July 2, 2007

"THE BRUTAL REALITY OF IRM"

The challenge facing systems development since the MIS movement of the 1960's has been to share and reuse information resources on an enterprise-wide basis. There are substantial benefits for doing so:

• The elimination of redundant work effort in systems design and programming, thereby accelerating delivery.

• Simplified maintenance and enhancements of systems by controlling the whereabouts of information resources and how they relate and affect other components.

• Integration of systems and software, thereby eliminating data redundancy and the production of inconsistent information.

Consider this, had companies been controlling information resources properly over the years, the crossover to Y2K would have been a nonevent. Instead, billions of dollars were spent in preparation for the switch.

The concept of Information Resource Management (IRM) is actually quite simple: to inventory and control all of the resources needed to satisfy the information needs of an enterprise. This includes data components (data elements, records, files, data bases, etc.), system components (systems, business processes, procedures, programs, etc.), and business components (functions, jobs, human and machine resources, skills, objectives, and projects).

To implement IRM, technology was introduced over the years, starting with the data dictionaries of the 1970's which evolved into more robust products referred to as "Repositories" which included a manifest of all information resources and how they are interrelated. An IRM Repository, therefore, represents a centralized consolidation of the whereabouts of all corporate information resources, regardless of where used or how stored, including corporate records. For example, it is equally concerned with the information resources as maintained in manual files as it is with those as maintained by the computer. As such, an IRM Repository bridges manual processing to automated processing.

Basically, the concept of a Repository is to record design decisions during a development project much like how an engineer records design decisions when defining the components of any product. In fact, the Repository concept is derived from "Bill of Materials Processing" (BOMP) which seeks to itemize and cross-reference parts to products, thereby providing the means to share and reuse components. One important byproduct of both BOMP and the IRM Repository is that design documentation is always current and up-to-date; as design decisions and component relationships are updated, the documentation is automatically updated. Further, the design intelligence contained in the IRM Repository is so extensive and precise, it can be used to drive application development aids such as program generators, report writers, and other CASE related tools.

Although techniques such as IRM Repositories and BOMP are useful on a product-by-product basis (or system-by-system), the true benefits are derived when they are used on a corporate-wide scale, thereby promoting the true concept of sharing and reusing components. And herein lies the rub; whereas the technology is certainly available to implement this concept, the management needed to make it happen isn't. Despite the considerable benefits associated with Information Resource Management, it will never be realized in this day and age for three reasons:

1. IRM requires a global perspective of information resources. Unfortunately, corporate America is more conducive to the creation of fiefdoms and, as such, there is more of a spirit of competitiveness as opposed to cooperation in the workplace. It takes true visionaries to understand the benefits of IRM and true geniuses to make it happen.

2. IRM requires standardization and discipline. In order to implement a centralized facility to share and reuse resources, agreement must be reached in terms of the standard components to be defined, their attributes, and how they relate to other components. This also requires standard processes (methodologies) for developing systems so they can be assembled in a consistent and predictable manner. Regrettably, it is fallacious to believe there are any standards in the I.T. community and, as a result, most I.T. shops consist of mavericks with different interpretations of how to address systems development. Concepts such as standardization and discipline are steadfastly resisted. Bottom-line: IRM implies a science with governing concepts and rules, not an undisciplined art form which is how most I.T. workers currently view it.

3. IRM requires long term thinking which is the exception as opposed to the rule in most companies. The true benefits of sharing and reusing resources will not be realized immediately. Instead, it is an investment in the future. Companies will benefit the moment they start to share and reuse information resources from one project to the next. But the real payoff is when the IRM Repository matures, and components are reused time and again.

The concept of IRM reminds me of an incident years ago when there was a problem with famine in India. To help out, the United States sent seed grain to India for the local populace to plant and harvest. This was a viable long-term strategy to take. Unfortunately, when the sacks of seed were delivered to the docks, the people opened them and ate the seed as opposed to planting it. This remedied their immediate hunger problem, but ruined their long term needs. You cannot harvest a crop if you do not sow the seeds. The same is true in IRM. To harvest the crop, we must first document our resources. Only then can we realize the benefits of sharing and reusing them.

Even though IRM is a beautifully simple concept, its only weakness is the management needed to implement it. If you are considering the acquisition of an IRM Repository for your development efforts, consider your management skills first.

OUR BRYCE'S LAW OF THE WEEK therefore is... "You must first plant the seeds in order to harvest the crop."

"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 "MISSING SAM KINISON"

As many of you know, we lost comedian Sam Kinison in an automobile accident back in 1992. For those of you who do not remember him, Sam was described as a "heavy metal" comedian who was well known for being raunchy and irreverent. Interestingly, prior to becoming a comedian he was an ordained Pentecostal Minister. But he was better known for his shock-rock humor who made biting commentaries of our time. It seemed nobody was spared, but his favorite targets were Rev. Jim Bakker of the PTL Club and his wife Tammy, Jessica Hahn, the Pope, Oral Roberts, religion in general, World Hunger, Gays, and several commentaries on sex, drugs and Rock n'Roll. I can still vividly remember his trademark scream. His humor would make just about everyone blush, but behind it all you had to admit there was an element of truth and wisdom in his comedy, and this is what ultimately endeared him to the public. Many didn't understand how a former minister could be so vulgar, but as for me, I clearly understood what he was trying to tell us.

