November 17, 2008

"PRIDE"-ISEM PHASE 6 - SOFTWARE TESTING (SPECIAL)

This is Part XVI in our series on the "PRIDE" Methodologies for IRM. In this edition we provide a description of the concepts and philosophies used in the "PRIDE"-Information Systems Engineering Methodology (ISEM).

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

NEXT UP: Phase 7 of the "PRIDE"-Information Systems Engineering Methodology (ISEM), Sub-System Test.

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

Keep the faith!

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

"Systems are designed by 'explosion' and implemented by 'implosion'."

"MORPHING INTO THE REAL WORLD"

Friends, be sure to check out our 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 "HANDLING FAILURE"

Failure is something we don't handle very well as a species. You would think we would be better at it since we all experience some form of failure in our lives, from major blunders to minor snafus. We fail due to errors in judgment, unforeseen circumstances outside of our control, or perhaps we underestimated the amount of risk involved, or we were just plain wrong about something. We have all failed at something and I cannot imagine life without failure. Yet, we don't seem to know how to handle it with tact and dignity. We even go so far as to cover-up our failures or blame others as opposed to acknowledging defeat. Admitting failure is a bitter pill to swallow, yet I have more respect for the person who admits and takes responsibility for his failings than someone on the sideline who does nothing but jeer or condemns the failure. Nobody should be made to suffer embarrassment from failure if they have put their best foot forward. There is no disgrace.

I'm certainly not suggesting we encourage failure, but we should at least understand it. For example, I've noticed people today tend to be sore losers. This may be because of our competitive nature and our inclination to try and win at all costs. Consequently, we do not tend to be gracious in defeat. In contrast, Abraham Lincoln shocked everyone after losing his first Senate race by appearing at the victory party of his opponent and offered a genuine hand of friendship and support. This did not go unnoticed and was well remembered by his opponent who fought for his candidacy years later. From this perspective, Lincoln teaches us that you are not going to lose all of the time, and it might not be wise to burn bridges to those who might assist us later on.

I've also noticed some people become so obsessed with the possibility of failure they go into a state of paralysis whereby they prefer doing nothing as opposed to risking the sting of defeat. This is a tragedy as it represents the arrest of progress.

I think the biggest problem with failure is that we do not recognize it as a natural part of life. For every success, there is usually one or more failures not far behind. To illustrate, I believe bankruptcies have quadrupled since the 1980's, probably due to some rather liberal bankruptcy laws. If you have declared bankruptcy, you may have saved yourself, but I can guarantee you someone else is suffering a loss, such as the creditors you owe money to. If we establish a system where it is beneficial to fail, people inevitably will (see Murphy's Law).

I tend to believe in the old axiom, "If you make 51% of your decisions correctly, you will be a success." In other words, you don't have to bat 1.000 to be considered a success, just stay ahead of your mistakes. Frankly, it's a matter of carefully picking your fights and contests.

Perhaps Rudyard Kipling put the best spin on failure in his famous poem, "If"; to paraphrase:

"If you can make one heap of all your winnings
And risk it on one turn of pitch-and-toss,
And lose, and start again at your beginnings
And never breathe a word about your loss;

Yours is the Earth and everything that's in it, And - which is more - you'll be a Man, my son!"

Perhaps the only thing we do worse than failure is success.

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 "Election Day":

A C.M. of Khost Province, Afghanistan wrote...

I have no problem with a "negative election". My wife makes no secret of the fact that she despises the policies of Barack Hussein Obama. She does not like Mr. McCain either. So she is holding her nose, and voting for the candidate she despises least. The constitution does not specify WHY a person must vote for a candidate, thank God for this.

A D.W. of Kenneth City, Florida wrote...

"To me, one of the rights you get from voting is the right to complain about actions that we feel are detrimental or opposite to either what they campaigned on or what you think is right. If someone does not vote then you have given up that right to complain about the job they are or are not doing that you hired them for. As we can't fire our elected officials, the best that we can do is complain."

I received the following e-mails from my "Pet Peeve" entitled, "Be Careful What You Wish for...":

An E.H. of Newland, North Carolina wrote...

