March 31, 2008

WHO MAKES THE BEST SYSTEMS ANALYSTS?

Over the last four decades I have met a lot of Systems Analysts in a lot of different industries. Some impressed me greatly by their knowledge of their business and the systems they designed, but I have also met a lot of duds along the way. When I think about the better ones, I consider the attributes they share which I can narrow down to three areas:

1. They are in-tune with their business. This doesn't necessarily mean they graduated with a business degree, although some did, but rather they took the time to study the business and placed themselves in the shoes of the managers, clerks, and other workers they were charged to support. In other words, they took the initiative to assimilate the duties and responsibilities of the end users.

Conversely, the duds tended to take technical solutions and tried to jam it down people's throats with little thought of the applicability for solving specific business problems. As a result, personnel in the user departments tended to resist such technological solutions, even going so far as to sabotage efforts for its implementation.

2. They can conceptualize and possess an analytical background. Although they appreciate the need for detail, they are able to think big and look for pragmatic solutions. In contrast, the duds tend to get sidetracked easily over minutia.

3. They possess strong communication skills, both oral and written, allowing them to effectively interview people, articulate problems and solutions, and be very persuasive. The duds have trouble communicating at any level.

You'll notice I didn't include a knowledge of technology as an attribute. The better analysts understand the need for monitoring technology trends, but are not driven by it. Basically, they understand technology is physical in nature and changes dynamically. Instead they are more focused on the logical business problem and how to solve it. In essence, they realize "there is a million and one ways to skin a cat."

There is an old argument as to who produces the best Analysts: the Business Schools or the Computer Science Schools. Although I have seen some good people from both ends of the spectrum, some of the best Analysts I've met do not come from either school. Instead, I have seen them come from entirely different backgrounds including Library Science, Music, Engineering, and Mathematics; disciplines based on a governing science yet allows for the expression of creativity.

Frankly, I haven't met too many successful Analysts who graduated from the ranks of programming as they typically only see things through the eyes of the computer. They tend to believe the only valid business problems worth solving are those that can be addressed using the latest technology; everything else is considered inconsequential. I refer to this as a "tail wagging the dog" philosophy.

One of the best Analysts I ever met was a young woman from Wisconsin who worked for a government agency there. This particular agency was trying to overhaul a major financial system, an effort that stalled after several months and using quite a few people on the project. To break the logjam, the Director assigned the young Analyst to the project, but gave her latitude to operate autonomously. In three months time she had methodically documented the existing system, noting its strengths and weaknesses, defined the requirements, and designed a totally new system which was then turned over to programming for implementation. In other words, she had been able to accomplish in three months by herself, what the whole project team hadn't been able to do in twice the amount of time. She was organized, she could conceptualize, and she was disciplined. After reviewing her work, I asked her about her background. I was surprised to learn she possessed a degree in music, something she took quite seriously and claimed helped her in her work. "What was her instrument?" you might ask; the piano (with a working knowledge of the harpsichord to boot). Her forte though was in music composition which she found analogous to system design; interestingly, she considered playing musical instruments as essentially no different than programming. In other words, she grasped the significance of logical and physical design, and the difference between Systems Analysis and programming.

If you would like to discuss this with me in more depth, please do not hesitate to send me an e-mail.

Keep the faith!

OUR BRYCE'S LAW OF THE WEEK therefore is...

"Systems are logical, programming is physical."

"MORPHING INTO THE REAL WORLD"

Friends, we have just published a new book entitled, "MORPHING INTO THE REAL WORLD - A Handbook for Entering the Work Force" which is a survival guide for young people as they transition into adult life.

Bonnie Wooding, the President of the Toronto Chapter of the International Association of Administrative Professionals (IAAP) said, "Many of our members are just starting their careers and I will be recommending that they read this book, especially Chapter 3, Professional Development - a primer for business skills and filled with basic common sense advice that is simple, easy to follow and extraordinarily practical; and Chapter 5, Do’s and Don’ts of the Workplace, an excellent resource for those questions you are too embarrassed to ask for fear of looking foolish."

The Miami Hurricane recently reviewed it (10/22/2007) and said,

"the abundance of information the book provides is a good start for anyone about to take the first step into the real world. Though the concept of adulthood may seem intimidating, it's comforting to know that someone has at least written a guidebook for it."

Reviewer Bill Petrey praised it by saying, "Every young person entering the workplace for the first time should be given a copy of this book."

