MANAGEMENT VISIONS

Monday, July 28, 2008

August 4, 2008

THE "PRIDE" METHODOLOGIES FOR IRM (SPECIAL)

There seems to be general confusion in the industry regarding systems development; there is a plethera of vendors offering a wide variety of solutions many of which are complicated and somewhat esoteric. To overcome this confusion I am going to devote the next several braodcasts to the "PRIDE" Methodologies for IRM. You have heard me talk on a variety of management and systems subjects in the past, now I will walk you through the mechanics of "PRIDE" and explain the rationale for its construction. These podcasts, therefore, will be real "keepers" and I encourage you to download and rename them accordingly.

It has been my observation that systems development has become an overtly complicated process and, frankly, it doesn't have to be that way. Although "PRIDE" is a substantial body of work, it is actually based on some rather simple and common sense concepts. The development of industrial-strength information systems, regardless of their size, doesn't need to be complicated. Hopefully, these tutorials on "PRIDE" will help show the way.

The full text for this section can be obtained by clicking: HERE

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...

"Productivity = Effectiveness X Efficiency"

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 "WRISTWATCHES"

My wristwatch recently broke and I had it taken in for repair. At first I kind of felt like a dog who had lost his collar, like an important part of me was missing. But after awhile, I got used to it and felt somewhat unshackled. I think the last time I was without a watch was back when I was in high school. Surprisingly, I discovered I didn't miss the watch that much and may go on without wearing one. I have no problem knowing the time as I can find it just about everywhere, including my PC, in my automobiles, on television and radio, and general wall clocks. Cell phones and other personal electronic devices also maintain the time. So much so that young people imbued with the new technologies are less likely to wear a watch than their elders.

One of the reasons we wear wristwatches is as a status symbol, a sort of "coming of age" thing and is an expression of our personality. Gaudy and gold watches are worn by wannabe power brokers. Sleek watches are worn by people who want to appear hip and contemporary. The super-gadget watches are worn by the techno-geeks. And the basic sports watches are worn by the jocks and naturalists.

As watch wearing declines, watch makers are scrambling to make new models that will appeal to the younger generation and include such things as temperature readings, GPS, Internet access, multimedia or whatever. In a way, it will be reminiscent of Dick Tracy's 2-Way Wrist Radio/TV.

But I think the days of wristwatches as a status symbol are winding down. Young people do not seem to look upon the prestige of watches like my generation did or my predecessors. Basically, the watch has been replaced by the cell phone with its many different features, everything from simple phones to sophisticated devices that can be used for just about anything, e.g., camera, recording device, radio/television, dictation machine, etc. As for me, I'm waiting for a model that comes with either an electric razor or a phaser.

I see many friends and business contacts constantly trying to do one-upmanship over their cell phones. This doesn't impress me, but then again neither did an expensive watch. Nonetheless, the transfer of status from watches to cell phones is a phenomenon that should not go unnoticed, as it is marking the end of an era, the start of another, and a change in our culture.

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 regarding my Pet Peeve on "Roadside Memorials":

A J.D. in Tampa, Florida wrote...

"This has been a subject I've wanted to touch on, but always avoided it. I realize that everyone grieves differently, and I wouldn't want to impose on another's means of coping with a tragic loss. But it begs the question - is the person who died at the roadside also buried there, or are they interred in a more respectable place, like a cemetery? I'll take a wild stab and guess the latter. So this then has me asking, are there two memorial sites for the loved one? Is it necessary to have more than one? The other "precedent" for such things is seen at sites where tragedy strikes a large number of folks, like where planes crash, the Towers came down or the Arizona was sunk. But that's to honor the greater loss of all, not a singular death. One good "general" use of roadside memorials is that they bring about an awareness of the deadliness of driving, prompting us to be ever more vigilant behind the wheel. But I also happen to agree that they are distracting and in some cases, hazardous when overdone. And if it were to be done at every roadside point whenever someone died, well, given the sheer numbers of road fatalities, we'd likely have trouble seeing the signs we need to see amid all the memorials. I really have no answer to this, and I'm sure my "peeve" would be altered if someone close to me died tragically on the road."

