June 2, 2008

STEPWISE REFINEMENT

In a nutshell, the concept of "stepwise refinement" is to take an object and move it from a general perspective to a precise level of detail. Architects have used such an approach for years, as have engineers building products. But to do so, they realized they cannot simply go from the general to the specific in one felled swoop, but instead, in increments (steps). The number of steps needed to decompose an object into sufficient detail is ultimately based on the inherent nature of the object. To illustrate, for architects designing a building, the typical steps include:

1. Develop artist rendering (to consider viability).
2. Design foundation and superstructure.
3. Design Floor plans.
4. Design electrical and plumbing diagrams.

In other words, before the first shovel of dirt is dug on the project, the architect knows precisely what the building will look like and how it will work. All of the guess work has been eliminated.

Engineers building products such as automobiles follow similar yet different steps:

1. Develop artist rendering (to consider viability).
2. Design major assemblies (e.g., chassis, body, etc.)
3. Design subassemblies (e.g., engine, transmission, electrical, etc.)
4. Design operations (e.g., the various components of the engine).

Like the architects, the engineers know precisely how the automobile will look, the parts needed to produce it, and the sequencing of assembly. All of the guess work has been eliminated.

"Stepwise refinement" ultimately represents a "divide and conquer" approach to design. In other words, break a complex object into smaller, more manageable pieces that can be reviewed and inspected before moving to the next level of detail.

There are those in the I.T. field that feel such an approach is impractical to implement, and instead of engineering your way to success, you should take an initial stab at developing a program, then continue to modify it until you have developed something to pacify the user's needs. This of course is a hacker's approach to development and may be fine for developing an innocuous little program but definitely not suitable for developing anything of substance.

Can the concept of "stepwise refinement" be applied to a single program? Absolutely. As a matter of fact, it lies at the core of the structured programming movement of the 1970's-80's. But can it be applied on a grander scale, such as an enterprise-wide Information System. Again, the answer is Yes. In fact, it is the logical way of attacking such a major endeavor.

Before we can tackle an information system, it would make sense that we first understood the inherent properties or structure of the object of our attention. It has always been our contention that an Information System is a product that can be engineered and manufactured like any other product. To this end, we see an Information System as a four level hierarchical structure consisting of the following components:

LEVEL 1 - SYSTEM - representing the overall product to be built.

LEVEL 2 - SUB-SYSTEMS - representing the business processes associated with the system (one or more).

LEVEL 3 - PROCEDURES - representing the work flow of each sub-system. There are essential two types of procedures; Administrative - representing procedures executed by humans; and Computer.

LEVEL 4 - PROGRAMS - representing the programs needed to execute each computer procedure.

As an aside, there is also a Level 4 for Administrative Procedures (to write the instructions/steps pertaining to the procedure), but for the purposes of this paper, let's put this aside for the moment.

Under "stepwise refinement" the levels are decomposed top-down during the design process, and implemented bottom-up; a common engineering/manufacturing technique.

To implement this approach, a "blueprinting" technique is used which is actually not too dissimilar with that used by architects and engineers in other fields. Here, the blueprints are used to express the succeeding levels in the system hierarchy. To illustrate, consider the following diagram, where the work from the preceding phase feeds the next level in the system hierarchy:

What this means is that all of the guess work has been eliminated. So much so, that the creation of executable programs should be a relatively simple task. Again, the specifications for the programs were developed naturally in smaller and more manageable increments, not all in once.

CONCLUSION

The concept of "stepwise refinement" is not exactly new and has been used successfully in the engineering/manufacturing of products for many years as a means to manage complexity. It has only been in the last thirty years that people have been trying to implement the technique in the development of systems and software.

In the absence of "stepwise refinement" on a complex system, the "brute force" approach is typically used, whereby superficial work is done in the earlier phases and substantially more time is spent in programming second-guessing what is to be developed. This is one reason why companies today rarely tackle major systems development assignments, and are content with attacking it in piecemeal.

But if you can assimilate a system as a product, and believe it can be engineered and manufactured like any other product, than "stepwise refinement" is a pragmatic solution you can definitely use.