The book includes chapters to describe how a young person should organize themselves, how to adapt to the corporate culture, develop their career, and improve themselves professionally and socially. Basically, its 208 pages of good sound advice to jump start the young person into the work force. Corporate Human Resource departments will also find this book useful for setting new hires on the right track in their career. It not only reinforces the many formal rules as contained in corporate policy manuals, but also includes the subtle unwritten rules we must all observe while working with others. The book lists for $25 and can be ordered online through MBA or your local book store. Complementing the book is a one day seminar of the same name which can be purchased separately for $4,000.00 (U.S.) plus instructor travel expenses. For more information on both the book and the seminar, visit our corporate web site at: http://www.phmainstreet.com/mba/morph.htm
ISBN: 978-0-9786182-5-4

MY "PET PEEVE OF THE WEEK" IS "OFFICE POLITICS"

When we join a new company, we're all hoping for a fresh start and clean slate. The last thing we want is to get embroiled in political intrigue, regardless of how petty it might seem. Most of us just want to do our work and move along with our lives. Even if this were so, which is rarely the case, we must still deal with "political correctness" as defined by society; we have to recognize certain protocols in our mannerisms, language, and conduct. So, even before we get started in a new job, we have to recognize there is going to be some form of politics, like it or not. I remember visiting a manufacturing company in the Midwest where a Vice President proudly said to me, "You'll like this place Tim, there's no politics here whatsoever." And I think he firmly believed it too. In reality, they had more cutthroat politics than I had ever seen before.

Whether you are a new employee or a visiting consultant, one of the first things you have to determine about a company is its pecking order. An organization chart makes a convenient road map in this regards, but it doesn't truly define the power structure in a company. For example, a weak manager may actually draw his strength from a powerful assistant. Nonetheless, it is important to identify the fiefdoms of the company, who the key players are, and who the allies and adversaries are. Without such knowledge, you will inevitably trip into some political dispute or become an unwitting pawn in a power play. The best advice in the early going is to simply keep your eyes and ears open, and your mouth shut.

Aside from the power players in an organization, the three most common types of political animals you will encounter are the Suckup, the Radical, and the Saboteur. The Suckup (aka "Brown Noser") essentially has no spine and is the perennial "Yes Man" to the boss. The boss says "Jump" and the Suckup says, "How High?" But the Suckup has a political agenda of his own which typically is an advancement through the assistance of the boss. He therefore bends over backwards to please the boss at the expense of losing the respect of his coworkers.

The Radical represents "the bull in the China shop" or "loose cannon" and is best known for revolting against the status quo, not quietly but loudly, and is not afraid of stepping on a few toes along the way. In many ways he is like Sherman's march to the sea. Perhaps his mission is correct, and perhaps it isn't. Regardless, this type of person has a slim chance of succeeding as his detractors will work overtime to undermine him. When dealing with such a person you basically have two choices: either join him and hope for the best, or get the heck out of his way so that you are not run over.

The Saboteur is perhaps the most viscous of the three and can probably best be characterized as the "conniving weasel" or "backstabber" who schemes to make the lives of others miserable. He is driven by petty jealousy and wants desperately to be seen as a power broker in his institution. Since he has no real life of his own, the Saboteur gets his jollies by undermining anybody that garners more attention than he does. Whereas the Suckup and the Radical can be dealt with politically, the Saboteur is a pest that must be exterminated.

Office politics is about loyalty and trust. At some point, you will be asked to choose sides and this to me is what makes office politics ugly. I might understand this in government politics, but not in a company where we are all suppose to be on the same team. Politics is an inherent part of the corporate culture; some companies deplore it, others thrive on it. I guess it's a matter of whether a company values the concept of teamwork or rugged individualism. I have found there is much less politics in companies promoting the former versus the latter. Either way, my advice to anyone joining a new company, be it a corporation or nonprofit organization, is actually quite simple: "En Garde!"

Such is my Pet Peeve of the Week.

Note: All trademarks both marked and unmarked belong to their respective companies.

"BRYCE'S PET PEEVE OF THE WEEK"

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 the following e-mails from my "Pet Peeve" entitled, "Resisting Change":

A C.S. in Florida wrote...

"Good article!! While the term "this is how it always has been done" is used a lot, it should be challenged and not just accepted as the way it should always be. One of the great things you do for us is challenge people to think. In the end, no one will agree on all things, but at least you bring things to the forefront. KEEP UP THE GOOD WORK!!!"

A T.C. in Ft. Lauderdale, Florida wrote...

"Amen to your Pet Peeve. It is the bane of my existence in education. Educational institutions are among the most resistant to change. And when the change comes it is often poorly articulated, poorly planned, and poorly executed. But, improvement in the field of education is desperately needed."

Again, thanks for your comments. For these and other comments, please visit my "Bryce is Right!" web site.

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.

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 © 2008 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

March 24, 2008

THE ELEMENTS OF A GOOD FEASIBILITY STUDY

In its simplest form, a Feasibility Study represents a definition of a problem or opportunity to be studied, an analysis of the current mode of operation, a definition of requirements, an evaluation of alternatives, and an agreed upon course of action. As such, the activities for preparing a Feasibility Study are generic in nature and can be applied to any type of project, be it for systems and software development, making an acquisition, or any other project.

