July 7, 2008

SOCIALISTIC MANAGEMENT

There's a new management philosophy underfoot in this country, spurred on by young I.T. people who resist any form of structure and discipline. Basically, organization charts and job descriptions are being thrown out the door and companies are beginning to experiment with what is being called "flexible management." The concept here is to transfer certain responsibilities which have traditionally been implemented by management and allow the workers to determine such things as corporate priorities, and what projects they want to work on. This appears to be a trend resulting from the Information Technology sector as opposed to other types of companies and, if successful, I'm sure you'll be hearing more about it in the years ahead. Frankly, I'm not going to hold my breath.

This philosophy, which I refer to as "Socialistic Management," represents worker empowerment taken to the sublime and a revolt to concepts such as micromanagement where the worker's voice is neither solicited or heard. Actually it is very much akin to "Matrix" organizations and the "Project Team" concept of yesteryear which promotes flatter organizations where workers work on a variety of assignments with different people. The big difference though is that the workers are dictating corporate policy and direction, something unheard of in most companies today.

The cause for "Socialistic Management" is rather obvious as people have grown weary of the autocratic/beancounting approach to management over the last twenty years. In particular, young people want more freedom to express their creativity, particularly in I.T. It shouldn't come as a surprise, therefore, that this is closely related to Agile Methodologies in I.T. which is a maverick approach for building programs based on a similar philosophy to project governance.

From the worker's point of view, "Socialistic Management" represents freedom and a sense of ownership in the company. From management's perspective, it represents less control over corporate direction and execution of project assignments. "Socialistic Management" also seems to promote teamwork but de-emphasizes leadership (since it is the workers who collectively dictate direction). Consequently, this means project assignments are smaller which can be implemented more quickly. What seems to be missing though is an overall architect to assure plans fit together, otherwise everything will be disjointed. Historically, management fulfilled this role, but not so under "Socialistic Management." I consider this omission of corporate leadership as the Achilles Heel to this approach. It is fine for small things, but it has yet to be proven effective for anything of substance.

The theory behind "Socialistic Management" is that superior results will be realized by relinquishing control to the workers. Personally, I believe workers should be empowered to perform their work (a bottom-up philosophy) but overall corporate direction and planning should remain in the hands of those who have a global view of what is going on, namely management. Without such a blueprint in place, consistency will suffer, and workers may tackle the wrong assignments regardless of how popular they may seem.

So, should companies give "Power to the people"? Some, but most definitely not all. I tend to see "Socialistic Management" as a knee-jerk reaction to the stranglehold workers felt from micromanagement. Frankly, I see the two, "Socialistic Management" and micromanagement, as two extremes on opposite ends of the spectrum, neither of which I personally recommend to anyone.

Regardless whether you refer to is as "Socialistic" or "flexible," this management philosophy should not be implemented simply because it is hip or cool and appeals to our youth. Instead, it should only be used if it has been proven to work. So far the jury is still out.

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...

"Manage from the bottom up; not just from the top down; this creates personal commitment and accountability."

eBOOK: THE BRYCE IS RIGHT

Folks, be sure to check out our eBook on management entitled, "The Bryce is Right! Empowering Managers in today's Corporate Culture." This is a frank and candid description of the state of the art in management and includes essays on the problems in management today, along with some pragmatic advice on how to deal with them. Basically, this is a condensed course in management. As such, it is suited for managers, either those aspiring to become a manager or for those who need a refresher course. It will also be of interest to young people entering the work force, and is excellent for college curriculums.

The price is just $20 plus tax.

We have also produced a one-day training program of the same name. For more information on both the eBook and course, please visit our web site at:

phmainstreet.com/mba

While there, look for our MS PowerPoint presentation describing both the book and the training program.

MY "PET PEEVE OF THE WEEK" IS "WEARING TIES"

The Wall Street Journal recently ran an article on the decline of men wearing dress ties to work. They quoted a Gallup Poll that said the number of men who wear ties every day to work last year dropped to a record low of 6%. I'm not sure I agree with this number but there is no doubt ties have greatly diminished in the business world. I still put one on when I'm dealing with a customer and I do so as a sign of respect for the other party. Today it seems the only people who wear ties are politicians, newscasters, attorneys, doctors, and corporate executives, all of which do so as a sign of authority. And maybe they're right.