I received the following e-mails from my "Pet Peeve" entitled, "It's a Mad, Mad, Mad, Mad, Mad World":

An M.S. in Royal Oak, Michigan wrote...

"Go back in history. You will find depression, war and famine. Economic times change. In the case of the Stock Market, what goes down, must come up. We have had dictators and egomaniacs who as one poem puts in 'wade through slaughter to a throne and shut the gates of mercy on mankind.'"

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

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Monday, July 21, 2008

July 28, 2008

THE BENEFITS OF A DATA TAXONOMY

The purpose of a "Data Taxonomy" is to classify data so it can be standardized, shared and reused in multiple systems. This is a concept we first introduced with the advent of the "PRIDE"-Data Base Engineering Methodology (DBEM) in 1987.

The standardization of data definitions is a major problem in I.T. departments around the world. Instead of defining the characteristics of a data element one time and reusing it over and over again, most companies redefine data with each application. Consequently, inconsistent results begin to emerge (sometimes referred to as "Dirty Data"). For example, I know of one state government who conservatively estimated "Net Pay" was defined over 100 different ways in their organization. Not only does this lead to inconsistencies and erroneous information, it also inhibits the implementation of change. Does anybody remember the Y2K problem a few years ago when teams of developers tracked through voluminous program libraries to find and correct dates? Had date-related data elements been properly defined and cataloged to begin with, this would never have been a problem.

There are three reasons for redundant data definitions:

  1. The lack of an effective tool to define and cross-reference data elements. This was the intent of the "Data Dictionary" which was later referred to as "Encyclopedia" or "Repository" (in "PRIDE" we call it the "Information Resource Manager"). Today, there are numerous interpretations of the Data Dictionary, all providing basic support for cataloging data elements and showing where each element is used in records, files, and programs. If such tools are currently available, why do we still have a problem? This leads us to #2.

  2. Companies lack the foresight or will to standardize on data definitions. You may recall my telling of the story from years ago when India had a serious problem with famine. To help solve the problem, the Americans sent tons of seed-grain to India for planting. Instead of planting and harvesting the grain, the Indians ate the seeds. You cannot harvest what you do not plant. The same is true in defining data. The real benefits are long term in nature and requires an upfront investment in time required to properly define data elements. But once the data has been properly defined, this intelligence can be used over and over again in as many systems as you can imagine. The problems of data sharing and systems integration as mentioned above are eliminated; even better, application development time is reduced as data definitions are reused.

    The only problem here is that it requires management vision and commitment to its implementation. The reality, however, is most companies are shortsighted and content with defining data over and over again with each application.

  3. The third reason is that people simply do not know how to properly define data elements. Most application developers only look at it through the programmer's eyes and rarely consider data beyond its program label.

This is where we come in.

CLASSIFICATION

Sharing and reusing data doesn't happen by accident. There has to be a premeditated and concerted effort introduced. In other words, data must be defined in a consistent manner making data sharing not only feasible, but a natural part of the development process. To do so, management needs to create a standardized and methodical approach for defining data elements and enforcing its use on a corporate basis. Fortunately, there are some simple techniques to help in this regard.

The management of any resource requires the development of a classification system. Financial resources are typically arranged according to a chart of accounts; material and human resources are categorized by type. In science, everything from chemical elements to the animal kingdom are organized according to a class structure. There obviously is a purpose to uniquely identify common elements; which is to provide for the ability to distinguish one from another, and eliminate redundancy. In all instances, classification is based on the inherent characteristics of the component.

To classify data elements, we must have an appreciation of data's logical and physical properties. "Logical" properties refer to the business purpose of the data and includes such things as a dictionary-like definition, along with its "source" (for "primary" values, where it originates from in the company; for "generated" values, the other data elements used in its calculation); and "type" (how used for Indicative, Descriptive, or Quantitative purposes). "Physical" properties refers to how data is to be recorded, stored and presented to the user, and includes such things as programming labels, length, validation/editing rules, etc. Understand this, a data element has only one logical definition but can have multiple physical expressions; e.g., how dates and currencies are expressed, or different program labels for COBOL, C++, etc. (more on this shortly).