There are basically six parts to any effective Feasibility Study:

1. The PROJECT SCOPE which is used to define the business problem and/or opportunity to be addressed. The old adage, "The problem well stated is half solved," is very apropos. The Scope should be definitive and to the point; rambling narrative serves no purpose and can actually confuse project participants. It is also necessary to define the parts of the business affected either directly or indirectly, including project participants and end-user areas affected by the project. The project sponsor should be identified, particularly if he/she is footing the bill.

I have seen too many projects in the corporate world started without a well defined Project Scope. Consequently, projects have wandered in and out of their boundaries causing them to produce either far too much or far too little than what is truly needed.

2. The CURRENT ANALYSIS is used to define and understand the current method of implementation, such as a system, a product, etc. From this analysis, it is not uncommon to discover there is actually nothing wrong with the current system or product other than some misunderstandings regarding it or perhaps it needs some simple modifications as opposed to a major overhaul. Also, the strengths and weaknesses of the current approach are identified (pros and cons). In addition, there may very well be elements of the current system or product that may be used in its successor thus saving time and money later on. Without such analysis, this may never be discovered.

Analysts are cautioned to avoid the temptation to stop and correct any problems encountered in the current system at this time. Simply document your findings instead, otherwise you will spend more time unnecessarily in this stage (aka "Analysis Paralysis").

3. REQUIREMENTS - how requirements are defined depends on the object of the project's attention. For example, how requirements are specified for a product are substantially different than requirements for an edifice, a bridge, or an information system. Each exhibits totally different properties and, as such, are defined differently. How you define requirements for software is also substantially different than how you define them for systems. (See, "Understanding the Specifications Puzzle")

4. The APPROACH represents the recommended solution or course of action to satisfy the requirements. Here, various alternatives are considered along with an explanation as to why the preferred solution was selected. In terms of design related projects, it is here where whole rough designs (e.g., "renderings") are developed in order to determine viability. It is also at this point where the use of existing structures and commercial alternatives are considered (e.g., "build versus buy" decisions). The overriding considerations though are:

• Does the recommended approach satisfy the requirements?
• Is it also a practical and viable solution? (Will it "Play in Poughkeepsie?")

A thorough analysis here is needed in order to perform the next step...

5. EVALUATION - examines the cost effectiveness of the Approach selected. This begins with an analysis of the estimated total cost of the project. In addition to the recommended solution, other alternatives are estimated in order to offer an economic comparison. For development projects, an estimate of labor and out-of-pocket expenses is assembled along with a project schedule showing the project path and start-and-end dates.

After the total cost of the project has been calculated, a cost and evaluation summary is prepared which includes such things as a cost/benefit analysis, return on investment, etc.

6. REVIEW - all of the preceding elements are then assembled into a Feasibility Study and a formal review is conducted with all parties involved. The review serves two purposes: to substantiate the thoroughness and accuracy of the Feasibility Study, and to make a project decision; either approve it, reject it, or ask that it be revised before making a final decision. If approved, it is very important that all parties sign the document which expresses their acceptance and commitment to it; it may be a seemingly small gesture, but signatures carry a lot of weight later on as the project progresses. If the Feasibility Study is rejected, the reasons for its rejection should be explained and attached to the document.

CONCLUSION

It should be remembered that a Feasibility Study is more of a way of thinking as opposed to a bureaucratic process. For example, what I have just described is essentially the same process we all follow when purchasing an automobile or a home. As the scope of the project grows, it becomes more important to document the Feasibility Study particularly if large amounts of money are involved and/or the criticality of delivery. Not only should the Feasibility Study contain sufficient detail to carry on to the next succeeding phase in the project, but it should also be used for comparative analysis when preparing the final Project Audit which analyzes what was delivered versus what was proposed in the Feasibility Study.

Feasibility Studies represent a commonsense approach to planning. Frankly, it is just plain good business to conduct them. However, I have read where some people in the I.T. field, such as the "Agile" methodology proponents, consider Feasibility Studies to be a colossal waste of time. If this is true, I've got a good used car I want to sell them.

If you would like to discuss this with me in more depth, please do not hesitate to send me an e-mail.

Keep the faith!

OUR BRYCE'S LAW OF THE WEEK therefore is...

"Those who do not do their homework do not graduate."

"MORPHING INTO THE REAL WORLD"

Friends, we have just published a new book entitled, "MORPHING INTO THE REAL WORLD - A Handbook for Entering the Work Force" which is a survival guide for young people as they transition into adult life.

Bonnie Wooding, the President of the Toronto Chapter of the International Association of Administrative Professionals (IAAP) said, "Many of our members are just starting their careers and I will be recommending that they read this book, especially Chapter 3, Professional Development - a primer for business skills and filled with basic common sense advice that is simple, easy to follow and extraordinarily practical; and Chapter 5, Do’s and Don’ts of the Workplace, an excellent resource for those questions you are too embarrassed to ask for fear of looking foolish."