What is sad is that Sam was cut down just as the times were changing and we needed his biting humor more than ever. Had Sam survived, imagine what he could have done with Supreme Court Justice Clarence Thomas and Anita Hill, President Clinton and Monica Lewinsky, Drummer Tommy Lee and Pam Anderson, Anna Nicole Smith and Paris Hilton. But Sam's humor was not confined to sex, I would have loved to have heard his take on Bill Gates and Windows, Steve Jobs and the iPod, the Internet, the Taliban, Al Qaeda and Osama bin Laden, Iraq and Saddam Hussein, immigration, and on and on. Unfortunately, Sam missed a period of time which would have given him more fodder for his humor than he could have imagined. But such was not to be.

What few people realize is that just prior to his death, Sam was planning on giving up comedy and going back to being a Minister. As for me, Sam taught me that in an age of political correctness, maybe some intolerance and ridicule is deserved; that maybe we shouldn't just sit back and accept the status quo and instead we should speak up and voice our displeasure, and; that perhaps we take ourselves way too seriously.

So, Yes, I miss Sam, not just for how he ranted and raved, but more importantly, what he was trying to tell us.

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...

An R.W. in Texas wrote me regarding my recent "Pet Peeve" on "Empty Nests."
He writes:

"Don't worry, you will find that just about the time you make the adjustment and get comfortable with the quiet and the pleasant evenings with your spouse . . . the kids come back for a while. We currently have a stepdaughter and her family (which includes a husband, an 18 year-old daughter, a 6 year-old son, and an 18 month old, hyperactive, female poodle) living in our upstairs area. Right after we moved into this house, we had the same stepdaughter (with no family at the time) and her sister and husband and newborn twins move into the upstairs.

However, that being said, I know what you mean about missing them . . . and finding things you almost didn't remember you had. (I wound up with an amazing number of extension cords because some gremlin kept hiding them in other bedrooms)."

Thanks for your comments.

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

June 25, 2007

"IMPLEMENTING A METHODOLOGY"

The use of organized methodologies for the development of systems and software have been around for 36 years ("PRIDE" was the first in 1971). Today, there are dozens, if not hundreds, of methodologies available for use. Many are simply a variation on the traditional theme of: feasibility study, external design, internal design, program, test, install, review. Others take an iterative approach to development. Regardless of what methodology you elect to use, whether "PRIDE" or Brand X, there are some serious implementation considerations to ponder and it would be foolish not to look before you leap into one.

First, recognize you will spend more time and money implementing a methodology than you will on its purchase. This is because methodologies radically affect the corporate culture, at least in the Information Technology (IT) department. It means breaking old work habits and introducing new ones. It also represents standardization which developers often resist. Methodologies represents uniformity in development practices and deliverables with the intent of turning a heterogeneous development environment into one that is homogeneous. By doing so, methodologies seek to produce consistent and predictable results. They also greatly facilitate teamwork as opposed to rugged individualism. As such, their impact on human behavior should not be underestimated.

SELECTION

Not all methodologies are created equally. Having been involved in this industry for over 30 years, we have had the opportunity to see many different interpretations of the methodology concept. Some are rather simple, others are overtly complex (which we like to refer to as "the dance of the fairies"). When studying any methodology, consideration should be given to the following areas:

• Conceptual Foundation - defining the intent of the product and the rationale for construction of the methodology. First, what is it intended to produce? Total systems or just the software portions? What about the data base? Is this a universally applicable approach or tailored for a specific type of application, e.g., SOA, real-time, etc. This will help define the scope of the methodology and who it is intended to use it. Next, study the underlying concepts and philosophies from which the methodology is based. For example, "PRIDE" establishes an analogy between engineering/manufacturing concepts to the development of systems. This may be fine for those people who understand such concepts, but difficult for others to assimilate. Regardless, the concepts and philosophies must be understood and agreed upon. Further, the terminology used in the methodology must also be well defined and consistently applied throughout it, thereby providing a uniform vocabulary for developers (and end-users) to communicate. Ideally, a glossary of terms is provided with the methodology.

• Methodology Structure and Navigation - defining the standard work breakdown structure (WBS) such as phases, activities, and tasks, along with their dependencies (comes from/goes to). In terms of the WBS, consider the level of detail provided and the rationale for the various work steps. For example, each should be designed to produce a tangible result in order to substantiate completeness. If it doesn't, it may very well be a waste of time. Also, consideration should be given to what work steps must be performed sequentially and which can be performed in parallel. This has Project Management implications. Laced throughout the methodology should be review points to study progress, make revisions, or make stop/go decisions.

