May 5, 2008

WHY I.T. STANDARDS FAIL

Not long ago Shane "Locutus" Shields wrote an interesting blog entitled, "What is the use of standards?" whereby he expressed his disillusionment with standards in the Information Technology (I.T.) field. His discontent is not without precedence. Most of us have at one time or another yearned for standards in our work effort, only to be thwarted by the grim realities of an industry that doesn't like to embrace standards. We all admit standards are a good idea and we should all be heading in that direction, someday... but that day never seems to come because there are forces at play deliberately resisting such efforts.

First, the primary reason for standards is to seek some sort of conformity in our work effort. Such uniformity simplifies product development, maintenance, usability, and, God forbid, the interchangabiity of component parts. Standards materially improves communications between people and saves time, simply because everyone has accepted and adapted to the standard, thereby causing them to communicate on a common level (aka, "on the same page"). Imagine where the entertainment industry would be today if there were no standards in musical composition. People would have to reinvent the expression of music with each new song. But because we took the time to develop standards, musical composition can be read and written by anyone on the planet. This also means standards can be taught and applied on a universal basis.

Standards also provides a means to measure work effort, which is one reason why some people object to them. Instead of performing in a uniform manner that can be compared and contrasted to others, some I.T. people prefer nonconformity to cloak their work effort in secrecy, thereby clouding comparisons. The excuse from such people is that they do not want to be "encumbered" or "stifled" by standards. In reality, they are just trying to protect their job.

Without standards, cooperation and communications between parties breaks down. From this we can deduce that standards is an inherent part of teamwork. Instead of the chaos involved in a heterogeneous environment (where everyone is allowed to "do their own thing"), standards offers the tranquility of a homogeneous environment where people are all "rowing on the same oar" in a concerted manner. From this perspective, it could easily be argued that standards promotes productivity in the workplace. This means standards require an intuitive manager who understands the value of teamwork and uniformity in work effort. Unfortunately, most managers today still prefer "rugged individualism" instead, representing the antithesis of teamwork.

Another problem facing standards is the reality that whoever dominates market share becomes the de facto standard and jealously defends it from intruders. We have seen this on more than one occasion in the I.T. field and frankly there is little we can be do about it. We could turn to government agencies to act as arbitrators, but they have not proven to be an effective vehicle for the establishment of standards, at least in the I.T. field. Instead, a coalition of industry related companies would perhaps be a better alternative, with maybe some government prodding to move things along.

But my biggest concern in terms of standards is their enforcement. I think we are now at a point in the I.T. industry where we must admit standards are useless without some form of automation to substantiate adherence to them. Over the years I have seen numerous attempts at standardization in the I.T. field and those that are simply enforced by human judgment, such as through a bureaucratic processes, inevitably dies a slow death. Without some form of automation to validate conformity to standards, the human being will find a way to avoid complying with them. Sad, but true.

One of the benefits of growing older is that your hindsight becomes clearer. Although I have seen numerous attempts at standardization in the I.T. field, it is hard to find any true standards as vendors have all put their own unique spin on it. For example, COBOL was intended to be the first universal programming language, but this never happened as hardware manufacturers implemented their own nuances in their compilers, thereby creating multiple interpretations of COBOL. Perhaps the only true standard I've come across in this industry was ASCII text which was invented by Robert W. Beamer.

Back in 1970 my father first called for industry-wide standards for the development of systems. This was done at the annual convention of the old Data Processing Management Association (DPMA; now the Association of Information Technology Professionals - AITP). At the time, DPMA was a powerhouse in terms of size and resources and could have easily undertaken such an effort but, unfortunately, balked at doing so, as has numerous other industry associations.

One recent attempt has been the "Business Analysis Body of Knowledge" (BABOK) by the International Institute of Business Analysis (IIBA), which is an interesting set of tips and techniques, but is certainly no means a body of standards. For example, there is no defined conceptual foundation or glossary of terms defining such fundamental concepts as "system," "business process," "procedure," "software," "information," "data," etc. These are all taken for granted and it assumes everyone has the same interpretation (which they most certainly do not). Although it is well meaning, it misses the mark. Without a conceptual foundation, the techniques embodied in the document, are like trying to build an atomic bomb without first knowing E = MC2.

CONCLUSION

Standardization offers the benefits of uniformity, predictability, interchangeability, and harmony. If this is not of interest to you, than there is little point in trying to participate in a standards program. But if you do wish to participate, understand there is more to implementing standards than to just say "that's just how it is going to be done." There has to be some sound rationale for their governance. In addition, you must address the enforcement issue. Standards will be adhered to by the degree of discipline instilled in the staff; If well disciplined, your chances for success are good, but if discipline is lax, automation is required to assure standards are being followed.

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...

"It is one thing to enact legislation, quite another to enforce it."

"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 "PERSONAL INTRODUCTIONS"

When you visit companies in Japan you are often struck by the formality of business introductions. First, meetings have to be carefully "arranged" so that the right people meet, at the right time, and in the right setting. Impromptu meetings are typically avoided but when the occasion arises they can also turn rather formal. Normally, a third person is charged with making the introductions and his or her words are chosen carefully to denote superior/subordinate relationships. Business cards are not just carelessly exchanged but rather formally presented in a certain manner. It is also quite common to exchange small gifts to commemorate the event. There is also, of course, a lot of bowing as well as firm handshakes.