"I agree Tim. I don't believe Obama has any clue what it takes to be president. He has made promises that he can't deliver. I just can't believe so many people are enthralled with this man."

A C.S. in Palm Harbor, Florida wrote...

"Sadly you are so right."

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

A J.S. in Skidway Lake, Michigan wrote...

"I worked in a large department at an HMO. One employee was consistently late, by ten to fifteen minutes, in the mornings. She hit the groung running, however, and significantly out-performed her collegues. She also stayed as long as a half hour after closing, to finish up paper work. The late arrival was not worth addressing."

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

November 10, 2008

"PRIDE"-ISEM PHASE 5 - SOFTWARE MANUFACTURING (SPECIAL)

This is Part XV in our series on the "PRIDE" Methodologies for IRM. In this edition we provide a description of the concepts and philosophies used in the "PRIDE"-Information Systems Engineering Methodology (ISEM).

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

NEXT UP: Phase 6 of the "PRIDE"-Information Systems Engineering Methodology (ISEM), Software Testing.

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...

"Programming is a translation function, going from human understandable specifications to machine processable instructions."

"MORPHING INTO THE REAL WORLD"

Friends, be sure to check out our 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 "HABITS"

I've been a baseball fan since I was a little kid. I followed the Yankees of the early 1960's, The Big Red Machine of the 1970's, and now the Tampa Bay Rays. The habits of the players have always fascinated me. For example, the Boston Red Sox all seem to have some sort of ritual they perform just before they get in the batter's box. David Ortiz ("Big Papi") spits into his batting gloves and claps his hands before grabbing the bat; Dustin Pedroia clears his sinuses and carefully examines his bat, and; Kevin Youkilis holds the bat with his hands apart as he performs a strange rocking dance in the batter's box. The Sox are not alone in this regard; you can find a variety of strange habits in a ballpark, all the way from the Majors to Little League. A lot revolves around spitting, grabbing the crotch, and language. Wade Boggs was notorious for his pre-game rituals and how he steadfastly resisted any attempt to alter his regiment.

You have to wonder why habits play such a substantial role in the life of a ball player, and I think it says a lot about humans as creatures of habit. Some players say they do it as a form or discipline in order to get them in the right rhythm of the game, but most tend to be superstitious in nature; after all, what worked in one game, should hopefully work in another. Once a habit is formed, players tend to be afraid to change it. It thereby becomes the coach's job to look for superstitious habits in their players and change them if they become counterproductive.

Baseball fans also tend to pick up a variety of strange habits, such as wearing a favorite hat or shirt, drinking a certain beer, or offering some bizarre prayer or chant to solicit favoritism from the mythical baseball gods. They adamantly cling to these habits as a sign of good luck for their team, regardless of where they are, whether at the ballpark or in front of a television set. I came to the conclusion a long time ago that such rituals by the fans are sheer nonsense as it is up to the players on the field to win the game and not the histrionics of their fans. But if it adds to the baseball experience of the fans on the sidelines, then why not?

As we all know, baseball doesn't have a monopoly on habits. We find them in every sport, in every country. In fact, we find them in both our personal and professional lives. If you were to look around your office you could probably enumerate a substantial list of strange idiosyncrasies of your coworkers in no time at all.

In the workplace, it is the manager's duty to observe worker habits and make necessary corrections just as a baseball coach would. Whether you are in the ballpark or in the workplace, breaking a habit can be a lot harder than people think. Simple reasoning corrects most habits, but when a habit becomes physical, it becomes a lot harder and more painful to correct. In fact, changing habits can be downright difficult particularly for those people who operate in an autopilot mode through life. As a result, managers try threats, ridicule, shame, penalties, even hypnosis to enact change (I kind of like the cattle prod approach myself).

Some people are strong enough to correct a habit themselves if it is brought to their attention, but others will need help along the way which is where the manager comes in. But when studying worker habits, the first question should be, does it have an adverse affect on business? If it doesn't, you might just want to leave it alone. After all, I don't think anyone in Boston wants to change David Ortiz' habit of spitting and clapping his hands. Some habits you just might want to emulate.