Historically, learning to tie a tie marked a young man's passage to manhood. But I don't think there are a lot of men in the workforce who know how to tie a tie anymore, which I consider a little strange. Most newscasters know how to properly tie a tie, as do attorneys. But I'm starting to see politicians with sloppy looking ties. And will someone please show Sen. Obama how to tie his tie; it looks like a lousy clip-on.

In addition to how a tie is tied, I learned a long time ago the length of the tie and its relation to the belt buckle is important. In theory, long ties represent excessive behavior, and short ties infer personal inadequacies. Every once in awhile you see a bow tie or a western string tie, but I think they are worn more for a giggle than anything serious.

The tie used to be the perfect present for holidays such as Father's Day or Christmas, but most of the time we got a tie we wouldn't be caught dead in. This resulted in closets full of ties we never threw away in fear we might offend someone. For example, I probably have a couple dozen ties in my closet, but I only have three that I regularly wear. I also have ties for special occasions, such as the Christmas holidays. I also have one representing my family's Scottish Clan. But my favorite is one my father gave me years ago; It shows a series of small jackass' sitting down with the following small letters underneath each one, "Y.C.D.B.S.O.Y.A." Translation: "You Can't Do Business Sitting On Your Ass." It makes a great conversation piece.

As I said, I don't know if I agree with the Gallup Poll's 6% figure as I am starting to see people starting to wear ties again, particularly salesmen who use them to spruce up their image in front of customers. Frankly, they look much more professional than the typical corporate Polo shirt.

Now I know a lot of young men will read this and still be adamantly opposed to wearing ties but as I said earlier, it is a sign of respect. If this is of no interest to you, I'm sure you'll continue to wear whatever you want, but for those of you who are interested in making a positive and professional impression, perhaps its time to go into the closet and pull out a couple of ties.

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, "The Pope's Visit":

An M.O. in San Diego, California wrote...

"An insightful and intersting article. Well writtien with many interesting points. My grandfather used to always wonder why the priests in eastern Europe could marry and those in the USA could not. He, too, wondered how a celebate, unmarried priest could give marriage advice."

A D.N. in New York wrote...

"Don't forget if a divorcee has enough money and the time, they can get their marriage anulled. It seems the more years you were married the higher the price of the anullment. I know of a couple that were recently married in the church after they had their marriages of 20+ and 30+ years anulled. In fact, both prior marriages had children, so what does that make those children in the eyes of the church?"

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

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

"I agree, meetings, as a rule, suck rocks. This is especially true when the Pointy Haired Boss is running the show."

A D.S. in Orlando, Florida wrote...

"We have meetings about having meetings."

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

June 30, 2008

THE BENEFITS OF A SYSTEM AUDIT - OUR 150TH EPISODE

"Unless we learn from history, we are doomed to repeat it." This may be an old adage, but it is certainly true. Many organizations tend to regard project reviews as a waste of precious time and resources. Consequently, systems are installed without any type of follow-up. Because of this, many of the benefits were never realized. For example, clerical savings may have been part of the justification for a new system, but operating management did not reduce or reallocate the staff to realize the benefits. Without follow-up, "Parkinson's Law" may occur where "work expands to fill the time available."

As another example, a new operating management, created as a result of organizational changes, may not be utilizing the information provided by the system. They may be unaware of, or lack knowledge about the system. In order for management to have confidence in their systems organization and the systems installed, they should have tangible evidence that their significant investments are producing the promised results.

The systems organization can realize many benefits from a System Audit. It is not just a platitudinous statement to say that "we learn from our mistakes." It is a clear and established fact. A detailed audit provides Systems and Software personnel with an opportunity to review their estimating and design skills. This knowledge, along with historical data, can be gainfully applied to new systems and projects. As such, estimating guidelines can be updated.

A carefully executed audit can also add to the credibility of the systems organization by showing how well they performed and that they can account for their actions.

Finally, as a result of an audit, the systems organization may find that the new system is simply not functioning in spite of systems maintenance and revisions. In this event, the audit may indicate an entirely new approach should be taken as opposed to continually fighting the problem.