The Japanese consider introductions to be a very important part of establishing business relations and takes it all very seriously. In contrast, Americans tend to be much more cavalier in their approach to personal introductions. It wasn't always like this. In fact, at one time it was almost as formal as the Japanese, but this has changed radically over the years.

In terms of handshakes, we still have the "glad hander" which is typically used by politicians as they work the crowd. The idea is to try and shake as many hands as possible, as fast as possible. The "glad hander" approach is not very sincere as the person rarely looks the other in the eye. Instead, he or she is just going through the mechanics of the handshake.

Of course, we still have people who offer a "vice grip" handshake as a form of intimidation, as well as the "milk toast" shake representing the weakling. Both of these still leave a lot to be desired. Most Americans just want a simple and sincere handshake when meeting a person along with some eye contact to convey sincerity.

But recently, I experienced a new type of handshake which I like to call the "Cool Dude." This was from a young person who I judged to be in his early to mid 20's. The introduction came at an industry association meeting held after work at a hotel. As I was introduced to the young person by my host, the young man swung his right arm way back before extending his hand to offer a rather quick and superficial handshake. I also observed he avoided eye contact as I presumed he considered himself to be "too cool" to do so. Instead of a good "How do you do?" I was treated to a "Wassup?" Frankly, I was taken aback by the "Cool Dude" as it struck me as something I might see on Comedy Central, but not in a business setting.

This all made me wonder what kind of message the young man thought he was conveying. Was he too cool for a proper introduction or was this representative of the way young people introduce themselves these days? Whatever it was, it certainly put me off and the young man immediately lost all credibility with me.

I guess I'm "old school" as I believe in the value of introductions; maybe not to the level of formality as practiced in Japan, but I appreciate the necessity of them. The intent is to set people off on the same level and to develop a rapport. But if the "Cool Dude" is the shape of things to come, I see some real social problems emerging in the years ahead. I guess the next thing will be no more handshakes whatsoever and we'll just touch mechanical devices together (like cell phones) in order to exchange introductory data. God how I miss the 20th century.

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.

Also, if you happen to be in the Tampa Bay area of Florida, be sure to stop by and check out our new Palm Harbor Business OASIS, a new business venue offering local business people a place to meet, work, network, and relax. Why pay a lot for leasing office space when you can become a member of the OASIS for as little as $100/month? For more information, visit our web site at: http://www.phboasis.com/

AND FINALLY...

I received the following e-mail from my "Pet Peeve" on "Financial Talking Heads":

An E.A. of Midland, MI wrote...

"You have brought up a valid point. I also believe that some of the reporting such as speculation about where, say gas prices are heading, is not in our best interest. I think the inflation in the late 70's and early 80's was exacerbated by news reports. The expectations that things are going to get worse become a self fulfilling prophecy. What restraints are on any part of the system if the daily reporting is to expect higher prices; it will happen."

An I.L. in Kansas City, Missouri wrote...

"I am so glad I have a job so I don't have to watch any sort of daytime TV. My brain is already rotting from the night time TV I am watching. I normally switch the TV over to the History Channel which is much more interesting."

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

A B.H. in Monterey, California wrote...

"Here's a consumer that pours a cocktail or takes a tranquilizer before making any attempt at opening a package. (Not really, but you get the idea.) The frustration level takes me to to new heights! Vaccum-packed plastic is the ultimate worst! You have to be Superman to get into a new lipstick; the packaging of women's cosmetics is unbelievable. I purchased a new movie the other day. By the time I wrestled with the sheer outer plastic wrapper, searched the house twenty minutes for an Exact-o knife to peel off the 1/4" strip of adhesive tape that keeps the cover closed, and FINALLY figured out how to open the flat, sealed plastic case........I didn't even want to watch the movie. Worse than the frustration is the waste. It's sinful. Good article, Tim. Thanks for allowing me to rage for a minute. Enjoy your cigar."

An N.K. in Florida wrote...

"Have you ever purchased a CD and tried to play it?? That is also a packaging nightmare!"

I received the following e-mails from my article entitled, "Change: What lies ahead?":

An I.L. in Kansas City, Missouri wrote...

"I think the next 20 years or so are going to be one hell of a ride. Climatic changes, more new technology, financial collapse, bio-terrorism, bio-fuels, genetic engineering, nano-technology ... the list goes on and on. It is going to be an interesting time to be alive."

An E.V. in Romeo, Michigan wrote...

"Too many people do not pay attention to news beyond what affects them today. They don't want to have to worry about what's happening far away from them and complain, instead, that the U.S. polices the world. In that case, looks like we weren't policing enough. Yet, people are again complaining that we're policing. Another crisis is coming that we might have been able to avoid."

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

April 28, 2008

CHANGE: WHAT LIES AHEAD?