• Deliverables - defining what is to be produced from executing the various work steps. This can take many forms, such as reports, program code, data base structures, test data, etc. For each deliverable, particularly reports, there should be defined acceptance criteria which provides the means to analyze it for completeness.

The methodology must clearly define Who is to perform What, When, Where, Why and How (5W+H) thereby delineating the responsibilities for executing the various parts of the methodology. Assuming this is understood and agreed upon, the next step is to consider how the methodology will impact your organization. Will it be a radical departure from the current way your company operates or will it be relatively easy to assimilate in your organization? The greater the change, the greater your implementation costs will be. Then again, maybe your organization needs a radical shakeup.

STRATEGIES

Because a methodology plays a dramatic role in the corporate culture, it is not installed in the same manner as computer hardware or software. We have seen many approaches to the implementation of methodologies over the years; some successful, some disastrous. The disastrous implementations are those where a "Dictator" approach is taken and the methodology is jammed down everyone's throat. This will only work as long as the dictator remains in power and is typically abandoned shortly thereafter. The more successful implementations have been those where the responsibility for the methodology is shouldered by several key people in the organization, thereby giving the appearance that the methodology is the will of the company and not just one individual.

STEP 1 - ESTABLISH A PROJECT

The first step in installing a methodology is to establish a project for this purpose. This can be done using a Project Management system (either manually implemented or computer assisted) which materially assists in keeping the project on schedule and within costs.

Key to the startup of the project is the appointment of a Methodology Coordinator who will act as the Project Manager for the implementation of the product. Considerable thought should go into the selection of this person. The Coordinator should be respected by the development staff as well as management; should work well with people, but more importantly, must be results oriented.

STEP 2 - ESTABLISH SUPPORT TEAM

A Support Team is assembled who will be assigned tasks in the project. One of the principal reasons for forming a Support Team is to share the responsibility for implementing the methodology throughout the company. Again, this conveys the image that the methodology is the will of the company, not just a single person.

Selecting members for the Support Team is critical. During the implementation process, they will have high visibility and will become the in-house experts in the use of the methodology. As such, the people selected must be able to speak with authority and command respect. Those typically involved in the implementation of a methodology include:

• Methodology Coordinator - the person selected for this key assignment must have a management background.

• Enterprise Resource Manager - this will be the person primarily concerned with business planning.

• Systems Resource Manager - this will be the person primarily concerned with systems and software development responsibilities.

• Data Resource Manager - this will be the person primarily concerned with data base matters.

• Quality Assurance Manager - the person who will be concerned with the development and enforcement of all IT related standards.

• Training Coordinator - the person who will be concerned with providing educational services for the company.

• Project Administrator - the person primarily responsible for installing and administering the Project Management system.

• Technical Librarian - the person responsible for maintaining all IT related documentation, e.g., phase deliverables, and project documentation.

This does not mean implementing a methodology requires enormous resources. Depending on the type of methodology to be installed, certain people may not be involved. Also, some members of the team may share responsibilities (such as Project Administration/Technical Librarian). Participation in the support team is not necessarily a full time job especially if the work is evenly distributed between members of the team.

It is important that a unique mix of both managers and staff from various areas participate in the Support Team in order to give the project effectiveness, credibility, and balance. Junior people may be useful for establishing the mechanics of the product, but it will require managers to set standards, promote the use of the methodologies, and handle political issues.

One of the first steps by the Support Team is to become conversant in the methodology themselves. This can be accomplished by reviewing the methodology documentation and by attending pertinent training courses.

STEP 3 - DEVISE STRATEGY

In essence, the Support Team will be fulfilling the role of "Industrial Engineering" as found in a manufacturing facility. Under this scenario, they will be studying the methodology and determine:

• Supplemental tools and techniques to be used throughout the methodologies. This includes such things as development tools, programming standards, Repositories, and Project Management aids.

• The necessary management infrastructure to support the methodology. This specifically includes the development of a Quality Assurance organization which includes the Technical Library and Project Administration functions.

• Training requirements - for developers, support functions, as well as management and end-users.

Perhaps the biggest decision to be made at this point is an implementation strategy whereby the company either installs the methodology all at once or takes an evolutionary approach where key projects are selected for the initial use of the methodology (a sort of "snowball" effect). The latter approach is probably the most effective for getting started.

STEP 4 - INITIATE PLAN

During this stage, the Support Team will implement the necessary support infrastructure, execute their training plan, and begin to use the methodology. During the first few projects, pay particular attention to how the methodology is used and look for problem areas. Here, the Support Team becomes a SWAT team to correct problem areas as quickly as possible. The intent is to gain momentum and perfect the use of the product (which will become an ongoing goal).

After the methodology is installed, encourage forums where the mechanics of the methodology are discussed with the staff. Such forums promote self-improvement. Although this can be performed using such things as Internet blogs and discussion groups, face-to-face meetings are more effective to clarify points (perhaps after normal working hours).