WHEN SHOULD YOU CONDUCT THE SYSTEM AUDIT?

The System Audit should be scheduled for execution after the system has operated for an adequate period of time. Typically, this will be between thirty (30) and ninety (90) days after implementation. In some instances, it may be necessary to conduct more than one audit, depending on the timing of implementation and execution of the various sub-systems within the system. For example, users may want a detailed accounting of project costs immediately after startup. The actual system evaluation can follow thereafter.

HOW SHOULD YOU PERFORM THE SYSTEM AUDIT?

Ideally, the audit should not be performed by the same individual(s) who developed the system. A neutral third party should be involved who can audit the system and project objectively.

The steps required to execute the System Audit are similar to:

• "Current Systems Analysis" - the intent of this activity is to study the existing system, sample work, and evaluate strengths and weaknesses. This same type of work is performed in the System Audit. Here, the Systems Analyst uses the systems documentation to walk through the system.

• "Prepare System Evaluation" - the intent of this activity is to estimate and schedule the remaining work effort, and perform a Cost/Benefit Analysis. During the System Audit, the Project Manager examines actual time reported, costs incurred and delivery dates. A final Cost/Benefit Analysis is calculated based on actual data (not estimated).

AUDIT CONSIDERATIONS

During the System Audit the Systems Analyst may identify errors, omissions and severe weaknesses in the new system. In this event, the analyst may initiate a Work Request to document the modification/improvement. This will then go through the normal process of evaluation and priority calculation.

A Project Management (PM) system can assemble all pertinent project data for analysis. This data can also be exported to other financial packages and spreadsheets for further analysis as required.

CONCLUSION

There are those who see System Audits as a waste of time and would rather scramble off to other assignments. As for me, I have always found the System Audit as an invaluable opportunity to fine tune the skills of our development staff and improve the standards and techniques used throughout the methodology. For example, after one System Audit we found it necessary to upgrade our programming standards to better promote consistency. We also found it necessary to obtain a prototyping tool to expedite the development of screens. This materially impacted subsequent projects which benefitted from the System Audit.

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

Keep the faith!

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

"Systems do not have a 'life cycle.' They may go on forever if kept viable with change. The only thing that has a 'life cycle' is a project which has a beginning for planning, a middle for execution, and an end for review."

eBOOK: THE BRYCE IS RIGHT

Folks, be sure to check out our eBook on management entitled, "The Bryce is Right! Empowering Managers in today's Corporate Culture." This is a frank and candid description of the state of the art in management and includes essays on the problems in management today, along with some pragmatic advice on how to deal with them. Basically, this is a condensed course in management. As such, it is suited for managers, either those aspiring to become a manager or for those who need a refresher course. It will also be of interest to young people entering the work force, and is excellent for college curriculums.

The price is just $20 plus tax.

We have also produced a one-day training program of the same name. For more information on both the eBook and course, please visit our web site at:

phmainstreet.com/mba

While there, look for our MS PowerPoint presentation describing both the book and the training program.

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

I don't think there's too many of us who like to attend seemingly inconsequential meetings. It's hard to look attentive at those meetings where the boss is boring us to death about his recent fishing trip while we have a hot project waiting for us back at our desk. I am amazed by those people who seem to have no problem wasting your time.

There sure seems to be a lot of meetings that are poorly planned and run. Some managers just like to get together and "rap" about what's going on (and maybe sing a chorus of "Kumbaya" while they're at it). Michael Scott, the manager in NBC's sitcom "The Office" is perhaps the poster child for how to hold an ineffective meeting. I think the writers of the show have lampooned the subject from just about every possible angle.

I'm surprised how insensitive those running such meetings are to the people attending it. Understand this, unless someone is looking for an excuse to duck a work assignment, nobody wants to attend an inconsequential meeting.

Back when I first got involved with my homeowners association, the meetings lacked structure and would drown on literally for hours. When I finally became President I bought a gavel and printed up agendas for each meeting. What used to take hours to perform I got down to 55 minutes. In other words, it's certainly possible to put on a good meeting, you just need someone who knows what they are doing.