The Miami Hurricane recently reviewed it (10/22/2007) and said,

"the abundance of information the book provides is a good start for anyone about to take the first step into the real world. Though the concept of adulthood may seem intimidating, it's comforting to know that someone has at least written a guidebook for it."

Reviewer Bill Petrey praised it by saying, "Every young person entering the workplace for the first time should be given a copy of this book."

The book includes chapters to describe how a young person should organize themselves, how to adapt to the corporate culture, develop their career, and improve themselves professionally and socially. Basically, its 208 pages of good sound advice to jump start the young person into the work force. Corporate Human Resource departments will also find this book useful for setting new hires on the right track in their career. It not only reinforces the many formal rules as contained in corporate policy manuals, but also includes the subtle unwritten rules we must all observe while working with others. The book lists for $25 and can be ordered online through MBA or your local book store. Complementing the book is a one day seminar of the same name which can be purchased separately for $4,000.00 (U.S.) plus instructor travel expenses. For more information on both the book and the seminar, visit our corporate web site at: http://www.phmainstreet.com/mba/morph.htm
ISBN: 978-0-9786182-5-4

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

For years I have been asked what kind of business I'm in. Even my family has a bit of trouble understanding what the methodology business is all about. Consequently, I tell people I'm in the computer business as it is easier for most to assimilate. Actually, I'm called upon to come into companies and help straighten out their systems messes and bring order out of chaos. As such, I like to think of myself as the Red Adair of the systems and software development industry. I come into a company, assess the problem, and offer some commonsense advice on how to cleanup the situation. This requires me to be brutally honest with my clients in my assessment which isn't always greeted with enthusiasm and doesn't exactly endear me to a lot of people. Nonetheless, this is the field I have chosen and why my writings are at times considered controversial. This business acumen of mine has carried over into the various nonprofit organizations I've been involved with over the years and why I am often seen as the guy who says, "The Emperor has no clothes." I do not apologize for this but find it interesting that people often have a problem with the truth. As I have said in the past, human-beings are imperfect creatures fraught with emotional frailties and intellectual weaknesses. Because of this, we tend to make mistakes we would rather cover-up than admit. As Mark Twain said, "Man is the only animal that blushes. Or needs to."

I have also observed that history is written by the victor, not the vanquished. This means the truth may be distorted by the powers in charge at the time and requires an objective third person to discern fact from fiction. It also means we should always seek the truth regardless of the avenue it may take us. This is something I have learned from more than one institution over the years. If we cannot find the truth, we may never find the cause of a problem and a satisfactory solution to solve it. Even worse, if we do not seek the truth we will inevitably go in the wrong direction with costly consequences.

Sometimes the people in charge bury the truth so that it may not sway others. This is why we have propaganda and other institutions to mask the truth and manipulate people's perceptions. If the truth were known, people might act differently. It is the job of people such as public defenders and lawyers to seek the truth. It should also be the responsibility of the news media to do likewise, but unfortunately the truth is often sacrificed at the expense of ratings and circulation. As one small example, in 1898 the media claimed the sinking of the U.S.S. Maine in Havana Harbor was caused by the Spanish; an unsubstantiated claim which ultimately led us into the Spanish-American War (and sold a lot of newspapers). Further, we are still uncovering the truth about certain events in World War II more than sixty years later. And we may never know the truth about Saddam Hussein and the Middle-East terrorists for many years to come. If it is known, it is safely guarded.

It is hard to be a politician and be in the business of truth. Maybe this is because the public really doesn't want to know it and prefers to be entertained or hear only what they want to hear instead, a kind of "feel good" session. It's no small wonder they feel betrayed though when things are not delivered as promised. I remember when Gerald Ford went before the American people in his State of the Union address years ago and had the fortitude to admit that the state of the union wasn't really that good. Although honest, this admission contributed to his defeat in the next presidential election.

We are now in the midst of another presidential race where the candidates say or promise one thing and their opposition argues otherwise. Instead of clarifying the truth though, the news media only muddies the water. Consequently, I believe we elect officials based more on propaganda as opposed to the truth. From this perspective, politicians cannot afford to be merchants of truth. Then again, I do not believe our system is any different than any other free society. This is why I do not have any political aspirations; I simply don't have the stomach for it.

I guess I should be glad that not everyone seeks the truth. If they did, I wouldn't have any more messes to clean up and I would have to look for another line of work. I may not always be right, but I am always seeking the truth. In my line of work, it pays the bills.

Such is my Pet Peeve of the Week.

Note: All trademarks both marked and unmarked belong to their respective companies.

"BRYCE'S PET PEEVE OF THE WEEK"

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 the following e-mails from my "Pet Peeve" entitled, "Recognition":

An M.B. in Clearwater, Florida wrote...