CONCLUSION

A methodology is an important part of an overall quality assurance program whereby standard practices are initiated in order to produce consistent and measurable work products. Ultimately, it represents discipline, organization, and accountability which the development staff will realize almost immediately and, as such, will either embrace or resist it. Because it represents a change to the current operating environment, you should expect developers to resist it as much as new users resist the introduction of new technology in their business units. Consequently, don't expect a methodology to install itself. Always remember that it is one thing to enact legislation, quite another to enforce it. Without follow-up and enforcement, use of the methodology will be spotty at best. You will know when a methodology has been successfully implemented when it has become an inherent part of the corporate culture; that developers communicate and act on a common level, that consistent work products are produced; that the staff behaves more as a team as opposed to a group of individuals, and; that it is no longer the Brand X Methodology, but rather it is "Our" Methodology.

OUR BRYCE'S LAW OF THE WEEK therefore is... "The least expensive decision will be the price of the package."

"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 "VERIZON"

We were recently visited at our office by a representative of telephone giant Verizon who wanted to review our current plan and see if she could save us some money. Basically she recommended we consolidate our telephone lines, long distance and Internet connections into a single reduced monthly fee. It sounded good and we went along with it. When our next bill came, we discovered that our fees had actually gone up as opposed to down (it almost doubled). "Strike one."

Obviously irritated with the bill, we wanted to find out exactly what was going on and endeavored to contact Verizon about our billing. Ever try to call Verizon lately? They have taken "Voice Mail Jail" to a whole new level. You are asked a series of questions by a preprogrammed voice that theoretically is to expedite your problem and take care of you. Wrong. No matter how we tried to work within their voice mail system we were never able to get the answers we were looking for. Even worse, our frustration level arose to a new level as we were never allowed to talk to a human being about our problem. "Strike two."

Whoever thought Verizon's voice mail system improved customer service should be taken out and horse whipped. Actually, I got the impression there isn't a breathing person at Verizon; that everything is being run by computers and the executives are lying on a beach somewhere in the Caribbean. I guess its not a bad gig if you can set your company up this way and you really do not care about customer service.

I'm just wondering how many other customers they have been able to alienate or are we the only ones left using Verizon? We better get this problem resolved soon or it will be "Strike Three" and they're out of here.

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...

An N.A. in Tampa wrote me regarding my recent "Pet Peeve" on "The Moral Minority." He writes:

"Wow, this was very good. The United States will fall—that is inevitable. We’ll be like ancient Rome: we won’t be conquered, we’ll disintegrate from within. You can already see the fissures. I don’t think it’ll happen in my lifetime. I predict it will happen by the turn of the next century."

Thanks 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.

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

June 18, 2007

"EFFECTIVE INTERVIEWING"

Key to any Information Technology development project is the ability to effectively interview with end-users, people from business units who are not necessarily graced in the acumen of I.T., yet need solutions to some rather pressing business problems for their departments. Yet interviewing skills seem to be in decline lately, particularly among I.T. personnel. Its really not that difficult, but it requires a certain type of person to perform it adequately; someone who is naturally curious and works well with others, a "people-person."

How you interview someone in business is somewhat different than how Barbara Walters interviews a celebrity on television. Although there are lessons she can teach us, you must remember you are not there for anyone's entertainment. True, you want to be sociable, but you also need to get to the point.

There are essentially three types of situations for interviewing a user during an I.T. development project:

1. To specify information requirements (as to what is needed and why).
2. To review designs for viability and acceptance.
3. For current systems analysis.

In all three situations the interviewer must be one part detective, one part lawyer, and one part translator. The interviewer must be a detective in order to know how to investigate a problem and know what to look for; he must be a lawyer in order to know how to ask the right questions, and; he must be a translator to interpret what the user is saying.

KNOW THY USER

The first thing the developer must know is some background information on the person to be interviewed. The developer must be able to assimilate the user's job and his interests to better serve the user as well as to gain his trust. To do so, pertinent organization charts and job descriptions should be referenced in advance to study the scope of the user's area of responsibility and employee reporting relationships. Further, the developer should understand the user's products or services he is responsible for, along with the customers and vendors he works with. The more the developer knows about the user prior to meeting him, the more credible he will be and the better his chances are for satisfactorily serving the user.

To develop the proper rapport, dress presentably, act professionally, and communicate effectively. Appearances in this regard are very important. Nobody wants to confide their interests in a Huckleberry who doesn't appear to know what he is doing. Dressing and acting professionally expresses respect for the other person, as does a firm handshake. Very important: speak to communicate. This means the developer should communicate in terms the user will understand, not the other way around. Technical jargon should be avoided as this may be misinterpreted by the user and may even alienate him, thereby creating a hostile or uncooperative working relationship. Further, avoid the temptation to use slang, try to be as articulate as possible.

Learn to read the body language of the person you are interviewing. Look for signs of being guarded versus being open and candid. Likewise, consider your own body language so that you invite discussion. You want to convey an image that you are genuinely interested in what the user has to say. For example, don't let your eyes wander around the room during the interview, stay focused on what the other person is saying.