The other thing that bugs me about meetings is when people show up late thereby holding everybody up. Even worse, some people come totally unprepared. Only an a****** comes to a meeting without something to write with. Yet, we see this time and again, particularly by the newbies who simply don't know better.

I don't mind a good meeting that is constructive, timely, and well run. But please don't expect me to sit still anymore where we are going to do nothing more than talk about the number of angels that can dance on the head of a pin.

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, "The Price of Gas":

An S.G. in Mt. Vernon, Illinois wrote...

"I remember wondering why we were negotiating with OPEC instead of developing our own resources. But I was young and got distracted with having children and caring for them. Oil was plentiful again. People became complacent. Maybe we will get it this time. After all, practice makes perfect."

An S.S. in Turkey wrote...

"I blame it all on PlaySkool which I used to watch when I was a child. They always sang a song that goes "Lets go driving in my car, car" :) No wonder I like to drive everywhere. I have been brainwashed as a toddler. Maybe they should change it to "Lets go riding on the bus, bus". Hmmm?"

I received the following e-mails from my "Pet Peeve" entitled, "Super Bowl Ads":

An O.O. in Bathurst, Australia wrote...

"The Apple ad would now cost $6 million, it runs for 60 seconds so it would be two slots, if NBC allowed Apple to do that. $3 million on a 10% margin, if you are lucky today, means $30 million in sales to pay for the ad!"

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

June 23, 2008

CURRENT SYSTEMS ANALYSIS

The subject of current systems analysis is usually greeted with dismay or disdain by systems departments. There are many reasons for this. In many installations, the support of current systems takes more than 85% of the systems department's time, and the departments are more than ready to get on with new systems development and bury the old, non-working systems as quickly as possible. In cases where systems do not require a lot of maintenance, the systems department may find that the current systems are not giving management the kind of information it needs for effective decision making; these current systems become likely candidates for replacement.

However, there are some very legitimate reasons for documenting existing systems:

1. The documentation process will make development personnel more knowledgeable about the enterprise's business. Users often complain that the systems people are ignorant or naive about the business, and usually there is some justification in this complaint. The process of capturing current systems will educate Systems Engineers in the business of the company.

2. Documenting current systems will clearly show:
   • What information is being produced.

   • Who is using the information and how.

   • What data resources are being used (data, records, files, inputs, outputs).

   • What processing is being executed, and what is not.

   Quite often, user personnel do not use existing systems simply because they do not understand the purpose of the system or how it is to be used. If a system has been properly documented, perhaps only a few modifications are required as opposed to a major new development effort. Unless we understand clearly what the old system is doing, how can we design a new system to replace the old? How can we plan the conversion from the old to the new? Most of the current system contains resources that will be reusable for the new system. Data, records, files, inputs, outputs - most, if not all of these can be reused in systems development.

   Weaknesses and misusages of current systems will also be uncovered. Because of inadequate documentation, it is not unusual to see a good system be misinterpreted by users, including operations personnel. As a consequence, the system is only partially utilized and the benefits not fully realized.

3. Programs and files which only serve the purpose of unnecessarily occupying computer storage space can be identified and removed.

Capturing current systems can be a huge undertaking. A single company can have hundreds of systems and sub-systems, and thousands of procedures and programs, some of which are very old. It is important to remember that the intent here is to ONLY IDENTIFY AND DESCRIBE THE CURRENT SYSTEM, NOT TO CORRECT DEFICIENCIES. Quite often, there is a temptation to try to correct an obvious problem at this stage. As a consequence, the task of capturing current systems takes longer and longer. When errors or problems are spotted they should be documented as future Modification/Improvements and not corrected as part of this effort.

How much definition is enough? Ultimately it is based on the organization's needs. No two companies will approach the problem in the same way. Their requirements will vary. However, simplicity is recommended when describing the various information resources.

Capturing current systems is an exercise in reverse engineering. Whereas, system design is a top-down effort, current systems analysis begins with an examination of the procedural flow and works up and down the system hierarchy.

What systems or sub-systems do you begin with? Start with those that provide operational information - those that are at the heart of the business operations. Those parts of the systems that provide policy and control information can be delayed until the operational systems have been captured, since they will require the same data created in the operational systems.

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...