"Good essay as usual. However, I no longer place any value in the Nobel Peace Prize either, and I'll give you two reasons: Yassar Arafat, and Al Gore."

I received the following e-mails from my "Pet Peeve" entitled, "Office Gossip":

An L.O. in Turkey wrote...

"I hate gossip. It is be counter productive and, as you said, can be damaging."

A D.M. in Seattle, Washington wrote...

"Everyone at work yesterday was chatting about Spitzer (recently resigned NY Governor) and his girl, almost borderline HR violation as we went into what to name her forthcoming CD." :-)

A G.A. in New York City wrote...

"That reminded me of test cases I do sometimes with friends who are known gossipers. I pass tiny tiny bits of (usually) wrong (but juicy) information to a friend about myself which no one knows and tell him not to tell anyone. Then I note down where it ends up, who all it ends up with, and how much time it took. You will be amazed. Some information flew half way across the globe and reached my MOM!"

Again, thanks for your comments. For these and other comments, please visit my "Bryce is Right!" web site.

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.

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 © 2008 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

March 17, 2008

IS SYSTEMS DEVELOPMENT AN ART OR A SCIENCE?

This is an important question which is ultimately at the heart of a lot of the problems in systems and software development. There is one camp that believes development to be an art form requiring free-spirited creative types of people, and another camp believing it to be a science requiring people that are more disciplined and organized.

The difference between an art and a science is subtle but significant. An art form is based on the intuitiveness of the person performing the work, something that is difficult, if not impossible, to pass on to another human being. For example, apprentices serving under an artist may try for years to emulate the master, but may never attain his level of skill and creativity. In contrast, a science is based on a governing body of concepts and principles and, as such, can be easily taught to others. From this perspective, programming can certainly be viewed as a science as it has certainly been taught and passed on to others for many years; further, it involves certain governing principles in terms of language syntax, approaches to defining program logic and construction. Some might argue the physical design of a report or screen requires creativity, and there is a certain element of truth to this as some look better than others. But even the design of reports and screens can be governed by certain principles in terms of layout, navigation, color schemes, etc.

On the systems side, there are governing principles as well which can easily be taught to others. It too requires a certain element of creativity for such things as analyzing and solving business problems and designing work flows. I guess what I'm driving at is that science is certainly not devoid of creativity. For example, consider the sciences of architecture and engineering, all of which are based on governing principles, yet offers channels of creativity in design. Music is another excellent example of a science involving creativity. In other words, art does not hold a monopoly on creativity.

In any form of development you can either build things one at a time or in volume. Artists are excellent for building unique works of art, but it is hardly an effective approach for corporations to take who tend to build things with many people. Consequently, they are more inclined to adopt a development approach based on science as opposed to an art form. Further, maintaining a product derived from a science is easier than one based on art as you can more readily reproduce the object according to specifications.

Not long ago I wrote an article on why it is necessary to record your time during the day, specifically as it applies for project management purposes. During the article, I mentioned there is often resistance to reporting time by those people who perceive themselves as free-spirited creative types who do not like to be encumbered by such discipline. Pursuant to the article, I received some interesting responses who felt it wasn't necessary to impose too many management controls and discipline on such creative spirits, particularly programmers, that it would be viewed as a bureaucracy and nuisance as opposed to helping with their assignments. They also commented on their disdain for micromanagement; that they would prefer more freedom as it pertains to their work. Personally, I do not have a problem with this as I have always advocated worker empowerment (managing from the bottom-up). In other words, they want more decision making authority in the planning process of their assignments. This means they should also be participating in the preparation of estimates for their assignments and should be able to report back to management on the progress of their assignments. To do so, there should be something more substantial than vague generalities as to where they stand on an assignment, e.g.; "I'm 50% complete." Because of the many people participating in today's development projects, management can ill-afford to operate with vague generalities and instead needs to know early on if the worker is in trouble or will be delivering his work product early or late. This can be simply performed by recording time spent and estimating the amount of effort remaining on an assignment. This is particularly needed, if their assignment affects the schedules of others. If the worker is going to be given more freedom to layout and estimate his work, it seems perfectly reasonable to apply a little discipline and accountability regardless of the creative spirits involved, especially if other people are involved.

So, is systems and software development a science or an art? I contend that it is a science for the reasons already mentioned. As such, it can be taught and implemented in essentially the same manner as other sciences, such as architecture and engineering, who are basically in the same business as systems and software personnel except designing other types of products. True, we still have issues of creativity and managing complexity, but this is no different than the other disciplines as well. It also means imposing the same types of discipline, organization and accountability as found in the other disciplines. The problem though is this conflicts with today's relaxed office mores. One has to question if we have become perhaps too lax in our corporate cultures to the point it is having an adverse effect on productivity; that maybe some discipline and accountability might produce positive results.