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 "Matrimonial Territorialism":

An S.S. in Ankara, Turkey wrote...

"What is mine is her's and what is her's is her's alone." :)

A C.R. in Palm Harbor, Florida wrote...

"The laundry room Tim! You forgot about the laundry room! (Actually, no one is allowed to touch anything in the laundry room but Mom.) And don't forget we have a strict chores policy; outside chores = man duties, and inside chores = female duties. Unless, of course, one is willing to barter for an assist on "their" respective duty. :)"

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

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

"Loved this one. My husband's whole family were so self-deceptive, I had to imbibe pharmaceuticals to be able to stand being around them, even for a meal. (I have what the shrinks call an 'extreme realist personality type'). When you tell such self-deceptive people the truth, they kill the messenger. You can't win. There are two kinds of people, senders and receivers. I am a strong receiver and as a result, I have some 'abilities'. I can read senders, and can always tell when they are lying. If I concentrate, I can even read what the truth is that they are hiding. This had enabled me to tell my husband what was really going on in his family and give him a leg up, but in general, it has made me very disappointed with humanity. They lie, lie, lie, often times over stupid little things that there is no need to lie about. I never called my husband's family on their lies; I just went home and told him what really happened in a given situation, as opposed to the version he was being fed. I now wish I had repeated to their faces word for word the thoughts I pulled out of their minds. I would have enjoyed the look of panic on their faces at being uncovered. Back then, I was too kind to do it, figuring that liars are generally weak people who need their self-deception to make it through the day, but in light of what they later did to my husband, I regret that. See, I'm so honest, I'll even admit to being vindictive, LOL."

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

September 29, 2008

"PRIDE"-ISEM INTRODUCTION - METHODOLOGY (SPECIAL)

This is Part IX in our series on the "PRIDE" Methodologies for IRM. In this edition we provide a description of the concepts and philosophies used in the "PRIDE"-Information Systems Engineering Methodology (ISEM).

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

NEXT UP: Phase 1 of the "PRIDE"-Information Systems Engineering Methodology (ISEM), System Study & Evaluation.

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...

"The project network is defined by the standard system structure, not by a sequential waterfall approach."

"MORPHING INTO THE REAL WORLD"

Friends, be sure to check out our 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 "GOING IT ALONE?"

As we enter the workforce we inevitably have to make a difficult decision; do we go to work for big business or do we take a chance on a smaller company, perhaps even start our own? Whereas one seems to offer safety and security, the other appears to be more risky.

When you compare the two, the big business seems to be the better choice; e.g., better salary, benefits, the stability of more financial resources, etc. The smaller company appears to be a much more riskier proposition by comparison, and it is to a certain extent. Going into a small business, or even starting one, is definitely not for the feint of heart, and requires an entrepreneurial spirit. Although the risk is high, so are the rewards, assuming the company is successful. In contrast, the big business company cannot compete against the small company in this regards, unless of course you make it to the upper echelons of management.

Because of its size with lots of people kicking and scratching their way to the top, the big business tends to be more political than the smaller company. Although the latter is certainly not devoid of gamesmanship, there is more of an inclination to cooperate on a team basis due to the risks involved. There also tends to be more freedom for employees to express their creativity and take part in corporate decisions.

Although the sense of risk is more apparent in a small company, the big business company is certainly not devoid of risk, particularly in these times of outsourcing, downsizing, and tightening of belts. Whereas the risk in a small business is upfront in the early stages, the risk in big business tends to be more long term in nature, particularly as it applies to job security and retirement. Even if you make it to retirement, there is still the danger of benefits being curtailed. In contrast, the person in the smaller business tends to be more in control of retirement benefits.

Bottom-line, the decision to go big business or small is a matter of risk. Those who believe they are safe in the comfort of the arms of big business are kidding themselves. Yes, the risk in small business is more apparent, but there is equally as much risk in big business, it's just a little more transparent. Because the small company is more cognizant of risk, there is more of an inclination to be more disciplined and cooperative in your work habits. But as any small business owner can tell you, plan on starving when you first get started as the benefits tend to be long term in nature.