As I have written in the past, Americans are great reactionaries. There are numerous examples to illustrate the point including Pearl Harbor, 9/11, and Hurricane Katrina just to mention a few. But in all three of these examples, warnings were issued well in advance which were disregarded and written off as nothing but the rantings of alarmists. The advice of respected futurists is rarely heeded in spite of the supporting facts they present. Instead, they are regarded as entertaining oddities who are not to be taken seriously. Nonetheless, when predictions come to fruition it is usually too late and Americans have to react and pay dearly for doing so. In other words, Americans tend to live for the moment and rarely try to anticipate future events. Nonetheless, these events, whether we anticipate them or react to them, represent the catalysts for change affecting all of us.

Recently, I was asked to give a talk on "Why we resist Change" which was based on a paper I wrote some time ago. In addition to commenting on how change affects us, I was asked what I foresaw as those events or elements to affect change in the years ahead. To my way of thinking, there are three agents of change to pay attention to:

* IMMIGRATION - We are all aware of the problems we have with illegal aliens, particularly along our border with Mexico, but I don't believe the overall American populace truly appreciates the impact this will have on the country either financially or culturally. If our immigration policies are left unchecked, we will have to pay a hefty fee for the overhaul of our infrastructure. California alone is already feeling the impact on its schools, highways, and medical facilities. And the Golden State is just the tip of the iceberg. Starting with the southern states, the entire country will eventually feel the pinch of an immigration system that is essentially out of control. Culturally, according to the U.S. Bureau of the Census, by 2010, Hispanics will be the largest minority group, easily surpassing African-Americans. By 2050 it is projected Hispanics will represent approximately 25% of the population. Undoubtedly this will lead to an increase in Latino political influence, and a decline for other groups.

* TERRORISM - Most Americans think of terrorism as nothing more than the war in Iraq. But terrorism knows no boundaries and has been adopted as the military tactic du jour in the Middle East, Asia, Africa, and South America. Think about it; in terms of conventional warfare, there is no power on Earth that can compete with the United States. Consequently, our enemies resort to terrorism, which we are still learning to combat and forcing us to change militarily. This also means terrorism isn't dependent on religious fanaticism, but rather anything opposed to the policies of the United States such as democracy, freedom, and economics.

Domestically, 9/11 was our wake-up call making us cognizant of our vulnerability on our own home soil. Sure, we have inaugurated some changes through Homeland Security, but we are still vulnerable internally, including New York and Washington, DC.

All of this will affect us for many years to come and will cost us economically and socially. To illustrate, we are all aware of the burden of terrorism in terms of travel restrictions, but we will also see it in revised building and zoning requirements, changes in office security, importing and exporting, etc. In other words, our carefree world is a thing of the past and we will become more guarded in our actions.

As a personal opinion, I believe we will continue to be plagued by terrorism as long as America maintains a posture of military defense, and not offense, to combat it. I guess this is the price we pay as a superpower and being the latest reincarnation of Rome.

* TECHNOLOGY - Americans love gadgetry but I do not believe they understand the social ramifications resulting from it, particularly amongst our young people. For example, text messaging is leading to some rather bad habits in grammar and speech. In the classroom, it is also the predominant vehicle for cheating on tests. There is also a strong argument arising that Social Networks and videos on the Internet are leading to changes in our social mores. To illustrate, such vehicles are being blamed in the well publicized incident involving the battery of a 16 year old girl in Florida by eight other teenagers.

It is my theory that as the use of technology accelerates, social skills diminish. If this is true, we will see significant changes in the years ahead in terms of attitudes, values, and how we communicate. In other words, we are looking at significant cultural changes resulting from the use of technology in the years ahead, some good, some not so good.

CONCLUSION

It could be argued that the Media, which is driven by economics, and the Weather are two other agents of change which should not be overlooked. True, but Immigration, Terrorism, and Technology are the three most obvious agents staring us in the face yet we are exerting relatively little effort to deal with them effectively. If history has taught us anything, it is that we will do too little, too late, to address these problems and we will again be faced with a crisis on a significant scale. But then again, this is how Americans prefer to operate.

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...

"If anything is constant, it is change."

"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 "FINANCIAL TALKING HEADS"

We recently installed a new High Definition television in our office and the picture is truly remarkable. Most of the time we leave it tuned into a financial news network like CNBC, Bloomberg, Fox, etc. Now, instead of some soft background music in the office you hear the constant chatter of the financial talking heads trying to fill the air with innocuous dissertations about the stock markets, pork bellies or whatever. The banter of the reporters is such that it reminds me of the question, "How many angels can dance on the head of a pin?"

I've also noticed that the speaking cadence of the anchors and reporters tends to be rather rapid and reminiscent of the voice over at the end of drug commercials where you are warned about potential side effects. This is so prevalent, it makes you wonder if these guys moonlight for the pharmaceutical companies. It takes a lot of patience and concentration to truly understand what the talking heads are trying to say, particularly early in the morning when they seem to talk their fastest. It is most definitely not casual listening. If you watch the shows, the discussion by the reporters is further muddied by a plethora of some very eye-catching statistics. Between the banter of the talking heads and the excessive statistics I wonder how much a viewer can truly absorb. Maybe the best way to digest all of this is to drink a gallon of espresso beforehand.