DATA TAXONOMY

A Data Taxonomy is simply a hierarchical structure separating data into specific classes of data based on common characteristics. The taxonomy represents a convenient way to classify data to prove it is unique and without redundancy. This includes both primary and generated data elements.

CLASSIFYING DATA

The objective is to eliminate redundancies and promote sharing/integration


DOMAIN - Elements with similar characteristics

The lowest level in the classification hierarchy represents what is commonly referred to as the "domain" of a collection of data elements, one or more, with common characteristics. For example, "text" related data elements would be in one domain, "weights" in another, "percentages" in another, "monetary values" in another, etc.

The domain also defines the standard physical characteristics and values the data may assume. For example, we could establish that all "location" values are alphanumeric, left justified, with blank fill and void characters. In other words, data elements such as "Address," "City," and "Country" should assume these physical characteristics for consistency. If a data element does not have the standard logical and physical characteristics, it must belong to another "domain."

In the situation where a data element has only one logical definition, but multiple physical definitions, its primary physical definition must first conform to the Domain standards before it can be deviated from in an application record. In other words, the primary physical representation of "Unit Cost" is expressed as an eight character numeric to conform to the "currency" domain. However, in one application, a user desires the data element be expressed as a ten character numeric. It is the same logical data element with just another form of physical expression.

With a classification system in place, data elements can then be uniquely and consistently defined. When this is done, we then have a basis for checking data redundancy. Also, when a data element has been properly specified in this manner, it becomes rather simple to locate it in other applications.

GUIDANCE SYSTEM

To expedite data definition, developers should be provided a "Guidance System" to prompt them through the proper classification of a data element. This can be used to either define a new data element or validate the integrity of an existing data definition. The "Guidance System" follows the hierarchy of the Data Taxonomy which records the characteristics of the data element until it finds its domain. The result is a uniquely defined data element suitable for sharing and use in multiple systems. At this point, the data definition should be locked to prohibit changes from occurring either accidentally of intentionally. For those of you considering the purchase of a data dictionary/repository, this is a highly desirable feature.

ENFORCEMENT

Classifying data as described herein represents a discipline which can be performed voluntarily by developers. However, safeguards should be added to enforce proper usage. A couple of suggestions come to mind: First, data definitions should be reviewed and approved by a neutral party. Whereas system developers will be charged with identifying the need for data elements, the Data Resource Management department should inspect and approve all data definitions. Second, get system developers out of the data base design business and leave this to the Data Resource Management department. After all, developers will only do what is necessary for their specific application and not necessarily what is best for the company overall. To enforce this, all file structures should come from the Data Resource Management department and nowhere else. As an example, years ago we enforced such a policy over programmers by controlling the COBOL copybooks.

With an enforceable discipline in place, your chances for success have increased radically.

CONCLUSION

Classifying data helps to fulfill one of the major objectives of Data Resource Management: to eliminate redundancy and promote the reuse of data in systems. The initial investment in documenting data elements pales in comparison to the long-term benefits derived from the effort. For example, integrated systems assures consistent results ("Clean Data") and simplifies maintenance and implementing changes; and, ultimately leads to reduced time in systems development. But make no mistake, the benefits of classifying data are long term in nature, not short term.

But why stop at data elements? Why not classify and reuse all information resources and put an end to the redundancy issue once and for all? I can build a compelling argument for classifying records, files, inputs, outputs, programs, modules, business processes, etc. From this perspective, a "Data Taxonomy" should be superseded by a "Resource Taxonomy" which considers all information resources, not just data. But who am I kidding? This will only work if management wakes up and has the foresight to develop a long-range plan to manage information resources. Unfortunately, most will continue to think on a short-term basis and continue to eat the seeds.

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 must first plant the seeds in order to harvest the crop."

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 "IT'S A MAD, MAD, MAD, MAD, MAD WORLD"

Is it just me or does it seem there are more people pissed off these days? There doesn't seem to be any more chuckles, no fun, no sense of achievement, no conquests, just survival. I can't remember the last time I ran into someone in business or socially who said, "Business is great, we're knocking them dead!" or "Wow, good news, wait until you hear this!" And you have to remember that I know a lot of people in a lot of different businesses, in a lot of different places. No, there seems to be more doom and gloom these days. The excitement is gone, and we seem to be enveloped in a depressing dark cloud. Even the jokes I read on the Internet these days are stale and are more politically correct than funny. It makes you wonder if we have lost our sense of humor.

