of his Senior year in High School, simply because he felt he was too cool for school; he felt he had enough street smarts to get him by in life. After a few minutes of talking to him, I knew exactly where he was going in life, nowhere. This is a prime example of someone who is destined to attend the School of Hard Knocks for the rest of his life, and grouse about it for years to come.

But if you have graduated, don't think this is the end of your education. You will be learning lessons for the rest of your life. Our schools and universities do nothing more than train your mind to learn. That is their mission. This does not belittle the diploma they will hand you. After all, it is a reflection of not only you, but your parents and teachers as well. So treat your diploma with respect; be proud of it; go ahead, frame it. And "Welcome to the jungle."

Such is my Pet Peeve of the Week.

"BRYCE'S IS RIGHT!"

Folks, a couple of years ago I started to include my "Pet Peeve of the Week" in these "Management Visions" podcasts. They have become so popular that I now syndicate them through the Internet and they are available for republication in other media. To this end, I have created a separate web page for my writings which you can find at phmainstreet.com Look for the section, "The Bryce is Right!" Hope you enjoy them.

AND FINALLY...

I received an e-mail from a J.W. regarding my recent essay on "Putting the Boomers Out to Pasture."

J.W. writes -

"Blaming Boomers" has become the latest trendy game among the media. As self-centered as they are, boomers don't come close to the levels of narcissism and materialism displayed by their spoiled children.

How about placing at least a little of the blame on those who refuse to learn from the knowledge and experience of boomers? Perhaps a bit of reflection and humility might be in order, instead of the all too common arrogance of Gen X/Y/Z, blaming everyone else for the problems?

Newer and faster is not necessarily better.

Also, an A.L. writes:

"I am a Generation Y baby, and I agree with J.W. A lot of blame is put on the Baby Boomers, mostly by the Gen X/Y/Z's that are taking their places. However, I think the cause is resentment from the gap that Tim mentions between the boomers and the gens. Boomers rebelled from the Greats, and the Gen's learned and took the rebellion to a whole new level. We created new complicated words to describe very simple processes (in my opinion just to annoy our elders) that Boomers and Great's have been doing for 30+ years.

I agree that I and the rest of the Gen's have a lot to learn from those that are retiring or downsizing. But if the Boomer's want to stay they also have to learn from us. I think it really comes down to a respect issue. And I think I'm gonna leave it at that."

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 © 2007 by M&JB Investment Company of Palm Harbor, Florida, USA. All rights reserved. "PRIDE" is the registered trademark of M&JB Investment Company.

This is Tim Bryce reporting.

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

END

May 14, 2007

"PUTTING THE BOOMERS OUT TO PASTURE"

As we all know, the Baby Boomers are regarded as those people born following World War II, I believe it is from 1945 to 1960. This generation has seen a lot: the space race, the fall of the Berlin Wall and the USSR, and eleven U.S. Presidents, just to mention a few. In the area of Information Technology, they actively participated in the transition from mainframes to client/server computing, the Internet, and an unprecedented number of technological developments, including cell phones, cable, video enhancements, etc. They were there during the MIS movement of the 1960's and 1970's, they helped invent the packaged software industry, and spearheaded e-commerce.

As they are entering their 60's, the Boomers are now approaching retirement, and we are already seeing them rapidly fade from view in I.T. departments. For example, I.T. is now considered a young person's game dominated by workers in their 20's and the manager (the "old man") in his early to mid 30's. In contrast, Boomers are now generally regarded as dinosaurs who are slowly being put out to pasture. They haven't completely left yet as they still possess valuable knowledge about legacy systems and are blessed with certain skills required to maintain such systems, e.g., Systems Analysis, Technical Writing, COBOL, ISPF, CICS, TSO, IMS, ROSCOE, MVS, etc. They are hardened veterans who still enjoy their work but are growing weary of the changes in the corporate landscape, such as short-term planning, outsourcing, and the development of disjointed systems by the spirited younger workers. Inevitably, the Boomers are often asked to clean up the mess left behind by such projects.