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...

"You eat elephants one spoonful at a time."

"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 "BEING SICK"

Just recently I suffered from a two week bout of some crud which neither my Doctor or myself could figure out. I experienced night sweats, cold flashes, lack of sleep, and had no appetite. The doctor ran blood tests and a urinalysis on me and everything came out clean. I don't know what bug this was, but it sure drove me crazy. Some suggested I was experiencing Male Menopause.

As adults, we really don't like being sick, particularly to some unknown virus like what hit me. It drags us down, and doesn't allow us to be on top of our game. As kids, if we got sick, we all relished a day off from school and having mom pamper us a bit. But as adults, we really don't like being slowed down, and it grates on our nerves.

I really don't think I'm a bad patient when I get sick, I just basically want to be left alone so I can recover. I'm sure my wife sees me as being a bit grouchy and uncooperative, but I generally allow "Dr. Mom" to have her way with me. I'm not one who generally takes a lot of pills, rarely do I take any, but my wife knows what I should be taking and keeps me on schedule. Since I was having trouble sleeping, I decided to try one of those "PM" drugs at about 2:00am. I slipped back into bed, closed my eyes and waited for the drug to take effect. I looked up and it was now 3:00am, then 4:00am, etc. Maybe I wasn't using the drug properly; maybe it's intended to keep you awake.

It's hard to have a good demeanor when you are not feeling well, which is why I try to watch comedies on television when I'm sick. I tend to believe humor puts you in the proper frame of mind for getting better.

I will generally do what I'm told when I'm sick, at least for awhile, but if the virus goes on too long with me, I have to take matters into my own hands and decide to fight the bug down and dirty. This means I try to "smoke it out" with my cigars and "drown it out" with some good scotch whiskey. I figure since the bug had made my life miserable, it was time for me to return the favor.

I never understood why some employees tend to take more sick days than others. I guess they really don't like their jobs and are actually looking for work elsewhere. But employees need to be reminded that sick days do not represent a free pass to goof-off. Even in a small company like ours, this started to become a big problem; so much so, that we told employees to get notes from their doctor. This seemed to kill the problem.

Let me close with an old joke about diagnosing an ailment. A man goes to see his doctor complaining of "ringing in the ears, spots before his eyes, and shortness of breath." The doctor was at a loss as to the cause of the problem except that he thought if he removed one of the patient's testicles, that would eliminate the problem. The man thought this was rather an extreme remedy but after thinking it through he allowed the doctor to proceed with the operation.

Shortly after being released from the hospital, the man started to again experience the same symptoms. Upon revisiting his doctor again, the physician could only suggest removing the remaining testicle. The operation went off smoothly, but unfortunately the man again began to experience "ringing in the ears, spots before his eyes, and shortness of breath."

Between the loss of his manhood and his condition, the man became depressed and decided to end his life. But before doing so, he thought he would like to be buried in a new suit of clothes. This caused him to visit the local tailor who helped the man pick out an excellent suit. The clerk asked the man if he needed new belt, tie, and socks, which the man agreed to. The clerk went on to ask if he needed a new shirt, and the man also agreed to it. The clerk found a shirt that matched the suit nicely.

"What size shirt do you wear?" the clerk asked.

"Size 15" the man said.

"That doesn't sound right," the clerk said, and he measured the man. "You should be wearing a size 18."

"Nonsense, I've always worn a size 15," the man fired back.

"Sir, I'm sorry, but if you're wearing a size 15, you're probably experiencing ringing in the ears, spots before your eyes, and shortness of breath."

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 "Pet Peeve" entitled, "Crowds":

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

"This, my friend, is why I and my friends are mostly hermits now. The problem with humans is that there are too many of them."

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

"I used to enjoy crowds when I was a teenager. I loved Christmas shopping at the mall back then. Now I hate and avoid them. If I go to a mall, I park near the ONE department store I plan to go to, then I leave."

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

A T.K. in Tennessee wrote...

"They're probably mostly just joyful about their new-found faith, I guess. I might get kind of annoyed too, though, I suppose."