"Only when the Systems Engineer can walk in the moccasins of the user does the engineer have a right to design a system for the user."

eBOOK: THE BRYCE IS RIGHT

Folks, be sure to check out our eBook on management entitled, "The Bryce is Right! Empowering Managers in today's Corporate Culture." This is a frank and candid description of the state of the art in management and includes essays on the problems in management today, along with some pragmatic advice on how to deal with them. Basically, this is a condensed course in management. As such, it is suited for managers, either those aspiring to become a manager or for those who need a refresher course. It will also be of interest to young people entering the work force, and is excellent for college curriculums.

The price is just $20 plus tax.

We have also produced a one-day training program of the same name. For more information on both the eBook and course, please visit our web site at:

phmainstreet.com/mba

While there, look for our MS PowerPoint presentation describing both the book and the training program.

MY "PET PEEVE OF THE WEEK" IS "SUPER BOWL ADS"

I read recently that NBC will be charging $3 million for a 30 second ad at next year's Super Bowl. Yes, that's $100,000 per second to promote your goods or services. This announcement caught a lot of people by surprise as it marked another milestone in advertising rates. For example, Fox charged $2.4 million just two years ago. Interestingly, the price was just $42,400 in 1967, the year when the Super Bowl began.

I guess this means Super Bowl advertising is more inflationary than the rising cost of crude oil. Whereas crude oil has risen in price 3,698% since the late 1960's, Super Bowl ads have risen a whopping 7,075%. Take that, you stingy Arab oil producers.

You've got to wonder who is going to pay for these 30 second spots. I'm sure the breweries, cola kings, Hollywood movie studios, and automotive manufacturers will be well represented, but I think you'll start to see the little guys drop off this year. Think about it, that's a lot of beer, soft drinks, and cars to sell before you see a return on your investment.

The Super Bowl is also used to introduce new ads for the year, some remarkably entertaining, such as the unforgettable 1984 Macintosh ad. McDonalds, Pepsi and Budweiser have also had their share of memorable Super Bowl ads. And at $3 million per spot, I seriously doubt we're going to see much schlock.

Is there a limit to how high Super Bowl rates will go? If history is any indicator, evidently not. And remember this, it will be us, the consumers, who must ultimately pay for NBC's greed. But then again, the consumer has never been particularly smart, and that is just what NBC and the advertisers are counting on.

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, "Microchipping":

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

"This has been discussed for a few years now. It will probably happen. I'm sure it will happen for people with Alzheimer's Disease."

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

An O.O. in Bathurst, Australia wrote... "There are "trendy" nightclubs in Florida have combined with banks so the "pretty young things" can have a microchip instead of carrying credit/debit cards. The company is VeriChip but there have been serious doubts about their safety. I'm not so sure it sounds such a good idea yet." ;-)

I received the following e-mails from my "Pet Peeve" entitled, "A Day at the Beach":

A C.C. in Winder, Georgia wrote...

"I guess some women and men don't know that they look scary. When the skin and connective tissue underneath it starts heading south, this is not the time to wear a bikini.. not for either gender... and it is up to us to TRY not to look at the oddity of it all."

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

June 16, 2008

IMPACT ANALYSIS

Before tackling any type of change to a system, be it substantial or seemingly insignificant, it is important to take stock of the various components involved and how they affect others. To do so, the technique of "Impact Analysis" is used to study the relationship between information resources. To illustrate:

• If the length of a data element is to be modified, an analysis must be performed to identify the windows, panels, maps, records, files, inputs, outputs, modules, programs, etc. affected.

• If a single report or screen needs to be changed, an analysis is required to identify the programs and procedures affected.

• If a software module is revised, the related programs and data structures must be identified.

Without such knowledge, changes will be awkward at best to implement. Something will inevitably be forgotten or overlooked, thereby causing the system to come to a standstill or produce erroneous results.