Observe protocol. Remember, when you are visiting the user, you are on someone else's turf. Do not be presumptive, take nothing for granted. Ask permission to tour the user's area, talk to pertinent people, and gather notes. A little professional courtesy can go a long way.

DO YOUR HOMEWORK

Prior to meeting with the user, prepare a thorough interview outline highlighting the questions or subject areas you will be inquiring about. True, the actual interview will undoubtedly stray from the outline, but it offers you some structure to maximize your use of time. Also, to enhance productivity during an interview, it is a good idea to communicate the purpose of the interview to the user and what your objectives are. This should be done well in advance of the interview to give the user ample time to prepare for the meeting. Ideally, the user should be presented with a copy of the interview outline prior to the meeting.

During the interview, take plenty of notes. Frankly, I am of the old-school whereby I use nothing more than paper and pencil. I still find users who are intimidated by computer laptops and other recording devices. As an aside, some of the best interviewers I have seen over the years knew "shorthand" which simplified taking notes, but I'm afraid this is a language facing extinction. If you wish to use computer technology during the interview, be sure the user doesn't have a problem with it, nor that it will inhibit his dialog with you.

In terms of venue, the interviewer must determine a suitable site to conduct the interview, either in the user's office, your office, or a neutral site. Users tend to be more comfortable in their own offices where it is easier for them to reference paperwork for you. The only problem though is the possibility of interruptions (phone calls or people stopping by). Holding the interview in your office tends to be more threatening and may actually inhibit the person by making him think it is an inquisition. A neutral site near the user's area is better to minimize distractions and allows the user to remain comfortable in his own area of responsibility. For example, I have seen some excellent interviews conducted in sequestered meeting rooms where the interviewer can scribble notes on a blackboard or flip chart. This can be very conducive for clarifying points during the interview, as well as general brain storming sessions.

During the interview, the developer tends to play the role of a lawyer, which means he probably knows the answer to a question before asking it. A well structured interview, therefore, is used to confirm your suspicions more than anything else. As in the lawyer analogy, avoid "fishing trips" whereby the interview goes down pointless avenues of discussion. Remember, if you are not using the right bait, you'll catch nothing. Stay focused, stay in control and don't let the interview digress into meaningless ramblings.

During the interview, there will be a lot of "give and take" in terms of controlling the direction of the interview. The interviewer should avoid jousting but always remain firmly in control of the meeting. Stay on target and accomplish the objectives as specified on your interview outline.

"WHY?"

More than anything, the interviewer is trying to understand the rationale for something. Because of this, it is no small wonder the term "Why?" is the most commonly used expression in his vernacular. When I am specifying user information requirements, I like to approach the question in another manner. For example, I'll say something to the effect, "Assuming I can deliver the information to you in the manner you want, what will you do with it?" In other words, I am looking for the user to describe the business actions and decisions to be supported by the information, thereby justifying the need for it. This is a nice alternative to constantly asking, "Why?" Another technique is to simply ask the user for examples in order to illustrate his points.

How a manager perceives something may be different than what happens in fact. Consequently, I often find it necessary to interview key secretaries and clerks who are more intimate with the daily flow of business in the work area than the manager might be. Their answers may confirm or conflict with what the manager says. Nevertheless, it is the responsibility of the interviewer to find and substantiate the truth.

CONCLUSION

In interviewing, it is not so much what you ask as it is how you ask it. As such, both tact and diplomacy are part of the game. The interviewer has to convey a positive image of trustworthiness, professionalism, and organization. Further, he has to be able to ask pointed questions, as well as being approachable to confide in.

Aside from the human dynamics of interviewing, organization is vital for success, if for nothing else than to maximize your use of time (as well as the other person's). Take good notes during the interview, pick through them carefully afterwards, and document them for review by the user for clarity. This review is important. Its like saying, "This is what I understood you to say; is this a correct interpretation?" Clearing up misinterpretations and inconsistencies early in a development project will save considerable time and money later on. As the old adage goes, "The best surprise is no surprise."

OUR BRYCE'S LAW OF THE WEEK therefore is... "If you are not using the right bait, you'll catch nothing."

"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 "EMPTY NESTS"

I have finally reached that stage in my life where my children have grown up and are off pursuing other interests. Its kind of strange experiencing the empty nest syndrome. You start to notice small changes right away, such as how the volume of trash goes down, as does your water, power, and food bills. The phone doesn't ring as much and its generally a lot quieter around the house at night. Maybe the hardest part is changing your eating habits. Instead of shopping and cooking for a group of people, you find yourself staring at the TV over a Marie Callender pot pie or a Stouffer's pizza. It takes quite an adjustment to learn how to cook for two.

As your offspring leaves, you determine its finally time to clean out their rooms. This is when you find that socket set you've been missing for the last five years and your old records and CD's you had forgotten about. And when they come back for a visit they look at you mortified as to why you found it necessary to clean out their rooms. "Wasn't it okay the way it was?" Some people like to go the extra mile and replace the furniture and create a new guest room or den. This really exasperates the kids as to why you didn't do this earlier when they were still home.