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

"Former Psychiatric Social Worker here. People who have very little internal focus or self-control will need strict rules to keep them off the rails. Thus, they are attracted to fundamentalism and zealotry of all types. They fail to see that some of us do not need a rigid set of rules imposed from the outside in order to behave in a civilized manner, and make the assumption that we need what they need to live by God's word. I think their post-finding Jesus behavior is much to be preferred to their pre-finding Jesus behavior, despite the fact that they can be irritating beyond belief. There are a LOT more of them out there. I am guessing it is because fundamentalist dogmas have a much bigger foothold in the south and are considered acceptable."

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

May 26, 2008

WHEN YOU HIT A WALL, GO AROUND IT

Years ago we were hired by a Blue Cross/Blue Shield plan to look over a new Claims Processing system they were building. The focal point of their problems centered on adjudicating claims whereby they wanted to devise an automated way to analyze a claim and determine the amount of money to be paid out. They had spent a lot of time and money analyzing adjudication and were frustrated they couldn't come up with a standard algorithm for computing all claims. We studied the problem and found that 90% of their claims were easy to analyze and calculate adjudication. For example, simple doctor visits, a broken bone, normal childbirths, etc. were easy to analyze and compute. However, unusual medical claims such as complications at childbirth, and massive car accidents, involved many more variables and, consequently, were difficult to compute based on standard algorithms. After studying the problem carefully, we reached the conclusion that trying to accurately calculate 100% of all claims was an impossibility. It was simply not practical to try to achieve this lofty goal and, as such, was a waste of time pursuing it. Instead, it was our advice they simply automate the 90% claims they could easily perform and segregate the remaining 10% for handling by a human adjustor. To their surprise, this worked remarkably well and saved them considerable money.

Too often in systems and software development we try to do the impossible and often run into a stumbling block when trying to achieve our goal. Do we continue to waste time and money on a problem that cannot be conquered or do we stop, lick our wounds, and move around it? The problem is knowing when to stop. As "Dirty Harry" once said, "A man has got to know his limitations."

Let me give you another example. Years ago, we devised our own set of in-house programming standards. These standards were used in Phase 4-II of "PRIDE"-ISEM and allowed us to engineer and review a program before coding. We then took it another step by creating software that would read the program's specifications and generate the initial source code. We called it a "Program Shell Generator" for it generated the lion's share of the code (be it COBOL, C, or any other language). It could generate 100% of the code for simple programs, but we recognized from the outset it couldn't do everything. Instead, it would generate approximately 80% of the code which the programmer would then have to complete. Some would say such a generator would be a colossal waste of time. Far from it, we found it to be a tremendous time saver. Instead of wasting time setting up the initial code, the programmer was free to concentrate on the 20% of the code requiring their attention. Other program generators are faced with the same reality; they can generate a lot of code, but probably not 100% for any major application of any substance.

It is important that Project Managers and Senior Analysts be wary of such potential roadblocks and not try to conquer the impossible. Instead, look for practical solutions. In other words, don't keep trying to drive into a wall, put on your turn signal and go around it.

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...

"Technology alone will not solve our problems, only effective management will."

"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 "FINDING JESUS"

I recently had a friend confide in me that he had found Jesus. Frankly, I didn't know he was missing. Religion is always a touchy subject, but in the Christian world we still find people who have sudden epiphanies about their faith. I think these are the same people who slept through Sunday School years ago and are just now catching up.

Years ago I went back for my high school class' 20th reunion. I hadn't seen most of the people in quite some time. Those that were jerks in high school, were still jerks as grownups. The people who were "wallflowers" in high school actually turned out quite well. But what I found particularly interesting were the people who were heavy into alcohol and drugs or had promiscuous reputations in high school had all found Jesus. Some wore prominent crosses around their neck and it was kind of awkward trying to talk to them. When you asked them about what they were doing with their lives, they would inevitably tell you how Jesus had saved them. I never did find out anything else about them. I even had one guy quote me chapter and verse on the evils in the world today. I thanked him for his words but said I needed some more ice for my drink.