To implement "Impact Analysis" you have to first understand the concept of "bill-of-materials" and how to implement it. In a nutshell, a "bill-of-materials" is an itemized listing of parts in a product and their relationships. In reality, the concept is probably as old as manufacturing itself and should be familiar to any consumer who has had to reference a warranty booklet to fix such things as lawn mowers, dish washers, washing machines, etc. In such booklets, a schematic is used to illustrate the various parts and how they are connected; this is the "bill-of-materials." But this same simple concept can also be applied to systems to show the relationship of such things as systems, sub-systems, procedures, programs, modules, inputs, outputs, files, records, data elements, etc. However, what is needed to control and track such components is something a little more sophisticated than a simple schematic, after all, the average system will consist of hundreds, if not thousands of components. Instead, a "bill-of-materials processor" is needed to catalog and cross-reference the various components. Fortunately, this is hardly a new concept and has been implemented for many years using such things as data dictionaries or IRM Repositories. Such tools can perform "Impact Analysis" automatically. As an example...

A college in the US Midwest was notified by its bank that they wanted to change the "Bank Code" from a 14 digit to a 16 digit identifier. Offhand, it didn't sound like a big problem, but to be safe, the college ran an "Impact Analysis" on "Bank Code" and discovered the data element was used in several systems and programs and in order to accommodate the change, the college would have to spend thousands of dollars to implement it. They then went back to the bank and told them that their proposal was unacceptable and they would have to continue to supply them with a 14 digit identifier. Had the college not studied the problem through "Impact Analysis" their systems would have crashed and caused them to pay a lot of money to remedy the resulting chaos.

Regardless of the available technology, today's developers typically do not perform "Impact Analysis" and, instead, prefer to rewrite whole systems. This is one reason why companies constantly find themselves in a maintenance mode as opposed to introducing major improvements to their systems. If companies had the discipline to use such things as IRM Repositories, they could greatly expedite the implementation of changes and at considerably less expense. All it requires is a little discipline and a heck of a lot of common sense.

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 in life 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 "A DAY AT THE BEACH"

I took some time off during the Memorial Day weekend and escaped to the beach. I guess I'm like just about anyone in that I rarely take advantage of the scenery in your own backyard. It's been a while since I've been to the beach and I found the rhythm of the waves in the morning tranquil and somewhat therapeutic. However, I had forgotten about all of the pollution on the beach, eye pollution that is. I was amazed how many women of all sizes and shapes wore a bikini and probably 99% of those I saw shouldn't. Please don't get me wrong, there is certainly nothing wrong with an attractive woman wearing a bikini, but most of what I saw defied belief. Sure, if you've got it flaunt it, but if you haven't got it, forget it. The ship has sailed and it's time to put on a little more canvas in the rigging.

I find women over 40 wearing bikinis to be interesting, particularly those in their 50's and 60's. I don't know what they're advertising but I suspect they're not getting many buyers.

I don't mean to appear to pick on the ladies exclusively as there are of course men out there who wear some pretty avant-garde bathing suits as well, but the volume of bikinis I saw on this trip seemed to be overwhelming.

I guess I should be grateful that we're past the thong fad as you don't see too many of them anymore on the beach. I've seen my share of thongs over the years and it can be pretty scary to see some women wearing them, as well as men. As my son would say, "That's just not right."

My wife and I went to the beach with another couple. We arrived early to get a good spot where we could setup our chairs and relax. As this was Memorial Day, the beach naturally started to fill up and become somewhat crowded. I find it interesting how some people have no problem invading your space by plopping down right next to you while there is still ample space elsewhere. It's as if you were invisible. To combat this problem, my friend and I have learned a long time ago to smoke some particularly nasty smelling cigars which acts like a repellent for crowd control. This results in a comfort zone around us but inevitably as soon as the cigars go out, the intruders move back in which, of course, is our queue to leave the beach until the next major holiday.

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, "Sucker Bets":

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

"Years ago I developed a strategy for gambling that has saved me a lot of money. To wit, I gamble only in Las Vegas AND I only gamble $100 per visit. Once my $100 is gone Las Vegas gets no more of my money through gambling."

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

"I find the best way to save money in gambling is to not do it at all." *shrug*

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

An E.B. in Chicago, Illinois wrote...

"I'm not a fan of Wal-Mart. Sorry, I just will not buy there. But you are right, thousands go there, and now they are just like Walgreens, they are everywhere. I sometimes go with a pal. But me, no thanks, I will shop elsewhere. As for the crowd, you are correct. You see a lot of different dress, and hear a lot of strange things. Children run amuck, and the perfunctory screaming their name follows. I just do not care to shop there. To each his own."