The transition from the "Greatest Generation" to the Baby Boomers in I.T. was relatively smooth, with the veterans mentoring the Boomers and guiding them on their path towards succession. However, the transition from the Boomers to Generation X (those born between 1965-1976), Generation Y (1977-1994), and Generation Z (those thereafter) has been much more turbulent. I attribute this to three reasons:

1. The change from mainframe to PC based computing - the technologies were perceived as dramatically different and, as such, companies left one set of workers behind to tend to the mainframes, and hired a new generation oriented to the PC's. Regrettably, there was little common ground between the two. Whereas the two groups should have been working together all along, a polarization of the two groups ensued instead.

2. Changing socioeconomic conditions which affected family dynamics, such as having both husband and wife working full-time jobs and letting family responsibilities slip through the cracks. This led to changes in our morality and other cultural differences whereby the younger generation doesn't have the same set of interests or priorities as the Boomers.

3. An increasingly competitive global economy which has forced a change in the pace and priorities of business.

This has all resulted in several changes in orientation and perspective. For example, instead of long-term planning, quick and dirty solutions are now considered the norm; e.g., if something cannot be done in 30 - 90 days, its not worth doing. This emphasis on speed versus craftsmanship has led to questionable quality, poor service, and repetition in work effort (which is why systems and software produced today are considered "disposable"). These changes in orientation also created a spirit of competition as opposed to cooperation, independence as opposed to teamwork, and a decline in corporate loyalty. Such attitudes are not limited to I.T., and can be found throughout a business as well as our society in general.

So what will be the Boomers' legacy? A rise or fall in our standard of living? Viet Nam or the war on terror? Our growing dependency on foreign oil? Our fascination with gadgets? What?

Frankly, I believe their legacy will be the generation gap they helped create. I consider this rather ironic since they liked to grouse about the gap between their fathers and themselves. But the "Greatest Generation" did a better job of transferring the reins of power than the Boomers ever did. The divisiveness between the Boomers and Generation X/Y/Z is so substantial, that even if the Boomers tried to coach or mentor, Gen X/Y/Z probably wouldn't heed their advice. This has led to a major hiccup in the transference of management and systems knowledge. Consequently, Gen X/Y/Z is much more reactive as opposed to proactive in their management style, which will be felt for years to come. How many 9-11's or Hurricane Katrina's do we need to suffer through before we learn how to plan and adapt to changing times? For example, the patchwork systems being implemented by companies today will inevitably lead them to lose their competitive edge tomorrow. Executives are only now beginning to realize how weak their corporate systems are and how ineffective their companies will be in the years ahead. This is what has triggered the latest attempts to reinvent systems theory, but I fear it is too little, too late.

So, as the Boomers begin to ride off into the sunset, do we thank them for their efforts or do we open an express lane for them?

OUR BRYCE'S LAW OF THE WEEK therefore is... "The Baby Boomers will be more remembered for the problems they left behind as opposed to anything they accomplished during their tenure."

"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 "TATTOOS"

My wife and I were out for dinner the other night and our waitress was an attractive looking young woman who I judged to be in her early twenties. She was very personable and knowledgeable, but she was wearing a short blouse that revealed her midriff and showed a tattoo just above her rear end, and, on her front, there appeared to be something drawn from her belly down to her pubic area (sorry I couldn't verify this for you). I'm sure she thought this was all rather attractive and I must admit it caught my eye, but frankly I was disappointed that a charming young woman found it necessary to defile her body in order to get someone's attention.

I've never understood the need to paint the human body with tattoos, Some say its nothing more than an example of self-expression. Actually, I think its more of a cry for attention than anything else. Some people try to hide their tattoos, but more and more people today proudly display their body art, regardless of the symbolism or what is printed on them. To me, its kind of like sitting next to a kid at a traffic light with his music blaring. I don't know who he is trying to impress other than himself. It most certainly isn't me.