If my thesis is correct, you have to wonder what is causing us to change. Is it generational or some sort of social change? If you look around I guess there's not a lot to be cheerful about these days:

  • Bankruptcies and foreclosures are up.
  • The unemployment rate is up (and we still ship jobs overseas).
  • Inflation is up and we're taking less home these days.
  • Divorce is up, and interestingly the marriage rate is down.
  • We're losing market share in several industrial sectors to foreign competition.
  • The economy is sagging and we're rightfully worried about our portfolios.
  • We're frustrated in the use of ever changing technology.
  • We have a pending presidential election in the offing with candidates that are more ho-hum than inspiring.

Bottom-line, nothing seems to be working for us lately. There also seems to be less enthusiasm and positive thinking in the workplace. For example, people are more apt to engage in callous arguments as opposed to rational discourse. People commuting to work look more like the march of the zombies as opposed to an invigorated workforce. Maybe its because they are being micromanaged to death.

Then we hear about such things as road rage, sports rage, work rage, and shootings in our schools and businesses. People seem to "snap" more readily than in years past and some accept it as normal behavior. Sorry, it's not.

The fact we can't build prisons fast enough is indicative that being mad seems to be contagious and has perhaps reached epidemic proportions. We either need to start passing out the chill pills or find some outlets to harmlessly vent our rage. For example, in Japan it is customary not to be confrontational with your boss. Basically, you must "bite your tongue." Realizing this might cause worker frustration, Japanese businesses may have a small room where the employee can go into and beat the boss in effigy with a bamboo stick, thereby releasing some steam. This may seem a little strange, but it has proven to be effective.

As the producers of Monty Python's "Spamalot" said at the show's opening, "We need silly." I tend to believe this. People are much too uptight these days. A little sense of humor in this day and age can go a long way to relieving tension. Even something as simple as a compliment can help relieve stress, as well as a sincere, "Good morning; how are you?" But for some reason we have forgotten these simple pleasantries which promote cooperation and goodwill. I guess what I'm saying is that it is time to unplug the iPods, close the cell phones, and learn to be civil again. In other words, lighten up.

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 regarding my article on "Admitting a Mistake":

An E.B. in Phoenix, Arizona wrote...

"It is so hard to admit that you have made a mistake, and I think it is harder in today's work scenarios. It also depends on your position, your co-workers, and the type of company or service you provide. Some working with the public, couldn't care less, and I wonder if their superiors know how they really do their job. It is also just as hard to admit a an error in one's personal life. I agree it makes things much better if one does own up to it. Nice article."

An E.A. in Midland, Michigan wrote...

"Good notes on making a mistake. I was fortunate not to make too many mistakes in my career but did get in over my head a few times from volume of work. I must have been lucky since my bosses never penalized me and it usually turned into a positive experience. And you are right about letting the boss know before it is a crisis. All of my bosses and myself as a boss appreciated the heads up that there was a problem and it was done timely enough that it could be managed. Keep up the good work."

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

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

"74.6% of Gather readers whose last names start with S and live in Mississippi think you are correct! LOL Your stuff is always interesting reading. Thanks."

An M.O. also responded to my essay on "Recognizing the Peter Principle":

"In the Navy we saw the Peter priciple in action all the time... sadly I saw it violated with terrible results each time. Thanks for the refresher course on the Peter Principle."

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

Labels: ,

Friday, July 18, 2008

July 21, 2008

RECOGNIZING THE PETER PRINCIPLE

The Peter Principle was introduced back in 1969 by Dr. Laurence J. Peter in his book of the same name. In a nutshell, the principle contends that in a hierarchical organization a person will rise to the level of their competency, and trouble arises if the person rises above it. Along with Parkinson's Law, it is one of the most well known principles in the world of management. Unfortunately, young people are unfamiliar with the concept which is perhaps why we are seeing more people lately rising above their level of competency.