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

June 9, 2008

SYSTEM DESIGN BACKWARDS

One of the biggest challenges in any system design effort is to produce a viable design that is well thought-out with all of the pieces and parts working harmoniously together. If something is forgotten, regardless of its seeming insignificance, it will undoubtedly cause costly problems later on. The task, therefore, is to produce a design that is demonstratively correct.

Fortunately, the answer is actually quite simple and something we have long advocated in our "PRIDE"-Information Systems Engineering Methodology (ISEM); namely, work backwards during system deign.

The primary objective of Systems Design is to define the system in terms of:

• WHAT business processes (sub-systems) make up the system.

• WHEN these processes need to occur (timing).

• WHAT data will be required for processing.

• WHAT inputs and outputs will be used during processing.

The emphasis in Phase 2 (System Design) of "PRIDE"-ISEM is to design a system that correctly satisfies information requirements. To do so, it works backwards, to wit:

• From Information Requirements back to all of the data elements needed to produce it.

• From the receiver of the Information back to the originators of the data.

• From outputs back to inputs.

Later, during Phases 3 and 4, the process is reversed and design moves forward as opposed to backwards. Here, the design expresses how the data will be physically processed in order to produce information.

• From the source of the data to the destination of the information.

• From Inputs to Outputs.

• From the start of the business process to the end.

This backwards approach to design in Phase 2 is based upon the "PRIDE" concept of Information Driven Design whereby information requirements are precisely designed in terms of the business actions/decisions to be supported, when they have to be made (timing), and the data elements needed to produce the information. Timing is an essential part of this approach because information is a perishable commodity. It only has value during a particular point in time. Users require information to support actions and decisions on a routine and timely basis, either instantaneously, daily, weekly, monthly, etc. All information systems operate routinely based on timing. Since this is true, why not make use of this timing consideration during system design as opposed to discovering it after the fact?

Timing will ultimately dictate how data will be collected and stored (availability requirements) and how data will be accessed to produce information. This approach implies that there are substantial differences between information and data, one of which is that data is the raw material used to produce information.

The supporting data must be defined in such a way that we can easily understand what primary data must be supplied by a User and what generated data must be calculated internal to the system. Data relationships can be extensive. For example, take NET-PAY which may be based on a complicated calculation:

NET-PAY = GROSS-PAY - FICA - CITY-TAX - UNION-DUES - (etc.)

The data elements used in the formula may also be calculated, such as:

GROSS-PAY = HOURS-WORKED X PAY-RATE

What this means is that in order to arrive at the correct value for NET-PAY, we must be able to reach all of the primary values, such as HOURS-WORKED and PAY-RATE, in a TIMELY manner. If we cannot do this, NET-PAY will be incorrect.

Defining these data dependencies has typically defaulted to the programmer who redefines the relationships with each application and buries it in the source code, making maintenance and change difficult.

The timing and data specifications resulting from the information requirements will ultimately dictate the type of system to be created. For example, if information is required upon request and within a matter of seconds, this will probably result in an "interactive" type of process. However, if the information is required upon request but within a few hours, this will probably result in "batch" type processing (it may even be processable manually). These specifications are the basic building blocks for all systems and software design.

Information Driven Design organizes all of the data required to support the application, into logical files (objects). As such, it synchronizes the data base with the application.

Perhaps the biggest benefits derived from Information Driven Design is that it forces the Systems Analyst to consider all of the required data and simplifies processing. It also emphasizes the need for sharing data. As a design develops, consideration is given to using data from other applications. After all, why create new files and processes if they already exist?

With the logical system design defined, consideration is then given to the most appropriate way to physically process the data, either manually or computer assisted. Here is where Functional Decomposition and Data Driven design techniques excel. For software engineering, the characteristics of the data, its structures and what functions the computer must perform (e.g., create, update and reference) dictates the required programs. These specifications are the result of Information Driven Design. The physical characteristics of the data defines its validity. The data structures denote input, file and output relationships. The functional requirements determine how the data will be read and written in a program, whether sequentially, iteratively or selectively. In other words, Functional Decomposition and Data Driven Design will dictate physically "WHO" and "HOW" the data will be processed.