The reporters also tend to chew their cabbage more than once. Recently, I was listening to a report on the proposed takeover of Yahoo! by Microsoft. Not only was this story repeated several times during the day, but each talking head had to put his or her own unique spin on the story.

Some of the talking heads want to impress you with their glibness and wit as if they were the Howard Cosell of the financial world. Just remember, Cosell wasn't exactly loved by everyone. In fact, during Monday Night Football years ago, taverns would run special lotteries whereby the winner would get the honor of throwing a brick through the television set the moment Cosell's face appeared on the screen.

You also have to wonder about the advice the talking heads have to offer. After all, if they are so smart and successful, what the heck are they doing on television and not home counting their money?

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.

Also, if you happen to be in the Tampa Bay area of Florida, be sure to stop by and check out our new Palm Harbor Business OASIS, a new business venue offering local business people a place to meet, work, network, and relax. Why pay a lot for leasing office space when you can become a member of the OASIS for as little as $100/month? For more information, visit our web site at: http://www.phboasis.com/

AND FINALLY...

I received the following e-mail from my "Pet Peeve" on "Job Titles":

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

"Another one that hits all my buttons. I think inflated job titles started when women suddenly had to have careers, not just jobs. (To me the biggest difference there is that when you have a career you are expected to work tons of free overtime to prove you're serious about the career). Secretary sounded too much like just a job, so they were upgraded to Administrative Assistants. As a REAL administrative assistant, with my own office and two secretaries of my own, this pissed me off. Now, I think they are calling what I used to do a Personal Assistant, or some such thing, so the title inflation just keeps spiraling. I think it is too bad that the most important job in the world has been downgraded to worthless, because it does not provide a paycheck, and as a result many women go out and move papers from stack A into stack B all day, and call that more important than raising the next generation. Kids are not potted plants."

An L.D. in Mansfield, United Kingdom wrote...

"Over in the UK we have: Vision technicians (window cleaners), Superficially cosmetic interior exterior design technicians (Decorators) and lineal mapological transfer agents (taxi drivers) lol! It's a shame people need such things to validate themselves."

I received the following e-mails from my "Pet Peeve" entitled, "Repairing Barbecue Grills":

A J.F. in Pennsylvania wrote...

"We repaired our propane grill last year. We also have a charcoal grill/smoker. We like it best and use it all the time."

A C.S. in Florida wrote...

"I LOVE MY WEBER!!!"

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

April 21, 2008

IS "PRIDE" TOO RIGID?

I was recently asked by an "Agile" proponent if I thought our "PRIDE" methodologies were too rigid for today's fast-paced Information Technology world, that perhaps it was too bureaucratic. First, I pointed out that "PRIDE" was more of a way of thinking as opposed to anything else. For example, You can remove all of the documentation associated with the methodologies, including the forms, and still produce a system. This took him aback somewhat as he had thought of "PRIDE" as an inflexible paper mill.

Next I asked him about his business, which was the manufacturing of jet engines. I followed this up by asking if there was a defined sequence for designing and manufacturing the engines. He of course said, "Yes." I then inquired about the steps involved and the rationale for their sequence. As it turned out, the steps for design were essentially no different than the design and development for any product, e.g.; requirements definition, different levels of abstraction in design, parts specifications, etc.

I then asked what would happen if certain steps were dropped from the process. He said this would inevitably lead to some costly mistakes.

"So, there is a right way for building a jet engine and a wrong way?" I asked.

"Absolutely."

"And what happens if they have to skip over certain steps or do it in the wrong sequnce?"

"Disaster."

I said, "Thank you. You've just described the rationale of our "PRIDE" methodologies."

I explained "PRIDE" used the same concepts and techniques as used in other engineering and manufacturing disciplines; that we view a system as a product that can be designed and developed like any other product. This argument represents the crux of the problem in systems development. Basically, we are saying systems development is a science, and others say it is an art form (which I have discussed on more than one occasion). Maybe this is because systems and software are much less tangible than a product, such as a jet engine. Nevertheless, it can and should be designed and developed in the same method.

So, is "PRIDE" too rigid? I guess that depends on your perspective; if you consider your methodology to build jet engines as too rigid, then, Yes, I guess it is. But if you believe there is a right and wrong way for building a product, and grasp the potential dangers of skipping steps, then, No, "PRIDE" is no different than any other engineering/manufacturing process.

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...

"If we built bridges the same way we build systems in this country, this would be a nation run by ferryboats."

"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 "JOB TITLES"

I think the idea of job titles originally came from the military centuries ago when it was necessary to delineate the chain of command, such as generals, colonels, captains, etc. In business you were simply known by your profession, such as accountant, attorney, baker, doctor, laborer, etc. But as big business flourished we started to add titles like the military to denote the administrative hierarchy, such as president, vice president, director, manager, supervisor, etc. Today it seems like everyone has to have some impressive job title and the more obnoxious, the better. The I.T. field alone has more than its share of cryptic titles, for example: New Metrics Analyst, Content Engineer, E-mail Channel Specialist, Metamediary CEO, Chief Knowledge Officer, and Chief Internet Officer. I even ran into one entitled, "Webmistress Extraordinaire." I'm not too sure what these titles mean (I can only guess) but it sure seems that titles are becoming increasingly more important to people, probably because it massages our ego and own self worth.