I guess the secret to finding Jesus is that you must have screwed up pretty bad somewhere along the line and, in desperation, you turn to the Bible where you have your revelation. What I find disconcerting though is that these people now feel they are authorities of the faith and unless you share their zealousness you are perceived as a heretic. I fail to see how those of us that didn't screw-up, attended church, and practiced our faith accordingly were somehow not on a par with those who just caught on.

I don't want to be too harsh on my friends who find Jesus though. After all, I would rather have them study the Bible than continue down a road of self-destruction. But guys please remember this, just because you've found the faith, doesn't mean the rest of us have been napping.

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 "Pet Peeve" entitled, "Coffee":

An L.H. in Wilmington, NC wrote...

"Yup, I have to agree with you that the marketing behind coffee has changed a lot in the past 20 years. Perhaps not always for the better. For myself, I will always have a fondness for the tagline "Good to the last drop."

I received the following e-mails from my "Pet Peeve" entitled, "Having it Your Way":

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

"As for customers ordering changes, I see that as the cost of doing business. He can charge for changes if he wants. As for people taking a booth for too long and ordering just coffee, there's a simple solution to that. He can ask them to leave."

An S.S. in Turkey wrote...

"The way I see it is that they are providing a certain service for a price. If the service is changed for some reason then so should the price. It is just standard business practice."

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

May 19, 2008

WHAT YOUNG PEOPLE WANT & NEED

I've been watching with great interest the ten part series on PBS entitled, "Carrier," which provides a rare glimpse into life aboard an American aircraft carrier, the USS Nimitz. There are approximately 5,000 people aboard this floating four acres of military weaponry, and although the ship and technology are interesting, it is the ship's crew who are the real stars of the show.

Crewmen, both male and female, from all levels of the ship's military hierarchy were profiled. Many were interviewed as to what their background was and why they joined the Navy. To me personally, I found the interviews with the younger members of the crew (ages 18-22) to be particularly enlightening. Many came from middle class broken homes where the other members of the family were socially dysfunctional, suffering from alcoholism and drug addiction, and consequently becoming pimps, prostitutes, thieves, and wife/child beaters. Time and again, crewmen spoke of how the Navy gave them structure and purpose in life. They found such things as discipline, organization, and accountability, to be some very powerful and beneficial concepts. They also thrived in an environment of teamwork where it was necessary to put aside differences and work towards the common good. As a result, they felt less like aloof individuals and more like a real family with a sense of belonging. They would frequently use the expression, "Work hard - play hard," representing their philosophy to teamwork. With this foundation in place, the crewmen found confidence in themselves, assumed responsibility for their actions, and confidently responded to challenges. Instead of drifting through life aimlessly, the Navy gave them the ability to chart a course in their personal lives, something their parents failed to instill in them. In other words, the military forced them to grow up by teaching them the meaning of adulthood.

Some time ago I discussed the need in business for "Parenting Management," that due to a decline in parenting skills at home, teachers, coaches, and managers were being forced to play surrogate mothers and fathers. We may not like it, but unfortunately it has become a fact of life as many misfit parents have abdicated their responsibilities. Not surprising, I find "Carrier" as an endorsement of my thesis that we have to do much more in the business world to help young people grow up and take their proper place in society. Since their biological parents have dropped the ball, it now defaults to the manager.

In a nutshell, the lessons from "Carrier" are simple; with rare exception, young people both want and need direction, organization, discipline, and accountability. Although they would never admit such going into the Navy, these simple parental skills are what the young crewmen actually respond positively to.

In the final chapter of the show, the producers interviewed a young crewman who told a story of going back and visiting his recruiter following Boot Camp. "What did you get me into?" he asked the recruiter who, in turn, raised his hand and said "Where would you be right now if you weren't in the Navy?" The crewman blurted out he would be hanging out with his friends getting high ("Did I just say that?" he said). He glanced back into the eyes of the recruiter who simply said, "You see?" And, of course, the crewman did.

Maybe there is something to the concept of having all young people serve in the military for a few years following high school.