So what are the earmarks of the Peter Principle? Actually, three indicators come to mind:

  1. Project estimates and schedules are routinely missed. The person doesn't just miss assignments every now and then, but consistently misses them. This is indicative of the person's ability to see projects through to successful completion or manage by objectives. If he cannot, he either lacks the proper skills and training to perform the work, or simply doesn't care about being late or over budget.

  2. The duties and responsibilities as defined in a job description are not being met. Again, this may be indicative of the lack of proper knowledge, skills and experience, or an attitude problem.

  3. The person lacks the respect and confidence of the people working around him, not only his subordinates, but his superior and lateral relationships as well. Although this is difficult to quantify, it basically tells us, "Where there is smoke, there is fire." In other words, the person either has bad social skills, or his peers already know what he is capable and incapable of doing.

Aside from dealing with someone who is in over his head, the real challenge is to hire the right person for the right job, which is not quite as easy as it may sound. Human resource departments may have a battery of tests to verify a person's skills and general knowledge, but successful experience and attitudes are much harder to substantiate. Again, there are three areas to consider:

  1. Ability to meet project estimates and schedules. This is difficult to demonstrate and management inevitably has to rely on the person's word for their performance. Then again, if the person had been using a Project Management system at his last job, he may have access to documentation which reflects his performance.

  2. Understands the job he is applying for. This is where a lot of people get into trouble as they do not really grasp the significance of the job they are applying for, but like the title. Regretfully, people too often chase titles as opposed to jobs. To test his knowledge, ask the person to articulate the job description and how he would satisfy the requirements for it. Further, has he performed a comparable job like this before?

  3. Respect of the people he worked with. Again, this is difficult to substantiate as people are more reluctant to give references these days in fear of possible litigation for giving a bad reference. Nonetheless, references should be scrutinized as closely as possible.

The one question that is commonly overlooked is, "Why do you want this job?" The answers might surprise you, e.g.; "I need a job", "I'm looking to advance myself and need a challenge," "I'm the right person for the job", etc. The one I particularly like is, "I want to make a difference," which indicates to me the person's confidence and ambition.

Hiring people without doing a thorough examination of the person's background is courting the Peter Principle.

Allowing people to stay in a position where they are in over their head is just plain irresponsible on management's part. It is a disservice not only to the company, but to the employee as well. When a person has risen above their level of competency, it will become obvious to others and may affect morale. Standard and routine performance appraisals should help overcome this problem, but if they are infrequently performed or done in an inconsistent manner, the Peter Principle will inevitably kick in. Management should either work with the person to get him back on track, or terminate his employment.

I guess what troubles me here is that people apply for jobs they knowingly are not qualified for, and remarkably, every now and then they slip through the cracks and get the job. In this event, management gets what they pay for.

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...

"A man has got to know his limitations." - Dirty Harry

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 "POLLS"

As this is an election year we are again being bombarded by polls from the media telling us how everyone thinks about meaningless issues and who has already won the election. 63% of my readership agrees that the media has gone overboard in conducting polls; and 20% believe they should be horsewhipped for trying to influence the election. Interestingly, 5.6% of Lithuanian readers in the Southwest believe I am just being an alarmist.

People who own Shar-Pei puppies in eastern Wisconsin generally like the media's news coverage, but Pit Bull owners in Teaneck, New Jersey have stopped watching television altogether. I also found 78% of Catholics in Western New York mourned the passing of NBC's Tim Russert, while 20% of those surveyed preferred green chilies with their eggs in the morning.

34% of the people polled thought Sen. John McCain was too old to serve as President while another 36% thought Sen. Barack Obama was too black to serve. Remarkably, a whopping 60% didn't know who Senators McCain and Obama were and thought Ronald Reagan should whip incumbent Jimmy Carter in the Fall.

There has been an 8% rise of young voters registered to vote in the election this year, 12% of which speak Ebonics, 23% speak Spanish, and 65% were incapable of comprehending the English language. There has also been a 15% rise in voter registration around Chicago cemeteries.

36% of the readership thought the Wall Street Journal was excellent for wrapping fish, but 25% preferred the New York Times for lining bird cages.

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 regarding my article on "A Corporate Policy for Personal Electronic Devices":

An O.K. in New Zealand wrote...