I had a friend who was an I.T. manager in New England who had an opening for a programmer at a very generous pay level with excellent benefits. Interestingly, he had one guy turn him down simply because he wanted the job title of "Software Engineer" as opposed to a mere "Programmer."

Some companies cannot offer their employees large salaries and give fancy titles instead. I think banks probably have more vice presidents than just about any other institution. In fact, they have taken it to the sublime whereby they have Executive Vice Presidents, Senior Vice Presidents, Associate Vice Presidents, Junior Vice Presidents, etc. I wonder where the janitor fits in this scheme?

Frankly, I think most of these job titles are nothing more than malarkey, impressing nobody but themselves. I am finding those companies who emphasize teamwork are moving away from fancy job titles, even going as far as to omit job titles from business cards altogether. In other words, by having everyone on the same level playing field, ego problems are eliminated or at least minimized.

Then again, there are those who will always need a big salary and job title. I am reminded of an I.T. Director who had a pressing project to be accomplished requiring him to hire many new people. Basically, he was told by his superiors to hire whoever he wanted, give them whatever they wanted, and whatever job title they desired; but when the project was over, fire them all.

I guess the point is job titles have more value to you than it does to others. And if you cannot operate without being referred to as the "Head Raccoon" or some other obnoxious job title, then you've got some real problems pal.

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.

Also, if you happen to be in the Tampa Bay area of Florida, be sure to stop by and check out our new Palm Harbor Business OASIS, a new business venue offering local business people a place to meet, work, network, and relax. Why pay a lot for leasing office space when you can become a member of the OASIS for as little as $100/month? For more information, visit our web site at: http://www.phboasis.com/

AND FINALLY...

I received the following e-mails from my article on "Covering for Incompetence":

A J.S. in Arizona wrote...

"Sometimes this happens from classifications and fixed skill level pay structures. A person my be great at what they do, everybody likes them, they work their tail off, but unfortunately there is no way to reward that effort through monetary means. So they are offered an opening in management, which they aren't really keen about, but want the money, and convinced internally etc. that they will succeed with it in time. Unfortunately, often later they, co-workers, and the company may suffer, and could lose that great person completely. Nobody likes to fail, and some will find other employment in lieu of that embarrassment."

I received the following e-mails from my "Pet Peeve" entitled, "Tunnel Vision":

A C.C. in Allentown, Pennsylvania wrote...

"One must be very careful not to characterize those who do not see one's view or perspective as having 'tunnel vision', as the other may be seeing things one is not. I've been criticized a number of times for not 'thinking like the customer,' especially when I am frustrated that they do not see what I do, what I believe they should. Also, is there a distinction between having 'tunnel vision' and being 'self-absorbed'?"

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

"One of the things that really interests me is the way people think. I agree, 'tunnel vision' is a huge problem. I think that certain people have tendencies to think in certain ways. Our educational system tends to support 'tunnel vision' and discourage looking at the 'big picture.' I think this problem underlies a lot of what troubles people individually and the nation as a whole. To act intelligently and meaningfully requires a sense of the big picture and a clear sense of how that picture was constructed, with all its strengths and limitations."

I received the following e-mails from my "Pet Peeve" entitled, "Airline Magazines":

A J.D. in Florida wrote...

"I just had to laugh at this one. I worked for TWA back in the early 90's. Perhaps this defunct airline is not the best example, but I knew the art director who put together TWA's in-flight magazine. It was, if you can believe this, a one man operation. He created the magazine, cover-to-cover, himself. Most of it was repetitive (pick-ups) in terms of ads and airline information, but he alone was responsible for finding articles, photos, creating the cover etc. Having worked as an art director myself now for 18 years, I still cannot fully grasp how he was able to accomplish it all. Personally, I don't see the value in having a magazine at all, except to pass the time with puzzles. Meaty articles and op-eds are best left to the major players in the magazine business, with their specialized and relevant content. But I suppose the in-flight rag is a value added feature that passengers come to expect. This passenger is more concerned about timely departures and safe travel, but that's just one coach traveler's opinion. So with all of the bankruptcies, cutbacks, rising fuel costs, etc., perhaps such "frills" ought to go the way of TWA. A nice idea, but without the ability for a quality follow-through, let's just stick to giving the customers what they pay for - safe passage. But don't stop the beverage cart. Please."

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

April 14, 2008

COVERING FOR INCOMPETENCE

The pointy haired manager in Scott Adams' "Dilbert" cartoon has become an icon for management incompetence. Although Adams' character may seem like an extreme, we have all encountered various examples of the Peter Principle whereby people have risen above their level of competency. We see this not only in our companies, but also in the nonprofit organizations we are involved in. Basically, these are some very nice people who simply haven't a clue as to what they are doing and stumble through each day making bad decisions which drives their subordinates to madness.