It is very important to understand that Phase 2 "System Design" represents the logical design phase. The design produced can be physically implemented many different ways. The ensuing phases therefore, Phases 3 and 4, represent the physical design phases which details the best way to implement the business process (sub-system).

This approach to system design, although effective, is predicated on well defined Information Requirements. If they are poorly or superficially defined, than everything that follows will be wrong. Garbage in - garbage out. But if the information requirements are well thought-out, the chances of producing a good system design are not just likely, it is highly probable.

For more information on "PRIDE"-ISEM's Phase 2 "System Design" see:
http://www.phmainstreet.com/mba/pride/is20.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...

"If an information requirement is stated improperly to begin with, then everything else that follows will be incorrect."

"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 "WALMART"

I think we all have some sort of love/hate relationship with Walmart. Nobody WANTS to go there, yet you are inevitably seduced by their low prices. I guess this is why you see all walks of mankind sauntering down their aisles like zombies looking for the best deals.

As you approach any Walmart, the first thing that catches your eye are the beggars outside panhandling for a variety of causes, mostly local charities such as school programs. Once you get past the gauntlet of beggars you are greeted by a Walmart employee who is more than happy to give you a shopping cart. Next you notice wafts of food odors emanating from the local food court near the entrance, usually popcorn or whatever special they have that day. Frankly, I don't think there's anything better to put you in the mood for shopping like the smell of burning popcorn or corned dogs.

Following this, you start down the conveyor belt of narrow aisles that circle the store. Now it becomes a game of bumper cars as you weave in and out of aisles to avoid the unthinking clods who either stop without warning to examine some 29 cent item for sale or who lean heavily on the cart and move as if they have polio and are learning to walk for the first time. Wouldn't it be great if the carts every once and awhile discharged an electrical jolt to prod the people along a little faster, or at least to wake them up?

As I said, you see just about anybody at your local Walmart, representing every social strata imaginable. This means you also see some of the most avant-garde clothing worn by people, everything from pajamas, to suit and tie, with everything in-between. But most people dress incognito so they cannot be easily recognized. You also see a lot of people wearing sunglasses inside for the same reason. Yes, we love the low prices, but we don't want to admit to being a patron which I consider rather odd.

Frankly, I see the local Walmart as a sort of Statue of Liberty with a similar inscription:
"Give me your tired, your poor,
Your huddled masses yearning to shop cheaply,
The wretched refuse of our teeming shelves.
Send these, the desperate buyers to me.
I lift my hand out just beyond the exit door."

What is perhaps most interesting about the Walmart phenomenon is that regardless of what we say about it, we keep coming back for more, which is all the company really cares about. Kind of sounds like an addictive drug doesn't it?

Such is my Pet Peeve of the Week.

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

"BRYCE'S PET PEEVE OF THE WEEK"

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

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, "Presidential Candidates":

An M.J. in New York City wrote...

"Very perceptive article. I'm afraid we're stuck with choosing between some very depressing candidates."

A D.K. in Washington, DC wrote...

"Interesting and entertaining article Tim. I suppose in a way it depends on how you define 'the best people' the country has to offer. After all, many very good managers and executives are busy running multinational corporations or non-profit groups and thus are simply not available to run for President (not to mention the pay cut most of them would have to take). So running for office takes a special kind of person. Someone who not only has the ability to raise funds, inspire voters (to vote for them), and speak effectively, but also someone willing to use those abilities for public life rather than personal financial gain. [Or given the speakers fees after one finishes their term, perhaps simply postpone financial gain.] As you suggest, sometimes we get it right. My own personal favorite, Abraham Lincoln, may not fit the mould of a candidate for today's times, but he was exactly what was needed for his own time. Sometimes it's all in the timing."

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

An M.H. in Pittsburgh, Pennsylvania wrote...

"Great post! I agree on the employee sickness thing and it has always been a pet peeve of mine as well. One way we combatted this in our small company was to not award sick days, only "PTO" or Paid Time Off days. We did however encourage working from home if you really were sick so as to avoid the spread of unwanted viruses in the office. BTW - I haven't taken an official "sick" day in over 5 years (knock on wood)."

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