So, which is the right path for you to follow, big or small? It ultimately depends on your personality; whereas you see more Type A and B personalities in small businesses (who exhibit entrepreneurial spirit), there are typically more Type C and D personalities found in Big Business (those that are less likely to take a risk). Because of this, I find it amusing when small businesses want to emulate big businesses, and big businesses yearn for the spirit and mobility of the small company. But you know what? You cannot have it both ways.

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 "Making Matters Worse":

An L.T. in Fall River, Massachusetts wrote...

"In times of despair I often have to remind myself never to say 'what else could go wrong'. No sooner will those words exit my mouth that something else indeed will go wrong."

An R.M. in Illinois wrote...

"When it rains it pours, that is usually the case. Thank you for the interesting read."

I received the following e-mails from my "Pet Peeve" entitled, "Death of the Business Letter":

A J.L. in Scottsdale, Arizona wrote...

"I couldn’t agree more. I find it amazing that just because we’re typing e-mails instead of letters, our sense of how to write an accurate English sentence is diminished. I’ve encountered grown adults who seem to have easily adopted this sloppy format as well. What I find most astonishing though are the web sites with typos and bad sentence structure."

A B.D. in Arizona wrote...

"Hear hear! It's truly astounding the amount of feeble spelling and grammar you come across in business today. I have reservations about the leadership abilities of anyone who either failed 8th grade English or is too lazy to be bothered with writing like an intelligent adult. Bravo, sir."

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

September 22, 2008

"PRIDE"-ISEM INTRODUCTION - CONCEPTS (SPECIAL)

This is Part VIII in our series on the "PRIDE" Methodologies for IRM. In this edition we provide a description of the concepts and philosophies used in the "PRIDE"-Information Systems Engineering Methodology (ISEM).

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

NEXT UP: Introduction to the navigation of the "PRIDE"-Information Systems Engineering Methodology (ISEM).

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...

"An information system is a product that can be engineered and manufactured like any other product."

"MORPHING INTO THE REAL WORLD"

Friends, be sure to check out our 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 "DEATH OF THE BUSINESS LETTER"

I've noticed I don't get much mail anymore at the office. Of course, I still get bills and junk mail, but aside from this, little else. I can only surmise that only a handful of people know how to write a business letter anymore. Most of the true correspondence I get nowadays is by e-mail and telephone (both of which have their share of junk).

When you do get a business letter today, it seems to be poorly written in terms of style, layout, and grammar. I know we have made a lot of progress in word processing technology over the years, but it sure seems people don't know how to run such things as spelling and grammar checkers. I think the real culprit here though is text messaging which has basically annihilated any sense of syntax and word formation.

Now, instead of this...

Dear Sir,

It was a pleasure talking with you today. Concerning your order, I have made the correction and credited your account accordingly. Thank you for bringing this to my attention. If I can be of any further assistance, please do not hesitate to contact me.

Sincerely,

We now have this...

Dude,
don't tabooma. cy. all is kewl. cm.
stys
plo

Actually, I don't blame Gen X and Y for these bad writing habits as they are only innocent victims of technology. Instead, I blame my generation for not teaching them how to communicate properly in a corporate setting.

I first learned to write business letters in my high school typing class and have written numerous letters over the years. But the kids today don't take typing anymore and are definitely not familiar with writing for business. Text messaging may be fine for quick and dirty interpersonal communications, but it also leads to some horrible writing habits. I don't care what your age is, a well written business letter can work miracles in terms of sales and service. Too bad it is slowly disappearing from the corporate landscape.

NOTE: for text messaging syntax, see NetLingo

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 "Getting Burned":

A C.S. in Palm Harbor, Florida wrote...

"Reminds me of something I heard back when I studied martial arts. 'The difference between a red belt and a black belt is that a black belt knows when to just walk away.' Good article... been burned a few times myself and grow each time."

I received the following e-mails from my "Pet Peeve" entitled, "360 Degrees":

An E.C. in Ft. Lauderdale, Florida wrote...

"You have hit the nail on the head with this piece. One of the main failings of our educational system is that it doesn't sufficiently teach cooperative learning or critical/creative thinking."