Although you were always looking for a little peace and quiet around the house after the kids were gone, now you find you cannot sleep as the house seems too quiet to you. I guess we get conditioned to a little helter-skelter being around us.

You also discover you're starting to get some free time on your hands. Instead of school functions and chasing the kids around the ball fields, you finally have time to reacquaint yourself with your spouse. The only problem is you are not in your twenties or thirties anymore and you both find more solace in reading a good book or watching a movie then chasing each other around the bedroom. You're not dead yet, but you come to the painful realization that life isn't quite the same anymore.

But perhaps the hardest part of the empty nest is realizing the kids are no longer chasing you around anymore and that you are now chasing them. You no longer take them for granted and cherish every moment you speak to them on the phone as well as every e-mail or letter they send you. The hardest part is simply missing 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...

A J.N. from the United Kingdom wrote me regarding my recent "Pet Peeve" on "Micromanagement." He writes:

"I couldn't agree more!

This is especially true when managing talented technical or creative people, i.e., people who will know more about their job than their manager.

Micromanaging often comes with ridiculous information control, and the combination will actually "create" poor performance even in good staff.

I have gotten a nice reputation as a "miracle" maker for team and project turnaround, for doing nothing more than figuring out what people were capable of, making sure they are given what they need to do the job, clear information, clear ownership of their job, then get out of the way."

I also heard from an H.U. in the US who writes:

"I have had a number of bosses that needed to read your article! I work for a volunteer organization as the only paid employee. Everyone else is a volunteer. I have found that when I allow groups to make as many decisions as possible themselves they feel that they have some ownership of the project, they work harder, and they amaze me at what they can do! Of course, there are some exceptions. All of us work with some people that need more hands-on management than others. Either they are new to the job or just have a personality where they prefer more supervision. Sometimes we may have not provided the necessary instructions. Fortunately, I find that once a person is properly informed and trained to do their job, most of them become more confident and independent."

Thanks 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.

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

June 11, 2007

"REBUILDING LOYALTY"

There is a general consensus today that there is a complete breakdown in corporate loyalty, that employees no longer maintain allegiances to their companies or their bosses. Years ago people joined companies usually for life. Workers figured if they worked hard enough and kept their noses clean, the company would take care of them. This is no longer the case. Due to the corporate changes implemented over the last twenty five years to remain competitive in a world economy, workers now typically live in a state of paranoia and think short-term employment as opposed to long-term, thus affecting their perspective on loyalty.

As some very visible examples of this, consider the dismantling of the studio system in Hollywood and the farm system in Major League Baseball. Instead of being groomed and nurtured from within the system, employees have been forced to become free-agents. Obviously, this encourages individualism as opposed to teamwork. I chuckle when I hear an executive become exasperated that there isn't any loyalty in his company anymore. Why should there be if he promotes a corporate culture that doesn't encourage loyalty?

Let's understand this from the outset, loyalty represents trust. It means a person is confident that something will behave predictably, positively, and to their benefit. As a result, they will willingly pledge their allegiance to it. If it doesn't behave in this manner, loyalty will be shattered.

There are three types of loyalty we commonly come in contact with: Product, Institutional, and Person:

PRODUCT LOYALTY

I'm sure we all know someone who has allegiances to products. For example, I have a friend whose family has been buying Buick automobiles literally for generations. Even though the body styles have changed over the years, they have found it to be a trustworthy product and have remained loyal customers for decades. I also have a business contact who refuses to fly on anything but Boeing aircraft. Back in 1985 there was a consumer uproar when Coca-Cola changed their formula and introduced "New Coke." Loyal customers finally forced the company to reintroduce the original formula under the name, "Coca-Cola Classic" (as we know it today).

People form attachments to products because they like it, have become familiar with it, and are confident it will perform routinely and to their benefit. They will even go so far as to adapt their lifestyle to the product and become dependent on it, just like a drug, even tolerating modest changes in price and attributes. But if the product changes radically, becomes unreliable, or skyrockets in price, then loyalty is shattered and the consumer looks for other alternatives. To illustrate, consider the American automotive industry; for years, people loyally purchased American automobiles because they believed them to be well built and tailored to the needs of the American public. Foreign automobiles were originally considered as nothing more than a curiosity that was out of step with the public. But because of some serious missteps by Detroit, consumer loyalty was shattered and transferred to foreign car manufacturers, particularly the Japanese and Germans who worked overtime to cultivate consumer loyalty.

Loyalty in this regards does not require a product to be best in its class. In fact, a lot of mediocre products command consumer loyalty simply because consumers perceive them as quality goods. For example, I do not consider Microsoft products to be the best of their kind, yet they command incredible consumer loyalty as people perceive them as "state of the art." Even though there are many other excellent products out there with superior features, Microsoft commands the PC simply because they have been able to cultivate consumer confidence. But if they ever lose this confidence, there will undoubtedly be others to take their place.