Before we address what to do with such people let's consider how they got into a position of power in the first place which, quite simply, is by error. Perhaps the three most common causes include:

1. Ascends through seniority - this typically happens when there is nobody else to accept the management position and, as a result, employees advance by seniority. This doesn't mean they are appropriately trained or suited for the new position, they are just "next in line." The common excuse is, "He may not be the most qualified, but he has earned it."

2. Ascends through politics - under this scenario, management selects a person because of his political maneuvering as opposed to any real accomplishment; facade as opposed to substance. This type of person knows how to dress and act the part, but doesn't have a clue as to how to get the job done. This is an example of the "wrong person at the right time."

3. Ascends through pity - due to personal love and respect, a person is selected who is perhaps handicapped or aged and, as such, everyone knows the person has attained the position through pity as opposed to merit. They also know the person is in over his head even before he starts, thus everyone recognizes they must bear the additional burden of supporting the boss. Pity is most definitely not a rational excuse for promoting a person to a management position and I have personally seen this cause some real problems on more than one occasion.

Two things may happen as the incompetent person ascends the throne: they will either decide to take charge of the job themselves (a talent which they are not particularly well suited for and begins to make mistakes), or they surround themselves with trusted advisors who do not necessarily offer the best advice. As a matter of fact, they offer some rather rotten advice and mislead the manager in order to settle their own political scores. Such advisors realize the manager is incapable of making a decision or understand what is going on and, because of this, they seize on the opportunity to promote their own agenda.

So, what do you do when it is well known that the boss is incompetent? Unfortunately, there is no pat answer and a lot depends on your situation, the type of business you are involved with, and the type of person you are. As I see it, other than foul play you have four options:

1. Overthrow the manager - this requires some good political skills, at least better than the manager you are trying to topple. But be careful; if the manager is loved (but not necessarily respected), you will undoubtedly face resistance from the troops and your political maneuvering may backfire.

2. Resign - this is perhaps the easiest option to implement, but it all depends on what you have invested in the company. If a lot, do not be too quick to rush out the door. Perhaps it is in your best interest to ride out the storm and hope better times are ahead.

3. Work harder - it might be better to simply bite your tongue and pitch in to save the department or business. Inevitably, the manager will bask in the glow of success while you will undoubtedly go unrecognized or thanked for your efforts. Nevertheless, you will have a job to come back to after the manager has moved on.

4. Practice passive resistance - if it is necessary to highlight the manager's incompetence so that it becomes painfully obvious to upper management, adopt a position of passive resistance. This means you assume no initiative whatsoever and go precisely by the book; you do no more or no less than what is required for your job. Whereas you had previously been willing to go the extra mile to help the manager, now you are putting forth minimal effort thereby forcing him to call the shots which he inevitably will get wrong. The only danger here though is to not cause the department or business to go into a self-destruct mode.

CONCLUSION

If the manager has truly risen above his level of competency, he will inevitably cause the department or business to fail. This can be prolonged if his staff pitches in and supports him, or will be accelerated if they back away from him. Therefore, how long you want the incompetent person to remain in charge is ultimately up to the supporting staff. But be forewarned: if the manager fails, will the ship sink with him? If so, you will have to support the manager out of sheer necessity, like it or not.

In some nonprofit organizations, managers are typically placed in a position of authority for a period of one year. Some say, "Well, it's only for a year." But a lot can happen in a single year, particularly if an incompetent manager is left unchecked and wrecks havoc over his area of responsibility.

Fortunately, in most instances, an incompetent manager is rarely allowed to remain in power for an extended period of time. Inevitably, the Peter Principle will kick in thereby forcing upper management to address the situation and hopefully replace the incompetent person with someone better.

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...

"When it comes to working for an incompetent manager, you basically have three alternatives: fight, quit, or work; all of which are no-win situations."

"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 "AIRLINE MAGAZINES"

I was flying home recently and picked up a copy of the airline magazine. Have you ever really read one of these lately? They have got to be one of the most bland and innocuous publications around. I don't want to pick on any particular airline in this regards, because I think they all pretty lame.

Most airline magazines are used to pass the time of day (particularly when you're backed up on the tarmac for takeoff). Not surprising, there are also articles promoting air travel. Most allow third party advertising, but I question its effectiveness. I think most people use these magazines to scribble down notes as mine are always marked up one way or another. Even if you want to pass the time by playing some of the puzzles contained in them, they are already completed (usually wrong).

The articles contained in the magazines are not exactly thought-provoking and are generally regarded as fluff pieces. I guess they don't want to offend anyone or challenge them to think. If it's their intent to put people to sleep for the remainder of the flight, I believe they have succeeded.

Years ago, airlines distributed decks of cards for people to play while on the flight, but you don't see this anymore. The chairs and tray-tables are now much too small to play any game and there is barely enough room for a laptop or DVD player. Now, your choices are to either: catch a few winks, read a book (oh yea, I forgot, people don't like to read anymore), or peruse that God-awful airline magazine.