Younger developers might contend that I am out of touch with how systems and software is developed these days, that they need free reign to do what they want. I contend there will always be a place for management, otherwise we will end up with the "1000 Monkey Phenomenon" whereby people are permitted to do whatever they so desire and maybe, just maybe, something worthwhile will be produced. Companies can certainly not afford to operate in this manner and, because of this, we will always need management to orchestrate development efforts in a concerted manner.

One last note, an area that greatly concerns me is the lack of standards in this industry, particularly in the area of systems. Sure we have plenty of theories of what systems are, but no definitive body of knowledge that can be applied uniformly. This is one obstacle prohibiting us from becoming a legitimate science. As long as there are multiple interpretations of the same thing, we will never realize any consistency and management will continue to perceive developers as free spirited artists as opposed to disciplined professionals.

If you would like to discuss this with me in more depth, please do not hesitate to send me an e-mail.

Keep the faith!

"MORPHING INTO THE REAL WORLD"

Friends, we have just published a new book entitled, "MORPHING INTO THE REAL WORLD - A Handbook for Entering the Work Force" which is a survival guide for young people as they transition into adult life.

Bonnie Wooding, the President of the Toronto Chapter of the International Association of Administrative Professionals (IAAP) said, "Many of our members are just starting their careers and I will be recommending that they read this book, especially Chapter 3, Professional Development - a primer for business skills and filled with basic common sense advice that is simple, easy to follow and extraordinarily practical; and Chapter 5, Do’s and Don’ts of the Workplace, an excellent resource for those questions you are too embarrassed to ask for fear of looking foolish."

The Miami Hurricane recently reviewed it (10/22/2007) and said,

"the abundance of information the book provides is a good start for anyone about to take the first step into the real world. Though the concept of adulthood may seem intimidating, it's comforting to know that someone has at least written a guidebook for it."

Reviewer Bill Petrey praised it by saying, "Every young person entering the workplace for the first time should be given a copy of this book."

The book includes chapters to describe how a young person should organize themselves, how to adapt to the corporate culture, develop their career, and improve themselves professionally and socially. Basically, its 208 pages of good sound advice to jump start the young person into the work force. Corporate Human Resource departments will also find this book useful for setting new hires on the right track in their career. It not only reinforces the many formal rules as contained in corporate policy manuals, but also includes the subtle unwritten rules we must all observe while working with others. The book lists for $25 and can be ordered online through MBA or your local book store. Complementing the book is a one day seminar of the same name which can be purchased separately for $4,000.00 (U.S.) plus instructor travel expenses. For more information on both the book and the seminar, visit our corporate web site at: http://www.phmainstreet.com/mba/morph.htm
ISBN: 978-0-9786182-5-4

MY "PET PEEVE OF THE WEEK" IS "OFFICE GOSSIP"

I have a problem with gossip in the office but I think we are all guilty of some infraction of it at some time or another. Petty gossip is one thing, viscous slander is something else altogether. Not surprising, there is a lot of misinformation floating around in an office regarding people and corporate direction. We often hear of rumors of people bucking for a certain job, looking to leave and join a competitor or customer, to sabotage a key project, or that the company is going to down size or outsource the operations to Timbuktu. Naturally, such rumors can put a damper on employee morale, making it harder to concentrate and see assignments through to completion. Managers should be sensitive to rumors and squelch them as soon as possible. If not, productivity will suffer. To do so, the manager should always keep in ear open as to what is being said around the water cooler or lunch table. Meeting with key members of the staff periodically for a drink after hours can also be useful for detecting what is being said as well as to build camaraderie and trust with the staff.

Perhaps the best way to overcome gossip in the office is for the manager to keep an open line of communications with his workers. This means the manager must be viewed as approachable and trustworthy by the staff. In addition to an open door policy, managers should hold routine meetings and issue memos on what is going on. This can be done through such things as bulletins, e-mail or a private departmental discussion group. But if the manager maintains a closed-door policy, rumors will inevitably circulate.

If rumor control is left unchecked, it can turn particularly nasty. No doubt we have all met people who are past masters at spreading rumors for political maneuvering. Some people thrive on political back stabbing which, unfortunately, I believe is a part of the fabric of our society. If it were not so, we wouldn't have the tabloid media which thrives on drama, intrigue, and innuendo.

Like it or not, office rumors affects the corporate culture. We can either have peace and tranquillity through open communications, or a lot of backbiting and finger-pointing. Interestingly, I have met managers who prefer the latter and use it as a means to set one employee against another in order to determine who is the stronger of the two. Kind of sounds like a new version of "American Gladiator" to me, and something I do not believe any of us signed up for when we were hired. As far as I'm concerned, there is no room in the office for malicious smear campaigns or character assassinations. Any manager promoting such an environment is simply an idiot and should be removed from power. But I have to be careful, it find of sounds like I'm starting a rumor of my own doesn't it?