INSTITUTIONAL LOYALTY

We see instances of institutional loyalty in such things as political parties (Democrats, Republicans), branches of the military (Air Force, Army, Coast Guard, Marines, Navy), countries and communities, charities, sports teams, fraternal organizations, and companies. Here, people fervently believe in the institution they belong to and proudly display their loyalty through such things as lapel pins, bumper stickers, tattoos, web sites or whatever. Most people realize such institutions are not perfect. Nevertheless, they support it through thick and thin simply because they believe it to be a good and noble institution. The only time they will break with it is if the institution radically changes course and is no longer in line with their personal interests and values. For example, we have seen examples of people switching from one political party to another due to a change in policies and interests.

Quite often, the loyalty for an institution or office within it supersedes the loyalty to the person holding the office. We see numerous examples of this in the military and government alone. True, soldiers are more apt to follow certain leaders into battle they believe in, but they will also perform their duty out of a greater sense of loyalty to the institution.

Corporations tend to be a bit different though since the integrity of such institutions are being questioned today. This is probably due to corporate cultures that are failing to maintain the interests of the workers. Whereas I still have friends employed by big businesses who have long tenure with their companies, younger workers tend to lack faith in the institutions and find the company's interests are not compatible with their own. Their only motivation is to pick up a paycheck, nothing more, nothing less. This is somewhat sad as it means their work is not aligned with their interests which does not promote a sense of craftsmanship.

PERSONAL LOYALTY

Loyalty to a particular individual is perhaps more common than the other two. This is because people are social animals and tend to identify with the interests of others (the "birds of a feather" phenomenon). In terms of superior/subordinate relationships, with rare exception, we want to believe in our leaders. We want them to worry about charting the right course of action while we worry about tending to our own particular work effort. People are more inclined to follow a leader, even through the most difficult of times, whom they are loyal to than someone they do not trust. But understand this, loyalty at this level is a two-way street; not only does a manager require the loyalty of his workers, the workers require the loyalty of the manager. This requires effective social and communications skills (people skills). The manager must demonstrate he knows what he is doing, knows the right path to take, and maintains the interests of his subordinates. Conversely, the workers must demonstrate to the manager they are willing to put forth the necessary effort to see a job through to completion. In other words, both parties depend on each other, which brings us back to trust. And if the trust is ever broken, harmony is disrupted, and the manager and workers begin to work at odds against each other, which, of course, is counterproductive and a very unhealthy working environment.

REBUILDING LOYALTY

If our trust in someone or something is broken, it is difficult to repair, but not impossible. If Product Loyalty is broken, consumer confidence has to be rebuilt; If Institutional Loyalty is broken, the corporate culture has to be overhauled, and; If Personal Loyalty is broken, it will be the most difficult to correct due to the human dynamics involved. In any event, rebuilding loyalty will be a long and costly process. The best thing to do is not to lose it in the first place.

Loyalty is broken when expectations radically diverge from what happens in practice. People are willing to forgive errors or indiscretions to a point, primarily because as creatures of habit we are comfortable with the status quo and do not necessarily want to change. But if problems become significant without any sign of being remedied, people will lose patience and faith in the object of attention. Let's take the 1985 Coca-Cola incident as an example; had the company made a minor change in the Coke formula, it probably would have been accepted. They didn't. The "New Coke" formula was a radical departure from the old formula. Regardless of the considerable marketing hype of the new product, customers lost confidence in it and started a rebellion to reintroduce the old formula.

Worker loyalty is lost when they become convinced their interests are not being maintained by management, and lack confidence in the direction of the company. This typically occurs when:

• Promises are not kept by management.
• Worker jobs are in peril of being outsourced.
• The company is losing market share.
• The workers do not understand the deployment or withdrawal of certain products or services.

Whether such scenarios are real or not, worker loyalty will be lost if management's judgment is perceived as questionable. A lot of this can be corrected simply by effective communications to clear up misunderstandings and to explain the rationale for a course of action. Even if the chips are down, workers are more likely to remain loyal if they understand and believe in the course management has plotted.

Worker loyalty in management is also based on ethics and quality. If the actions of management are perceived as unscrupulous or unsavory, workers will quickly lose faith in them. Further, if workers do not have confidence in the quality of the products or services they are producing and selling (that they know them to be based on inferior workmanship), this too will be a bad reflection of management's integrity.

Look, its really quite simple, workers want to be treated fairly, lead a worthy and meaningful life, and have confidence in the direction of their company. This requires management to improve their people skills, refine the corporate culture, and enact effective communications. In return, management should rightfully expect loyalty from the work force.