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...

"Most children are raised by amateurs, not professionals."

"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 "HAVING IT YOUR WAY"

I am writing this Pet Peeve on behalf of a good friend on mine who runs a small family restaurant specializing in breakfast and lunch. He tries to run a good business, charges a fair price, and generally keeps his customers happy. His breakfast meals include the usual variation of eggs, pancakes, etc. His luncheon menu includes burgers, sandwiches, salads, and soup, all of which is freshly prepared and actually quite good.

What disturbs my friend though is the constant changes to the meals ordered by his customers. Please keep in mind we are not talking about a gourmet restaurant that charges heavily for its meals. Instead, it is an affordable restaurant offering basic comfort food. He doesn't mind the simple changes like extra onions here and there, a slice of cheese, or a certain grain of bread. He also offers a variety of condiments to season your food to taste. But lately it seems his customers are requesting more and more changes to the meals, many of which causes the cooks to change the basic meal into something totally different (and not shown on the menu). Although he tries to honor all requests, the changes are getting very much out of control. For example, a hamburger is not just a hamburger anymore, a salad is not just a salad, and a sandwich is not just a sandwich; Now, everyone wants it "their way" (which is an expression developed by the folks of Burger King). Although Burger King only deals with burgers and other basic fare, my friend's restaurant offers several different things on the menu, which really complicates life in the kitchen, particularly on a busy Sunday morning.

Think about it, when you go into a retail store you either buy an item on display or you don't, there is no talk of tailoring it to your needs. But the preparation of food is an area where we not only expect the meal to be custom-tailored to our needs, we make obnoxious demands to change the food accordingly. Keep in mind, the cooks are under no obligation to change the meal; they are well within their rights to simply produce the meal as listed in the menu. Nonetheless, they try to keep the customer happy.

But the changes have become so obnoxious that my friend is seriously considering charging an extra dollar for any changes made to the meal. Frankly, I can hardly blame him as I have watched the mayhem in his kitchen caused by the many change requests. I've even seen my friend blow a fuse on more than one occasion while working in the kitchen under such conditions.

As I see it, my friend's choices are to either cease and desist all changes (and let the customers buy what is on the menu), or start charging extra for it, neither of which will be popular with his clientele. In other words, he is being put into a no-win situation. Then again, he could always start a class-action lawsuit against Burger King for their harebrained "have it your way" campaign which appears to have caused all of these problems in the first place.

As bad as the harassment of constant changes is, it pales in comparison to when a person comes into the restaurant and commandeers a booth for hours at a time to leisurely read the newspaper or conduct his personal business, while only ordering nothing more than a cup of coffee or glass of water. I love the look on the faces of patrons impatiently waiting for a table while these insensitive clods bide their time reading the funnies or filling out their 1040 form. I guess I should be grateful that my friend doesn't wear a gun to work.

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 article on "Why We Resist Planning":

A D.B. in Tyler, TX wrote...

"Planning is a lot like organization, like cousins in the same family. It takes time to get organized, but it is time well spent. It reminds me of a sign I once saw posted, "Organized people are too lazy to look for stuff."

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

An M.H. in Pennsylvania wrote...

"You forgot to mention one very important potential side effect, "Use of this drug could result in a massive heart attack or stroke, resulting in certain Death! Should you die, don't say we didn't warn you, we did." ;o)

Maybe they should all just state, "We will not be held responsible for ANY side effects, which are too long to list here, so take at your own risk". That would about cover just about all liabilities."

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

"Have you ever noticed that every single drug includes the potential side effects of headache and stomach upset? Including ones for migraines and stomach acid? My favorites though, are the ones where the side effects are actually worse than the condition being treated."

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

An M.D. in Athens, Ohio wrote...

"How about the scrawl doctor's write when issuing a prescription? I think these guys actually turn it into a contest as to who can write illegibly. Makes you wonder how the pharmacists correctly fills the order."

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

May 12, 2008

WHY WE RESIST PLANNING

The short answer: "Because it requires work."