"The back office developer wears an iPod... Difficult stance to take for a Manager. I guess it depends on the working environment/company culture. If you're working for an easy-going, convivial company, then yes, you should forbid the use of a social challenger device like an MP3 player. You should promote instead greater communication between staff, at the little expense of efficiency but for the greater gain of motivation. Now, if your company does not allow other noise than flies and stapples... Help the poor developer who has to be productive in such a painful area, give her/him an iPod so her/his days are not boring as hell. For people driving forklifts, machinery, etc., I agree that kind of distraction should be forbidden."

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

An M.A. in Tampa, Florida wrote...

"I can certainly understand where travel planning for some is laborious and time consuming. But for others, such as myself, it’s part of the journey and is actually enjoyable. I enjoy going to the bookstore and purchasing the maps, videos and travel books of the places that I plan on visiting. I derive pleasure in delving into the history of the locale. It makes for a more rewarding and enriching experience. That includes booking the airlines, car rentals, hotel rooms etc. I like knowing that I’m getting exactly what I want. And I’m a firm believer that most of the time, it’s as the saying goes, ‘If you want a job done right, do it yourself’. Not to mention the money saved by not having to pay a travel agent fee. If I were a business traveler however, then I could see the need and convenience of having someone else make all the travel plans."

I received the following e-mails from my "Pet Peeve" entitled, "Getting into a Rut":

A B.C. in Houston, Texas wrote...

"I think this is really important for managers to be aware of, over time every activity can feel boring and repetitive. I think the idea of rotating people into new roles, injecting some 'change' into day to day processes and breaking the monotony by wearing shorts or doing calisthenics are great ideas. Continuous improvement can also be a mechanism to guard against this complacency, if people have a voice in how to improve their activities and are encouraged/incented to make these improvements it can change monotony into opportunity."

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

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Monday, July 07, 2008

July 14, 2008

A CORPORATE POLICY FOR PERSONAL ELECTRONIC DEVICES

A couple of years ago I created somewhat of a ruckus when I wrote an article on "Music in the Workplace." In it, I suggested there should be restrictions on using personal audio devices in the workplace. This created a bit of a stir particularly with I.T. personnel who staunchly defended the use of their iPods and MP3 players while programming. In the course of the ensuing dialog, I asked what companies, if any, had developed a formal corporate policy regarding the use of such devices. Remarkably, nobody seemed to have one, or if they did, they didn't want to come forward with it. However, recently I received one from an HR Administrator, perhaps the first of its kind. As this is considered somewhat of a trailblazing effort, the company asked to remain anonymous. All I can tell you is that they represent the North American unit of a global manufacturing company. Nonetheless, here is what they came up with:

"It is critical that employees working in the manufacturing areas remain focused on the tasks at hand and do not have any unnecessary distractions. It is for this reason that our policy on portable personal electronic devices such as cell phones, blackberries, computers, I-pods, CD players, MP3 players, radios, video games and pagers are prohibited in the manufacturing areas.

Company issued cell phones, computers, blackberries and pagers are acceptable as long as they do not create a hazard for the environment.

In non-production areas such as an office, the use of personal portable electronic devices are at the discretion of the manager.

Disciplinary Action

Disciplinary action may be taken against any employee who does not adhere to this policy."

Frankly, I thought this was well written and quite practical; on the one hand, the company highlights the safety issues involved, and on the other they recognize it might be acceptable in other areas of the business where safety is not an issue. As for me, I might have taken it a step further and added some verbiage whereby such devices should be prohibited from customer service situations where it is necessary to pay attention to the customer. It might also make sense to ban such devices from meeting and training situations. Come to think of it, situations where these devices can be used in the workplace without having an adverse effect on business is becoming rare.

A recent BusinessWeek article (6/23/2008) reported that the amount of time the average U.S. worker loses to interruptions is 28%. This figure pretty much jives with the 70% effectiveness rate figure we have reported over the years (whereby in the average eight hour work day in an office setting, 5.6 hours are spent on direct work, and 2.4 hours are spent on interferences). Frankly, interferences are a natural part of office life (nobody can be 100% effective). But now with these personal electronic devices in play while employees are working, one has to wonder what effect it is having on worker concentration. Some people, particularly programmers (who tend to be somewhat introverted), thrive on such devices. However, these devices can be very distracting to other job functions requiring more extroverted personalities, such as Sales and Customer Service.