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

September 15, 2008

"PRIDE"-EEM PHASE 5 - EEM EVALUATION (SPECIAL)

This is Part VII in our series on the "PRIDE" Methodologies for IRM. In this edition we provide a description of Phase 5 of the "PRIDE"-Enterprise Engineering Methodology (EEM).

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

NEXT UP: Introduction to the "PRIDE"-Information Systems Engineering Methodology (ISEM).

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 project will only be accomplished if the individuals performing the work want to do it."

"MORPHING INTO THE REAL WORLD"

Friends, be sure to check out our 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 "360 DEGREES"

My company has been doing business in Japan since the mid-1970's. We have enjoyed the experience and have marveled at how Japanese businessmen act and think. For example, it is very important for the Japanese to reach a group consensus on major decisions (an inherent part of the concept of Theory Z). By doing so, they solicit the input from all of the workers before making a decision (a bottom-up type of approach). As an American, I found this to be radically different than the western world's top-down micromanagement approach. The Japanese approach may make for a longer sales cycle, but it simplifies implementation (after all, everyone has agreed to the decision).

As the Japanese work through a problem they tend to look at it from every angle or as they refer to it as thinking in "360 degrees." This is a much wider perspective than what you typically find in western companies. Whereas the Japanese tend to think in terms of 360 Degrees, Americans tend to suffer from tunnel-vision, meaning they become overly concerned with a single piece of the puzzle. Maybe this is because the western world is somewhat territorial in nature. We become so obsessed with our piece of the pie we tend to overlook the entire dish.

I think a lot of this has to do with our conditioning. Whereas the Japanese are taught at an early age the importance of teamwork and cooperation, Americans are taught to be individualistic and competitive. No wonder Japanese think of the bigger picture while Americans tend to build and fight over their little fifedoms.

Over the years I have learned that larger and more complex projects require teamwork, communications and cooperation. Maybe it is because of our natural aversion to cooperate, and not to think in terms of 360 degrees, that we have difficulty conquering anything of substance in this country anymore. This may be a major factor why we no longer think big and are content doing small things.

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 "Print Journalism":

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

"The political slant in the mainstream media has, in my opinion, led to the decline in both print and broadcast media. The range is from left-to-FAR left. Folks are not getting balanced news and they know it, so they seek alternative news sources. The rise in popularity of FoxNews is testimony to that. The slants are obvious. The media's romance over one presidential candidate is seen as the other is referred to simply as "Senator", and not as "Presidential Hopeful" as they had done repeatedly with their favored ticket. Too bad they are so smug as to miss the fact that they're shooting themselves in the foot. It would be interesting to see how a more balanced paper would fare in today's market."

An R.B. in Bedford, Massachusetts wrote...

"I no longer get my news from either TV or print because they are slanted and poor mediums for me to feel I get what I want. I have found the Internet and RSS feeds have totally replaced them as my source of news. I think this will be a growing trend as I look at my sons' generation and they only get news from the Internet."

A B.D. in Scottsdale, Arizona wrote...

"I completely agree. Haven't picked up a paper in a long time, so I'm not as familiar with the newer advertising regimens, but I find it somewhat sad that a source with such a noble history would go down like that. TV news, on the other hand, well, it's pretty much useless. Pretty people telling you they don't know all the details, but here's the scene so you can get all worked up about things while they get you "the latest." Or the local, evening news, which spends an average of fifteen seconds on any story, saving some story about a sex scandal for the end, to which they devote a solid 45 seconds. It's all fluff."

I received the following e-mails from my "Pet Peeve" entitled, "The SFB Quotient":

A C.S. in Florida wrote...

"As I was reading your first question I was thinking to myself..."why isn't there a good pick?""

A J.T. in Clearwater, Florida wrote...

"Ok I liked this one. The thing that amazes me is that each week you are right on!"

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

September 8, 2008

"PRIDE"-EEM PHASE 4 - ENTERPRISE INFO STRATEGY (SPECIAL)

This is Part VI in our series on the "PRIDE" Methodologies for IRM. In this edition we provide a description of Phase 4 of the "PRIDE"-Enterprise Engineering Methodology (EEM).