It seems to me these magazines say the same tired thing over and over again. This leads me to believe that it is actually the same issue, but they just change the cover every month. I think the last original issue of an airline magazine was back in the 1950's as they were ushering in the Boeing 707, but I could be wrong; it could be the 1940's.

Actually I don't think they ever throw out the magazines. Instead they are all collected and sent to somewhere in Passaic, New Jersey where they erase all of the scribble, press the pages back into shape and apply a new cover. Nobody has noticed until now.

Next time you get a chance to read an airline magazine, I defy you to read it from cover to cover without falling asleep. Heck, it's better than a sleeping pill.

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, "Late Night Erotica Infomercials":

A C.S. in Florida wrote...

"Let's not forget the good old "Girls Gone Wild" commercials that run all night as well. Ever fall asleep to a show and wake up to girls $&*$%$ on the TV" NOT GOOD! Anyway, good article."

A J.R. in Wayzata, Minnesota wrote...

"What's more disturbing is that sex is taboo and put on TV only at around 3am but blood and violence goes on during prime time."

I received the following e-mails from my "Pet Peeve" entitled, "How we Dress":

A J.M. in Texas wrote...

"I agree, especially the part of dressing for church. You don't have to be rich in order to dress up. Now I have noticed that anything goes: shorts, haltar tops, those pants that ride so low that they leave nothing to the imagination. Respect, or lack of respect for yourself and others is what is missing. I sometimes have to hire individuals for my business and the first thing I look at is how the prospective employee is dressed. If you walk in dressed like you are going to the beach or walking in wearing flip-flops, your resume goes in the trash can."

A D.B. in Tarpon Springs, Florida wrote...

"As a Florida native, I am curious to see if the standard of dress has lowered to the same degree in other areas of the country. 'Florida casual' has become its own style it appears and it is not so much cruisewear (as you might think it would be given from all the vacationing visitors) as much as it is an excuse to wear shorts and whatever shirt is clean and doesn't hurt your sunburn. I realize that outside, the temperature may be stifling, but it is still curious to me that so many folks wear such abbreviated clothing when the air conditioning in most public establishments is set pretty low at oh...about 68-70 degrees (fahrenheit)."

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

April 7, 2008

UNDERSTANDING EFFECTIVENESS

It's been a while since I've discussed the concept of "effectiveness" but I was recently up in Cincinnati and saw it in action again. This time, I happened to be visiting my brother-in-law who had hired a crew to tear down some dead trees on his property. I went outside to enjoy a cigar and watch the activity. There were three workers who tended to their own individual tasks most of the time; one was busy cutting wood, one was concerned with splitting wood, and one was responsible for hauling it away. When each tended to their own task, they were very productive, but when they grouped together to perform something collectively, I noticed their output dropped significantly as it seemed two watched one work.

The concept of effectiveness is derived from plant construction by the DuPont Company in Delaware over half a century ago and is primarily concerned with the use of time by workers. In their study, it was discovered that workers were only working 25% of the available time (on the average). This meant that a construction worker was only at labor two hours during an eight hour workday. This led to two other conclusions; first, effectiveness was not the same as efficiency, it was merely the analysis of the use of available time during the day. And second, such analysis was invaluable for scheduling purposes. To illustrate, if it is estimated that it takes ten (10) hours of whole work (aka, "Direct" work), and if the worker's "effectiveness rate" was 25%, then the elapsed time to complete the work is five (5) days. This element alone greatly contributed to calculating reliable schedules.

We have applied this principle in our approach to project management and found it to be an invaluable technique for calculating schedules, particularly among systems and software personnel who are typically 70% effective during the day (as are most office workers).

The concept also points out that nobody can be 100% effective during the day. Inevitably, there are interferences which interrupt our work, such as meetings, phone calls, breaks, etc. Further, it would be foolish for employees to compete over high effectiveness rates. Although management would like to see high rates, in all likelihood workers are misquoting the use of their time (thinking it is a reflection of their efficiency, which it most certainly is not). To illustrate, a senior person who is perhaps highly efficient at his job may have a low effectiveness rate (has many interferences); in contrast, a young worker who is not as proficient may have a much higher effectiveness rate. This just means the younger person knows how to manage his time better than the senior worker.

Effectiveness also helps to delineate the responsibilities of the worker and the manager in terms of planning and project execution. It is up to the individual worker to manage the "Direct" time, and it is up to the manager to manage the "Indirect" time, representing the interferences. This supports the "Mini-Project Manager" concept whereby the worker prepares the estimates of Direct time to complete a task, and management applies the worker's "effectiveness rate" to calculate the schedule. The manager then monitors the "Indirect" time to assure the task is completed as scheduled.

There was also one last interesting observation made in this regard: Effectiveness diminishes as more people are added to a single task. After all, only so many hands can be applied to a given task. Too many will result in people standing back and waiting for others to complete the task. Because of this phenomenon, management resorts to a "divide and conquer" strategy whereby the work is broken into smaller and more manageable pieces.