Such is my Pet Peeve of the Week.

Note: All trademarks both marked and unmarked belong to their respective companies.

"BRYCE'S PET PEEVE OF THE WEEK"

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 the following e-mails from my "Pet Peeve" entitled, "Celebrities & Charities":

An S.M. in South Africa wrote...

"Aren't there rules about feeding poor people, like in Zoo's where you have signs that say 'don't feed the animals'? I'm sorry, I have blonde moments at times. Charity Organizations say that they can't help the poor if they're one of them. That's why they are so rich. George Clooney is an actor, he can ACT like he cares sincerely for the plight of suffering Africans. Where's the suprise?"

I received the following e-mails regarding my "Pet Peeve" on "Office Noise":

A P.D. in DeKalb, IL wrote...

"I agree that noise is a problem, but like the temperature problem, I have no expectation of change. I recently worked in an office that was so noisy that I could not hear the people on the phone. It is not possible to hold a phone in one hand, cover the other ear with the other hand, and write down or type the information from the phone call. Rather than deal with the noise issue, the manager of the group suggested the tech guys look into gettting everyone head sets."

An I.L. in New York wrote...

"The only office noise I dislike is my IT mangers voice!"

Again, thanks for your comments. For these and other comments, please visit my "Bryce is Right!" web site.

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.

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 © 2008 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

March 10, 2008

ESTIMATING BY PERCENTAGES

Having been involved with the systems methodologies field for over 30 years I have been occasionally asked what percentage of time in a project should typically be devoted to a specific phase of work, for example a Phase 1 Feasibility Study, Phase 2 Systems Design, etc. Basically, the reason the person wants to know this is to use it as a means for estimating the remainder of the project. For example, if I were to say Phase 1 represents 10% of the overall project, they would simply multiply the amount of time spent in Phase 1 by ten. This is an unreliable approach for estimating which is why I usually balk at giving out such figures.

Systems development projects vary in size from large to small and although statistics should certainly be maintained, I still consider this an erroneous approach to estimating. Instead, I recommend basing an estimate on a rough design of the product to be built (the system), including all of its pieces and parts, such as inputs, outputs, files, records, data elements, etc. Some of these components may be reused from other systems, some may require modification, and some may be entirely new. This is called estimating based on the system's "Bill of Materials," a simple concept derived from engineering and manufacturing. Even if a project only involves a single program (as opposed to a major system), I would still examine the types and number of components affected by the assignment.

Having said all of this, let me give you my spin on the proportion of work in the typical systems development project. I have seen many companies skip through the early phases in order to get to the programming phases which is considered the important work. Under this scenario, programming represents 85% of the project. Instead I advocate more time spent in the early phases for better clarity of requirements definition and for producing better specifications for the programmers and DBA's to follow. Under this scenario, I see as much as 60% in the early phases involving systems analysis and design, 15% in programming, and 25% in implementation and review. You heard right, 15% in programming. Why the disparity? Simply because programmers have long suffered from the lack of decent specifications and end up spinning their wheels over and over again trying to deliver what is needed. But if you concentrate on better specifications upfront, the guesswork is eliminated for the programmer.

Some people consider the upfront work to be somewhat frivolous, that the "real work" is down in programming. I don't know why this is, perhaps programming is more tangible since screens and reports can be visibly shown to people. But I do not subscribe to this notion, and believe the vital work to be in the early phases, but then again, I am considered a dinosaur by the "Agile" methodology people. Regardless, if you have to build anything of substance, be it a bridge, a skyscraper, an automobile, or a system or a single program, you have to do your homework first, otherwise you find yourself constantly tearing things down and rebuilding them over and over again. If we built bridges the same way we build systems in this country, this would be a nation run by ferryboats.

One last word on applying percentages to project estimates, the danger here is that you might calculate you are 90% complete; inevitably you will discover the last 10% will take forever. So, my recommendation is to avoid the percentage trap and consider the Bill of Materials you are going to work on instead.

If you would like to discuss this with me in more depth, please do not hesitate to send me an e-mail.

Keep the faith!

OUR BRYCE'S LAW OF THE WEEK therefore is...

"Remember, it's Ready, Aim, Fire; any other sequence is counterproductive."

"MORPHING INTO THE REAL WORLD"

Friends, we have just published a new book entitled, "MORPHING INTO THE REAL WORLD - A Handbook for Entering the Work Force" which is a survival guide for young people as they transition into adult life.

Bonnie Wooding, the President-elect of the Toronto Chapter of the International Association of Administrative Professionals (IAAP) said, "Many of our members are just starting their careers and I will be recommending that they read this book, especially Chapter 3, Professional Development - a primer for business skills and filled with basic common sense advice that is simple, easy to follow and extraordinarily practical; and Chapter 5, Do’s and Don’ts of the Workplace, an excellent resource for those questions you are too embarrassed to ask for fear of looking foolish."