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

NEXT UP: PHASE 5 - EEM EVALUATION

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...

"There is nothing more unproductive than to build something efficiently that should not have been built at all."

"MORPHING INTO THE REAL WORLD"

Friends, be sure to check out our book entitled, "MORPHING INTO THE REAL WORLD - A Handbook for Entering the Work Force" which is a survival guide for young people as they transition into adult life.

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

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

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

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

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

MY "PET PEEVE OF THE WEEK" IS "THE SFB QUOTIENT"

Anyone who has ever taken an IQ test knows you have to endure a battery of multiple choice questions aimed at measuring your intelligence. Some are simple and common sense, others are a little tricky. This got me thinking whether we could devise a similar program aimed at determining if a person suffers from SFB (Shit for Brains) which you may recall me commenting on not long ago. As a result, I have devised the following set of questions:

1. During a business meeting you disagree with a coworker, and your boss sides with the coworker; What do you do?

A. Send a blind text message to everyone else in the department that your boss and the coworker are lovers (regardless what sex they are).
B. Change the coworker's time sheet to show he/she is goofing off more than yourself.
C. Using Adobe Photoshop, you manufacture compromising photos of your boss and e-mail it anonymously throughout the company.

2. Your boss asks you to work overtime in order to complete a key project; What do you do?

A. File a grievance with HR.
B. Change the office clocks (including those on the server) so everyone else has to stay late with you.
C. Manufacture an excuse, preferably the death of a loved one.

3. You have been asked to return your neighbor's chain saw after having it for six months; What do you do?

A. Before you return it, you hack away on a tree bordering your properties, particularly your neighbor's side.
B. Anonymously report him to the homeowners association that his lawn is a mess.
C. Pretend you didn't get the message and keep it for six more months.

4. It's 4:55pm on Friday, a customer calls desperately in need of one of your products; What do you do?

A. Send his message to voice mail and answer him on Monday.
B. Send him the wrong product (or an insufficient quantity of the right product).
C. Send a text message to him that you are on the golf course and wish him a good weekend.

5. The office temperature satisfies everyone in the office but you; What do you do?

A. Adjust the thermostat to suit your needs.
B. Open the windows.
C. While the boss is away, issue an e-mail memo that only you can adjust the thermostat.

6. While in the midst of a critical project assignment, your boss calls for another boring meeting; What do you do?

A. Briefly attend the meeting, but then excuse yourself leaving behind a notepad, pen and coffee cup indicating you will return (you don't).
B. You record the meeting with your cell phone, and e-mail it anonymously to your boss' boss.
C. You have someone call your cell phone every few minutes so that it disrupts the meeting and the boss asks you to leave.

7. You're traveling on company business and spend a tidy sum at a local Exotic Dance club; what do you do?

A. Report it on your expense account as "entertainment" of a client.
B. Doctor your receipts with a graphics package to make them look legitimate.
C. Tell your boss you were conducting some market research.

8. A shipping company is trying to make an urgent delivery to one of your rivals at work who is currently off-site; What do you do?

A. Refuse to sign and accept the package.
B. Forward the shipment to your Scranton office.
C. Forge his name on the delivery and hide the package in the building.

9. It is rush-hour and you want to get home in the most expeditious means possible; What do you do?

A. While driving, call a loved one on your cell phone and ask what's for dinner.
B. At a stop light, you roll down your window and ask your neighbor for directions, but since he can't speak English you flip him the bird.
C. Using your GPS, you plot a course that takes you through Las Vegas.

10. The new technology you've installed in the company is not living up to your promise of improving productivity and is actually a financial drain instead; What do you do?

A. Blame the end-users for incompetence in the use of the technology.
B. Blame the vendors for inferior products.
C. Blame the programmers for lousy software.

Now, for your score. Actually, it's rather simple. If you answered any one of these questions, give yourself a score of 100 as you are a bona fide SFB.

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 "The Olympics":

A D.T. of Raleigh, North Caolina wrote...

"I would think that a former military base would prove an ideal permanent location for the Olympics.