Deeds speak louder than words. In order for management to be credible with workers, they must demonstrate they have the best interests of their employees in mind. Let me give you an example, every once and awhile in Major League Baseball you see a manager charge out to an umpire during a game to challenge a call and becomes quite vocal and animated (Earl Weaver and Billy Martin were legendary in this regard). Quite often, such challenges are done more for demonstrative purposes as opposed to actually refuting a call by the umpire. Basically, the histrionics are used by the managers to tell their own team that he believes in his players and is willing to fight to protect their interests. Now I'm not suggesting that a corporate officer or manager needs to pick a fight with someone, but some public demonstration of his sincerity is needed to express his commitment to his workers, be it a reward, a testimony, a recognition or whatever; something to demonstrate he has the best interests of his employees in mind. This includes affecting the corporate culture and establishing the proper work environment. Some managers have little sensitivity for the type of work their people have to perform. In fact, they prefer a master/slave relationship thereby elevating their ego. But if they create an environment that empowers employees and treats them like professionals, thereby giving them a sense of purpose, they tend to become more dedicated and loyal to the company.

Some people contend you can buy loyalty. I do not subscribe to this notion. In this situation, people will only be loyal as long as the cash continues to roll in. When it stops (or if someone outbids another), people move on. Do not confuse loyalty with bribery. Loyalty means you believe in something and are willing to stand by it through good times as well as bad.

CONCLUSION

Years ago, Les Matthies, the legendary "Dean of Systems" admonished me, "As long as someone provides you with a job, be loyal to that person; don't gossip and ridicule him; do your job, and do it right. If you don't like the person, then get out and do something else." What worries me is that Les' sentiments are lost in today's world. Loyalty is rapidly becoming a lost virtue. Interestingly, I have met a lot of people in recent years complaining how loyalty is lost in corporate America, as well as other institutions such as nonprofit organizations. These same people all want to see loyalty become part of our core values again, but they are all waiting for someone else to take the first step in making this happen. If you believe in the necessity of loyalty, that it adds value to our lives, then it behooves all of us to take the first step.

Always remember: Loyalty = Trust

OUR BRYCE'S LAW OF THE WEEK therefore is... "When you find someone you believe in, do not hesitate to stand by him through thick and thin."

"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 "LEADERSHIP"

There seems to be two types of leaders in the corporate world these days; on the one extreme is the micromanager who supervises everyone's work, and on the other end of the spectrum is the person who wants everyone to love him. Interestingly, neither approach is effective for true leadership. Whereas the micromanager tends to turn people off simply because he doesn't respect the workers ability to do their jobs properly, the "lover" commands no respect either as he tends to avoid taking a stand on any issue; he just wants to keep everyone happy and hopes they will somehow work together towards some common goals. Inevitably they do not and chaos ensues. I am reminded of what former UK Prime Minister Margaret Thatcher said, "Standing in the middle of the road is very dangerous; you get knocked down by the traffic from both sides."

Frankly, to be an effective leader, I think you have to find a medium between the two extremes. As many of you know, I am an advocate of worker empowerment where you manage from the bottom-up, not just from the top-down. I think it is important to treat workers as professionals, such as giving them responsibility and holding them accountable for their actions. If they believe their voice is heard, they are more inclined to accept responsibility and direction. I think this is an important part of leading a worthy life, both personally and professionally.

I'm also smart enough to know that a manager is not in a popularity contest and is responsible for delivering results. This means the leader has to know the right direction to be heading, be able to articulate it to the staff, and motivate them to get the job done. As such, it is more important for a manager to be respected as opposed to loved. People will simply not produce the deliverables you want if they do not respect you.

One classic example of how you cannot lead through love is exemplified in NBC's hit comedy, "The Office." In the show, Michael Scott (as played by actor Steve Carell) is a regional branch manager of an office that sells paper. Here, the manager desperately wants to be loved by his staff, and the more he tries, the less the staff respects him and the office just stumbles along.

When it comes to leadership, there can only be one captain, you cannot lead by democracy. You have to be able to give an order, and you have to have confidence the workers will respond accordingly. This doesn't mean you have to sit over people with a whip and a chair as exemplified by micromanagement. It is about empowerment and respect. If you haven't got respect, you won't be leading anybody anywhere anytime.

Perhaps the best interpretation of leadership I've come across is from President Harry Truman who said, "Leadership is the ability to get men to do what they don't want to do and like it."

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...

An R.W. in Texas wrote me regarding my essay last week on "Are I.T. Workers Blue Collar?"; he wrote:

"Some years back, there was a book entitled 'Gold Collar Workers' that offered the premise that IT workers are neither blue nor white collar workers but, instead, gold collar workers because (at least potentially) they offer the most impact on the bottom line. At the time, I tended to agree with the premise; however, that was when most of the IT professionals that I knew were from the same 'old school' that I come from that says that

A) As a professional, you are there to get the job done and not to punch a time clock.

B) You keep up with your profession's developments, and;

C) You dress as a professional.

I am afraid that things may have changed because I find many of my younger coworkers:

A) Try to make sure that they spend no more than 40 hours per week at work.

B) Only have a computer at home in order to send and receive e-mail, and;

C) Prefer to wear blue jeans and T-shirts to work.

Thanks 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.

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