The Miami Hurricane recently reviewed it (10/22/2007) and said,

"the abundance of information the book provides is a good start for anyone about to take the first step into the real world. Though the concept of adulthood may seem intimidating, it's comforting to know that someone has at least written a guidebook for it."

Reviewer Bill Petrey praised it by saying, "Every young person entering the workplace for the first time should be given a copy of this book."

The book includes chapters to describe how a young person should organize themselves, how to adapt to the corporate culture, develop their career, and improve themselves professionally and socially. Basically, its 208 pages of good sound advice to jump start the young person into the work force. Corporate Human Resource departments will also find this book useful for setting new hires on the right track in their career. It not only reinforces the many formal rules as contained in corporate policy manuals, but also includes the subtle unwritten rules we must all observe while working with others. The book lists for $25 and can be ordered online through MBA or your local book store. Complementing the book is a one day seminar of the same name which can be purchased separately for $4,000.00 (U.S.) plus instructor travel expenses. For more information on both the book and the seminar, visit our corporate web site at: http://www.phmainstreet.com/mba/morph.htm
ISBN: 978-0-9786182-5-4

MY "PET PEEVE OF THE WEEK" IS "OFFICE NOISE"

Back in 2003 the International Facility Management Association (IFMA) conducted a survey of the most common complaints of office workers. Office temperature, which we have discussed in the past, topped the list. But there were also others, including office noise which many workers found to be very distracting. However slight, noise can distract us in just about anything, which is why libraries want you to be quiet so that others can concentrate. But offices are typically more hectic than libraries with phones ringing, people visiting, employees meeting and holding discussions, and office equipment humming away. It can all be rather hectic.

In addition to affecting concentration, studies have shown that noise levels also affect worker motivation and contributes to stress. I have also read that the Occupational Safety and Health Administration (OSHA) permits noise exposures in the workplace up 90 decibels on the average over an eight hour period. That's like having a radio playing next to you on your desk at medium volume. Try working under such an arrangement for a while and you'll see how it affects your work and why OSHA is concerned.

Sure, music has charms to soothe the savage breast, but too much noise can also create a lot of unnecessary havoc in the office as well, thus affecting worker performance. The intuitive manager will understand the role of noise as it affects the corporate culture and take measures to assure it has a positive effect on their workers, such as installing certain types of wallboard and ceiling tile to absorb sound, establishing quiet zones for work, and separate rooms for meetings and discussions.

So, are managers paying attention to the effect of noise in the workplace? Probably not as much as they should. The fact that many workers are plugging into iPods or other audio devices is indicative that management is not paying enough attention. Such devices can be useful for allowing an employee to focus on their work, but they can also be a safety risk in areas where it is necessary for workers to communicate in certain job functions. Personally, I have a problem with such devices as I believe workers who use them tend to plug in and tune out the real world. Whenever I see such devices, it tells me that managers have abdicated a certain amount of control over the workplace.

Frankly, I think it's time for a lot of managers to take a refresher course in ergonomics, a discipline which seems to have faded from view over the years. At the center of ergonomics is how the workplace affects the human senses, which includes sight, taste, smell, touch, and, of course, hearing.

Such is my Pet Peeve of the Week.

Note: All trademarks both marked and unmarked belong to their respective companies.

"BRYCE'S PET PEEVE OF THE WEEK"

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 the following e-mails from my "Pet Peeve" entitled, "Credit Cards":

A D.A. in Ann Arbor, Michigan wrote...

"I was encouraged by my Depression Era parents to get a credit card at the ripe old age of 17. But they stressed the importance of using it for emergencies, not luxury. 33 years later I still have the same account although now it's called Master Card, not Master Charge and I have a couple of others. Credit card debt is easy to get into and a lot of people used the sub-prime second mortgages to pay off credit card debt. We'll all be paying for this crisis."

I received the following e-mail regarding my "Pet Peeve" on "Junk Faxes":

An F.D. in Edomonton, Alberta wrote...

"Quite a few years back I walked into our Real Estate office of a Monday morning and found legal size sheets all over the floor... they were from the FAX machine! A car dealership's sales manager had sent out a ten page list of cars they had "on special" to EACH of our 17 Realtors and ourselves. Now this was in the days of rolls of expensive paper for the FAX but it was also the days where by taping the ends of a document together it would run through the FAX machine continuously... I came back to the office that night and wrote a note not to do a stupid stunt like that again... taped the ends together and dialed the dealership's FAX about midnight and let 'er rip! As you can imagine the "sales manager" called me in the morning and whined about all the paper I had wasted of their's... hmmmm... by the way, I guess some of the employees from the dealership thought it was a good and fair response and we sold two properties out of the incident!"

Again, thanks for your comments. For these and other comments, please visit my "Bryce is Right!" web site.

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.

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 © 2008 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