When I was growing up, I only knew of two men who had tattoos on their arms, my uncle and my barber. Both got their tattoos while serving in the military, but spent several years thereafter trying to have them removed as they found them to be an embarrassment among their friends as they grew older. I've also met a couple of people who survived the concentration camps of World War II and now bear identification numbers tattooed on their arms. In other words, tattoos are not something my generation or those that preceded me hold in high regard. But today's younger generation doesn't think this way and whimsically have their bodies painted at the drop of a hat. Recently, a group of underage girls from the local high school were caught trying to get tattooed at a local parlor (down here in Florida, minors cannot be tattooed without a parent's or guardian's permission).

Years ago, tattoo artists struggled to make ends meet. But with the recent wave of tattoo popularity, they have been elevated to near celebrity status. Heck, there has even been a reality show featuring tattoo artists on A&E. I find interviewing people painted with a lot of tattoos and body pierced like a porcupine to be rather amusing. They certainly do not command any credibility with me, but the kids sure seem to love them.

I guess I have always equated tattoos to a person's intelligence level. The more tattoos they have, the lower the IQ they appear to have. I don't know where I get this image from; maybe it was from watching a few prison documentaries where the inmates are interviewed, all of which are covered in tattoos. Somehow I don't find such people rather credible, nor are they anyone I want to be associated with, which is probably why I'll never get a tattoo. But then again, I guess I'm showing my age.

Such is my Pet Peeve of the Week.

"BRYCE'S IS RIGHT!"

Folks, a couple of years ago I started to include my "Pet Peeve of the Week" in these "Management Visions" podcasts. They have become so popular that I now syndicate them through the Internet and they are available for republication in other media. To this end, I have created a separate web page for my writings which you can find at phmainstreet.com Look for the section, "The Bryce is Right!" Hope you enjoy them.

AND FINALLY...

I received an e-mail from a R.R. regarding my recent essay on "How Effective Were You Today?"

R.R. writes -

"I like your calculation of effectiveness and talk about something similar in my post "the efficiency myth", although I think that something can't be effective if it creates a mistake therefore I would already factor in your efficiency (or mistake metric) into my effectiveness measure. The only difference is what you call productivity I call efficiency because the mistake measure is already included.

I don't however agree with your comments on Agile Methodologies. Agile came out of the Lean Thinking world of Toyota, which has just passed GM as number 1 car manufacture. I am reading the latest book from the Lean Enterprise Institute "Lean Product and Process Development" and it talks about the advantages of doing multiple prototypes, especially for sub-components, before selecting the final one for production. The author provides the rationale over why this is a much better approach to attempting to get it right the first time as per your comment. He uses the Space Shuttle design as an example."

Thanks R.R. for your comments.

First, please understand that in my formula for Productivity, errors are addressed in the Efficiency side of the equation, not the Effectiveness side.

Second, I am also a proponent of prototyping, a concept that has been around for a number of years, particularly in manufacturing. This transcends Agile Methodologies by many years. I guess the reason I am not a proponent of Agile Methodologies is simply because their scope is very limited. Instead of thinking of systems in their entirety, they are only concerned with a single program. This is like focusing on a single element of an object, such as a bridge, as opposed to the overall architecture of the object. It is my belief that there are far too few systems engineers in the world these days. As I like to say, "If we built bridges the same way as we built systems in this country, this would be a nation run by ferryboats."

Nor do I believe Agile Methodologies to be a new concept. In fact, it is very old as programmers have been trying to do this since the 1960's. The only difference is the number of power programming tools now available to them.

Next, I received an e-mail from a D.W. in Toronto regarding my "Pet Peeve" entitled, "The Moral Minority"; he writes:

"Tim, this sounds like a Pet Peeve of a lifetime, not just a week. Anyway, a few thoughts...

... it does not help that many of the self-appointed 'leaders" of the "moral" communities have turned out to be thieves, liars, and adulterers themselves.

...more generally, if you look over the long history of our species, the shift back and forth between periods of more and less morality has always been with us. Wasn't it one of the ancient Greek philosophers who first complained about the wretched state of the youth of his day?... and what about Prohibition? That attempt at enforced morality gives us speak-easies and organized crime.