It's interesting what you observe when you stop to enjoy a good cigar, but then again, I wasn't being very effective was I?

NOTE: For more information on this subject, see "PRIDE" Project Management at: http://www.phmainstreet.com/mba/pride/pm.htm

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...

"EFFECTIVENESS RATE = DIRECT ÷ (DIRECT + INDIRECT)"

"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 "HOW WE DRESS"

I realize "business casual" is the norm in most companies today but I am wondering if we have forgotten how to dress appropriately for all other occasions. Years ago, when we attended church, we were usually expected to dress up as a sign of respect, but I don't see too many men in suits and ties anymore. There was also a time when you flew on an airplane or went to a Las Vegas casino you were expected to dress up. Alas, no more. In fact, we now look pretty grungy most of the time.

Recently, my wife and I went to see comedian Martin Short at Ruth Eckerd Hall here in Clearwater where he was putting on a one man show and supported by a five piece band. You might remember Marty from Saturday Night Live, Second City TV, Jimminy Glick, or some of his movies, such as "The Three Amigos" with Chevy Chase and Steve Martin. Nonetheless, prior to the show, we waited in the lounge area enjoying a drink and doing some people watching.

We saw quite an eclectic group of people dressed in a wide variety of tastes. I noticed the older men tended to dress up for the occasion, some in suit and tie, but most with a sport coat and slacks. The younger men tended to wear jeans and T-shirts. Rarely did they wear a collared shirt. But my favorite was a gentlemen I judged to be in his late 50's who wore a blue Polo shirt, cargo shorts, and tennis shoes (no socks). To me, he stuck out like a sore thumb, looking more like he belonged at a picnic as opposed to the theater. But I chalked it up to changing times.

Martin Short put on an excellent show that evening. In addition to his standup comedy, he demonstrated a fabulous singing voice which I didn't know existed. During one portion of his program, he asked for three volunteers to help him with a sketch related to his "Three Amigos" movie. He went into the audience and selected three gentlemen, one of which was the guy I saw earlier dressed in the cargo shorts. As the three stood on the stage, Short briefly interviewed each of them prior to performing the skit. When he got to the cargo shorts, Short gave a shocked expression and facetiously said, "It's good to meet someone who still knows how to dress for the theater." This resulted in gales of laughter from the audience. Short approached the man more closely on the stage, who now appeared a little embarrassed, and said, "Let me ask you something, if this is how you dress up for the theater, how do you dress when you go bowling?" I think the man wanted to crawl into a hole at this point, but took the ribbing graciously.

I know Short did this all in jest, but I sensed he was trying to make a point. Since he knew the patrons had paid good money to attend this prominent venue, he was trying to put on a first class show and dressed accordingly. And I believe he was offended to see someone dress like a slob for the occasion. His message was clear: How we dress is a sign of respect for the others around us. The cargo shorts may have been fine for some other more casual events, but not for the theater. As for me, I found it interesting how he was able to teach this lesson through comedy, and hopefully nobody's feelings were hurt. But then again, there are some people who are just plain thick and will never get it, no matter how you insult them.

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, "Office Politics":

An L.O. in Turkey wrote...

"As much as I hate politics, it is unfortunately a way of life. Grand is the life of an IT mushroom who can moulder away with the servers. Alas, politics finds its way there too." :(

An S.B. in Maryland wrote...

"In my experience, the saboteur is the worst of the lot. I’ve never figured out a good way of dealing with him. Have you any suggestions? Mainly, I’m applying Judo principles: don’t push back; that which you resist persists. Thank him for his contribution and move on. Unfortunately, he moves on to rat to the boss, or subvert things some other way."

An M.M. in Pennsylvania wrote...

"Great article. I have always believed that the attitudes of a company come from above. If a team spirit is fostered from the top it will be much easier for people to be productive. I worked for a short time in a company that permitted chaos to reign. It was every person for themselves. I had one person sabotage my work right out in the open and no one called on it (read management). I immediately sought new employment and never looked back. Your advice is true. Keep your eyes and ears open and your mouth closed. And never, never, never reveal personal information. No one is there to be your best friend. They are there to prosper and you are potentially in their way."

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

A D.B. in Tarpon Springs, Florida wrote...

"Have you ever worked with European team members ramping up for their month long vacation in August? It is interesting to see the extra long laundry list they send over for the US team members to work on while they are away."

An I.L. in Maryland wrote...

"Whoa, you got me sheriff. I currently have 30 days of vacation saved up and I get two more weeks (10 days) worth in a month. I haven't taken more than three work days off in a row in ten years. In fact, the last real "vacation" I had was in 1998 ... I was between jobs so I had the time. I think I need help. Mommy."

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.

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Management Visions is a presentation of M. Bryce & Associates, a division of M&JB Investment Company of Palm Harbor, Florida, USA. The program is produced on a weekly basis and updated on Sundays. It is available in versions for RealPlayer, Microsoft Media Player, and MP3 suitable for Podcasting. See our web site for details. You'll find our broadcast listed in several Podcast and Internet Search engines, as well as Apples' iTunes.

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This is Tim Bryce reporting.

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

END