So, is a corporate policy on personal electronic devices really necessary? Frankly, I think it would be very irresponsible on management's part not to have such a policy. It must be remembered that the distraction resulting from these devices can impact three areas:

  1. Worker safety.
  2. Product/service defects and errors (workmanship).
  3. Worker productivity.

If it's between entertaining the workers and putting the company at risk, I think it's a no-brainer; the employees can wait until break time to enjoy such devices.

I would like to thank the individual for sharing the above policy with us. It may not be perfect but it's a good first start.

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

Keep the faith!

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

Effectiveness Rate = Direct ÷ (Direct + Indirect)

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 "GETTING INTO A RUT"

I wore shorts to work the other day. Yea, I know, I'm the guy that says we should spruce up our image at work, but I did this to revolt against the rut I've gotten into in the morning (plus it was a Friday and I knew I wouldn't be running into anybody). Like a lot of guys, when I get up, I have a light breakfast, scan the newspaper, shave, shower, get dressed for the day, and drive to work. It is all very boring and repetitive and frankly, I think I finally blew a fuse.

It's easy to get into a rut regardless if you are a man or a woman. Whether you call it a rut or "writer's block," the danger is that you become stale and complacent and don't think clearly. This is when productivity in the office is threatened by laziness and lack of concentration. I think this is why the vacation was invented, so that a change of scenery will perhaps reinvigorate us. It pays to try and ride a different horse now and then.

Office managers should also be wary of workers falling into a rut. We may not be able to send them on an all-expense-paid trip to Aruba, but we can do other things, such as reorganizing the furniture, adding a touch of paint here and there, adjusting the lighting and sound, introducing some new office equipment, etc. In other words, something for the workers to take note of and react to.

In order to get your workers out of a rut, you have to do something that stimulates their five senses and intellect, perhaps a new type of assignment or job. If left unchecked, the tedium of a monotonous working environment will eventually drive away your employees, even the best of them.

I had an occasion to visit a Sony factory in Japan years ago. While there I observed an assembly line where the various workers built television sets. Each workstation had its own set of responsibilities for adding components and checking the work that preceded them on the line. However, on the hour, a whistle would blow, whereby the workers would back away from the workstations and perform some simple calisthenics to relieve the monotony. If that wasn't enough, each worker then rotated to the next workstation in the line where the work resumed. This made each worker cognizant of all of the steps needed to assemble the television set, as well as to promote the development of a quality product. I found this routine to be a simple yet effective approach for combating tedium.

You also find managers who promote end of week parties in the workplace or perhaps hold special training sessions to develop skills. But I tend to believe the best solutions are the simple ones, such as the Sony example. I don't normally recommend wearing shorts to work as a way to combat repetition, particularly if customers are going to be around. Instead, just pay a little more attention to the five senses of your workers. It can work miracles.

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 regarding my article on "Socialistic Management":

A W.F. in Chicago, Illinois wrote:

"I'm not sure how new this management philosophy is, because it sounds mighty similar to life in IT startups over the last 20-30 years. What I think might be happening is that the number of folks who were used to operating in that fashion have finally reached a critical mass in positions of leadership. What worked in teams is now being applied to departments and companies, and not just in tech. Will it work at that larger scale? I don't know. I have seen and experienced lots of failures of hierarchic leadership. Personally, I'd be curious if this an aspect of generational workstyles."

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

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

"I'm a wall building hermit here. Now, get off my lawn." :)

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

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."

An N.K. in Florida wrote:

"Loved the piece on ties. The other part of men wearing a tie is that it is a very attractive look on a man. The other thing about wearing a tie is the recent style of wearing a shirt with a sport coat, but with NO tie. Who ever thought of that idea?"

A J.F. in New York wrote:

"I love to see a man in a tie. To me, it is just more professional and makes a wonderful first impression. For someone to take the time to choose and tie a tie deserves some respect. I also have to admit I like bow ties as well." :-)

An L.S. in London, United Kingdom wrote...

"I have to wear a tie to work every day (every bloke does). I want to know when women are going to have to wear them as well. Equality in the work place and all that. :)

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