The long answer:
People tend to resist gazing into the crystal ball and prefer to react to life as it passes them by. Some people believe planning in today's ever changing world is a waste of time, that you must be more "agile" and accommodate changes as they occur. As anyone who has designed and built anything of substance knows, this is utterly ridiculous. We would not have the many great skyscrapers, bridges, dams, highways, ships, planes, and other sophisticated equipment without the efforts of architects and engineers. Without such planning, our country would look essentially no different than how the pioneers first discovered the continent. Although we must certainly be flexible in our plans, and we will inevitably make some mistakes along the way, little progress would be made if we did not try to plan a course of action and control our destiny.

People often take planning for granted, that someone else will be making plans for us, such as government officials, our corporate management, or even the elders of our families. Consequently we become rather lax about looking into the future. Nor is there any encouragement by anyone to plan our affairs, such as a tax break. Whereas other countries offer incentives to save money for the future, such as Japan, America does not. Therefore, planning is a rather personal activity; we either see the virtue in doing so or we do not.

Americans have become legendary reactionaries who procrastinate until it is too late. We see this in everything from business planning, to career planning, family planning, financial planning, and even planning for our demise. It is simply not in the American psyche to plan, but to react instead. There are plenty of examples to illustrate the point; such as Pearl Harbor (where General Billy Mitchell predicted the attack with great accuracy 17 years prior to December 7th, 1941); there is also Hurricane Katrina (where engineers and government officials knew well in advance of the weaknesses in New Orleans' system of dykes and levees, yet did nothing about it); and, of course, 9/11 (where we learned a hard lesson of dropping our defenses in the face of terrorism).

Years ago, a long range business plan was for five-to-ten years. Such plans have become scarce in recent times; probable casualties of a dynamic world economy. Now, "long range" either means until the end of the fiscal year or end of the quarter. It is even difficult to get a prioritized list of objectives for a department, let alone a whole company. Instead, companies are now operating under a whirlwind of ever changing "priority ones," thus confusing workers and causing them to be counterproductive.

In the I.T. arena, planning is still very much a faux pas, but then again, it has always been such. For example, in our "PRIDE"-Information Systems Engineering Methodology (ISEM), developers would like to skip through the early phases used for planning and design, in order to get to the programming phases. In other words, they didn't feel comfortable in planning and instead preferred to be writing software. This makes for an interesting paradox: although they liked to skip down to programming (where the "real work" was performed), they also liked to complain about deficiencies in requirements definition and other design specifications (which would naturally result from the preceding phases had they been performed). The most common excuse you hear from developers is, "The users do not know what they want." Basically, this is an admission that the developer is either not properly trained in or lacks the discipline to plan properly.

Part of the problem is that we have become very impatient for results and I think this can be attributed to our technology. For example, we now expect information at our fingertips, instant communications, quick turnarounds in medicine, etc. Instead of patiently waiting for results, we now want instant gratification. Consequently, activities such as planning are perceived as interferences for getting a job done.

There are, of course, several tools available for planning,

* Calendars - to remind us of important dates. Even though there are many varieties in paper form and automated on computers and cell phones, it is interesting to see how few people actually use them.

* Statistics and trend analysis - which is actively used in business to track historical activity, and hopefully to project corporate direction. Perhaps the best known entity to use such tools in the U.S. Bureau of the Census who produces some rather interesting projections which are often overlooked by the general populace.

* Documentation - When building new products or other major structures, a set of blueprints are required to act as a road map during construction. Without such blueprints, construction or manufacturing cannot be effectively implemented or managed. The same is true in the realm of Information Systems, without a well thought out set of blueprints (flowcharts and other graphical techniques), you cannot assemble a system regardless of how well you can program. There are also project planning techniques like Gantt Charts, PERT, and CPM to express planned work dependencies, schedules, and precedent relationships.

* Priority modeling tools - to keep track of objectives in priority sequence. This is also referred to as "To Do lists" or "Punch lists." Regardless, the intent is to make people cognizant of objectives and their priorities, thereby assuring workers are accomplishing the proper tasks in the proper order.