There will always be rude people, and hucksters and scams. There are more today because there is more of everyone today. Percentages stay the same but numbers increase as the population increases. When it comes to crime today, we are better off now than 20 years ago, only that we have 20 news channels to report what is left. (Why is it less? I recommend the book "Freakanomics".)

And blame the technology itself? That's a cop-out. All new tech and tools can be used for bad as well as good, but does that mean you ban the technology and eliminate the good? (My only exception is handguns, they are just bad...) Where do you stop?"

Thanks D.W. for your comments. First, I agree with you in the sense that we need to clean up our own act and improve the ethics in all of our institutions, both commercial and nonprofit. As you suggest, this sends a bad signal to our youth who inevitably emulate such people. But I find it interesting how the media tends to ridicule those people who are trying to promote morality and integrity. There is no excuse for this and frankly I see it as petty jealousy. Nonetheless, your point is well taken.

As to my comments about technology, it has been my observation that as the use of technology increases, our social skills decrease. I see this in just about all walks of life. No, I don't see it as a cop-out but as a rather unusual coincidence. Years ago, my local Elementary School was getting wired for the Internet and more computers. I was invited to speak to the local PTA by the Principal. I was not a proponent of the technology upgrade and spoke on improving the interpersonal communications skills of the students, such as speaking, writing, sociology and history. It was my contention that the corporate world needs more people who can think and speak on their feet than more programmers. Nevertheless, although the Principal liked what I had to say, the group didn't buy my argument and went ahead with the technology upgrade. I guess you can't win them all.

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 © 2007 by M&JB Investment Company of Palm Harbor, Florida, USA. All rights reserved. "PRIDE" is the registered trademark of M&JB Investment Company.

This is Tim Bryce reporting.

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

END

May 7, 2007

"HIRING THE RIGHT PROGRAMMER"

Finding a good programmer can be a difficult task. Often times you will come across a candidate who interviews well and appears to have impressive credentials, yet you discover too late that he is simply not as proficient as you thought he was. Now you have someone you will either have to eventually eliminate or invest considerable money in to bring him up to speed (or both). What to do? True, you should probably improve your interviewing skills and learn to read between the lines of a resume, but there are a few other things you can do.

Basically, there are three things you, as a manager, want to know about a new employee; his background (job history), his knowledge, and how well he will adapt to your corporate culture. His background should be revealed by the interview, his resume, and any references he might have, but determining his knowledge and adaptability to the corporate culture is a little trickier.

CORPORATE CULTURE

I have discussed the importance of corporate culture many times in the past; in particular, see: No. 28 - "Understanding Corporate Culture" - June 13, 2005

Basically, in order for any employee to properly function and succeed, it is imperative that he is able to adapt to the corporate culture. If not, the culture will reject him and the employee will become an outcast. Before we can evaluate the employee's adaptability though, we should understand our own culture first. For example:

• What are the corporate ethics? Do you value honesty and integrity or are you a politically charged environment with considerable backbiting, finger pointing, piracy, and other questionable office tactics?

• Do you commonly seek "quick and dirty" solutions or do you operate more as skilled craftsmen?

• How rigid are your operating policies, e.g., dress codes, hours of operations, conduct, etc.?

• What are interpersonal relations/communications like in your office; e.g., speech, form of address, decorum, cooperation, etc.?

• What form of management do you practice; dictatorial with considerable supervision or do you empower your employees to make decisions?

Ascertaining a candidate's adaptability will be primarily based on your observations of the candidate during the interview.

SKILLS & PROFICIENCIES

A candidate's resume will say one thing, but you may be looking for something else. As part of the interview, you may want to ask the candidate to complete a Skills Assessment which lists the skills pertaining to your area and his level of competency (proficiency). After the candidate has completed the Skills Assessment, it should be compared against his resume in order to look for discrepancies.

In terms of pertinent skills, the programmer should be able to list the languages he knows, including computer control languages and tag languages, operating systems, DBMS architectures, and the various development tools he is familiar with.