CONCLUSION

If we do not understand or appreciate the need for something, we tend to avoid it, but that is not the excuse here. We all have at least a rudimentary idea of what simple planning can do for us, we just balk at doing it.

We fail in planning not because we lack the proper tools, there are actually quite a lot of them available to us, but simply because we lack the discipline or desire to do so. Rather, we prefer to wait until disaster strikes so we can blame others for our problems and hope they can bail us out.

Like it or not, planning represents work. It is also something many of us are not disciplined to do, regardless of how simple it is to perform. We can rationalize why we do not plan all we want, but in the end, it is because of one thing, plain and simple: we are lazy.

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 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 "SIGNATURES"

I find signatures to be rather interesting. With a few swipes of the pen, we can commit ourselves to financial transactions, insurance and medical support, purchase or sell a house or car, or simply endorse something such as in a petition. Signatures actually carry more weight than the spoken word, particularly in a court of law. Despite the significance of signatures, it is interesting to see how poorly we typically write them.

Our signatures begin to deteriorate as we get older and face the fast-paced demands of adulthood. I used to kid my father about his "turkey tracks" penmanship, but as I've gotten older I wonder if mine is any better. I try to be legible, but I'm sure there is still room for improvement.

Men tend to have the worst signatures. They are either written in Morse Code with squiggles, dots and dashes, or like a third grader with crayons, neither of which are comprehensible to the average human being. I would much rather they use an "X" or some other unique symbol as opposed to the spaghetti penmanship they offer.

Handwriting specialists believe our signatures say a lot about our character; for example, the more obnoxious or bolder they are, the greater the ego; the smaller they are, the weaker you are perceived. I wonder how such experts would diagnose John Hancock's signature on the Declaration of Independence? I get the feeling he wasn't exactly a timid or meek individual.

Women typically write better than men. It's nice to know somebody was paying attention when they were teaching penmanship in grade school.

I tend to believe signatures are a reflection of our commitment to something. If we take the time to make it legible, the more sincere we are about our commitment. The more cavalier we are with them, the less serious we are. Nevertheless, if you are having trouble writing a legible signature, I suggest you either take the time to brush up your penmanship or buy a rubber stamp that can clearly express yourself. I'm sorry, squiggles, dots, dashes, and crayons are hardly a way of writing an adult signature anymore.

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 "Marking Time":

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

"Man, you barely scratched the surface when it comes to car names. Just think of all the truck models. Meet my son, Tundra..."

An M.B. in Clearwater, Florida (female) wrote...

"I must be a hermaphrodite, because I absolutely love The Three Stooges, and I also remember the make and model of every car I've ever had. Of course, I've only had four cars, so that's pretty easy. Yet, I also remember everyone's birthday, and not just family, but friends as well. On the other hand, I can't remember what I ate for lunch today, or even if I ate lunch at all. Five minutes after I finish reading a book, I can't tell you anything about it. I have become the Queen of the Post-It note! It's too bad we can't pick and choose what to remember and what to forget. That would be wonderful."

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

A D.T. in North Carolina wrote...

"Your pet peeve regarding handshakes and business introductions resonated with me - especially the "cool dude" archetype. One of my personal peeves is the "overzealous reuniter" - where, a person that you may have briefly met or interacted with greats you with the enthusiasm and excitement of a long-lost brother. Usually the extent of the preceeding engagement was a simple meeting in a more social setting, on a plane, or something equally inane. The part that peeves me is that the offending party is always oozing fake comraderie, and usually the only reason for the ballyhoo is to attract attention/recognition to them through being closely regarded by you."

A J.G. in Pampa, Texas wrote...

"I'm 25 years old and my dad taught me how to shake a man's hand when I was about 9. That might have something to do with the fact that the more rural parts of Texas still hold the handshake as the best method to judge someone's character, followed quite closely by the amount of eye contact. I know when I went to Denver for the first time, I thought everybody was a little weakling, even worse in the Phoenix area. It's just not something that people bother teaching their kids today. Maybe because they don't know how, or because they don't care. Or maybe they just assume they will learn elsewhere. Who knows?"

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