KNOWLEDGE

Now, more pointedly, you need to know if the candidate truly knows how to program or not. College degrees, certificates, and participation in trade groups are important, but you need to convince yourself the person has substance as opposed to facade. Samples of work are useful, but then again, are you sure the person actually produced it? We have always found it useful to provide a simple programming test for the person to verify he knows what he is talking about. He can either substantiate his knowledge through a test or he cannot. The test should be designed in such a way as to reveal the person's general knowledge as well as to demonstrate he has the skills he claims.

CONCLUSION

Testing is an invaluable means for determining if candidate qualifications as stated in resumes are legitimate. Basically, it helps differentiate between facade and substance. Some Human Resource departments frown on such testing, others welcome it. For programmers, I consider it vital. Frankly, you have better things to do than waste time on someone who is not truly qualified for the position. Remember, "An ounce of prevention is worth a pound of cure."

OUR BRYCE'S LAW OF THE WEEK therefore is... "A resume is either an accurate description of a person's capabilities or demonstrates how well someone can write fiction."

MY "PET PEEVE OF THE WEEK" IS "SPRING CLEANING"

Whenever someone brings up the idea of "Spring Cleaning" it conjures up an image of people stuck in cabins during the winter and need to clean out their shack after hibernating inside for several months. But basically, Spring Cleaning is used to force us to get organized. There are a lot of us who are just plain slobs who tend to act like pack-rats and collect a lot of debris, be it at home or in the office. Spring Cleaning, therefore, is intended to clean up the flotsam and jetsam around us. And I think this is important, particularly in offices.

There are those who believe a sloppy desk is indicative of a brilliant mind. Baloney. A sloppy desk is indicative of a pigpen and the person is disorganized and undisciplined. Too often people use a cluttered desk to give the illusion they are being overworked and use it as an excuse for being late on a project. For managers who have been around the block a couple of times, a cluttered desk doesn't fool anybody anymore. In our office, we would tell our programmers to subscribe to the military concept whereby you either work on something, file it, or throw it away. If we need more file cabinets, we'll get them, but let's not let our desks become pigpens. To enforce this rule, we would periodically go through the office at night and throw all of the debris on the desks into the garbage. You do this a couple of times and people finally take you seriously. Keeping a clean and orderly workplace can have a dramatic and positive effect on the demeanor of your office workers and they will start to behave more professionally.

People still practice Spring Cleaning at home as well. You see signs of it by the many garage sales in the Spring where people circulate their junk to other people who recycle it around the neighborhood. I tend to believe there is a certain amount of junk we simply rotate from one household to another, so why bother with the garage sales? Let's just play musical chairs with it. Better yet, why don't we just dispose of it once and for all?

I remember my Scottish grandmother in Buffalo, New York was a big believer in Spring Cleaning. Every year she would lead the family in cleaning the house like Atilla the Hun. Beds would be turned, rugs taken out and beaten, windows washed inside and out, silverware polished, kitchen and bathroom floors and fixtures scrubbed, etc. You get the picture; she was very thorough. But she wouldn't stop with inanimate objects, to her way of thinking "Spring Cleaning" also meant cleaning up the family. To this end, once a year she would brew a pot of tea made from Senna Leaves, a very powerful herbal stimulant laxative. I guess she figured it was needed to clean out the toxins in our system, and as anyone in our family can testify, it works, perhaps too well. Not long after drinking a cup of this tea, your system would be flushed of impurities right down the toilet, perhaps hours at a time. It was rather brutal. This stuff was so strong, it would even clean the dirt from behind your fingernails and the wax from your ears. Small wonder Spring Cleaning conjures us a bad image in my mind.

As a result, I tend to keep things orderly and tidy all the time as opposed to waiting for a Spring Cleaning. Maybe that is what my grandmother was trying to teach us all along. Nonetheless, I haven't had a cup of tea in years.

Such is my Pet Peeve of the Week.

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AND FINALLY...

I received an e-mail from a Q.B. in Minnesota regarding my recent "Pet Peeve" on "Weathermen."

Q.B. writes -

"Yes, being a weatherman is an odd career choice. How often can one find a career where you can be downright wrong MOST of the time and still keep your job?"

Thanks Q.B. for your comments.

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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