1. There is symbolism in converting a mechanism of war into a facility focused on celebrating sport and human athleticism.
2. The facilities are already set up, logistically, for moving/recieving material - air/lift and rail capability, and being secured.
3. They are self-sufficient towns with their own power stations, medical facilities, dormitories, shopping, recreation, etc.
4. Vast tracts of land are usually on-hand for new development.
5. Many are simply going into disrepair."

I received the following e-mails from my "Pet Peeve" entitled, "Making your problems mine":

A P.O. in Greeley, Colorado wrote...

"I just read your piece on your dumpster problem and responsibility. One course you might think about pursuing is getting the name of the owner of the trash and then contacting local law enforcement, either the sheriff's office or police depending on where the dumpster is. The person dumping the trash is guilty of "Theft of Services" and most law enforcement officers will happily site the offender for this. That way instead of having to deal with the offender yourself you can let the guys or gals who get paid to do it handle the difficult situation and the dumping (at least from that person) will end."

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

July 2, 2007

"THE BRUTAL REALITY OF IRM"

The challenge facing systems development since the MIS movement of the 1960's has been to share and reuse information resources on an enterprise-wide basis. There are substantial benefits for doing so:

• The elimination of redundant work effort in systems design and programming, thereby accelerating delivery.

• Simplified maintenance and enhancements of systems by controlling the whereabouts of information resources and how they relate and affect other components.

• Integration of systems and software, thereby eliminating data redundancy and the production of inconsistent information.

Consider this, had companies been controlling information resources properly over the years, the crossover to Y2K would have been a nonevent. Instead, billions of dollars were spent in preparation for the switch.

The concept of Information Resource Management (IRM) is actually quite simple: to inventory and control all of the resources needed to satisfy the information needs of an enterprise. This includes data components (data elements, records, files, data bases, etc.), system components (systems, business processes, procedures, programs, etc.), and business components (functions, jobs, human and machine resources, skills, objectives, and projects).

To implement IRM, technology was introduced over the years, starting with the data dictionaries of the 1970's which evolved into more robust products referred to as "Repositories" which included a manifest of all information resources and how they are interrelated. An IRM Repository, therefore, represents a centralized consolidation of the whereabouts of all corporate information resources, regardless of where used or how stored, including corporate records. For example, it is equally concerned with the information resources as maintained in manual files as it is with those as maintained by the computer. As such, an IRM Repository bridges manual processing to automated processing.

Basically, the concept of a Repository is to record design decisions during a development project much like how an engineer records design decisions when defining the components of any product. In fact, the Repository concept is derived from "Bill of Materials Processing" (BOMP) which seeks to itemize and cross-reference parts to products, thereby providing the means to share and reuse components. One important byproduct of both BOMP and the IRM Repository is that design documentation is always current and up-to-date; as design decisions and component relationships are updated, the documentation is automatically updated. Further, the design intelligence contained in the IRM Repository is so extensive and precise, it can be used to drive application development aids such as program generators, report writers, and other CASE related tools.

Although techniques such as IRM Repositories and BOMP are useful on a product-by-product basis (or system-by-system), the true benefits are derived when they are used on a corporate-wide scale, thereby promoting the true concept of sharing and reusing components. And herein lies the rub; whereas the technology is certainly available to implement this concept, the management needed to make it happen isn't. Despite the considerable benefits associated with Information Resource Management, it will never be realized in this day and age for three reasons:

1. IRM requires a global perspective of information resources. Unfortunately, corporate America is more conducive to the creation of fiefdoms and, as such, there is more of a spirit of competitiveness as opposed to cooperation in the workplace. It takes true visionaries to understand the benefits of IRM and true geniuses to make it happen.

2. IRM requires standardization and discipline. In order to implement a centralized facility to share and reuse resources, agreement must be reached in terms of the standard components to be defined, their attributes, and how they relate to other components. This also requires standard processes (methodologies) for developing systems so they can be assembled in a consistent and predictable manner. Regrettably, it is fallacious to believe there are any standards in the I.T. community and, as a result, most I.T. shops consist of mavericks with different interpretations of how to address systems development. Concepts such as standardization and discipline are steadfastly resisted. Bottom-line: IRM implies a science with governing concepts and rules, not an undisciplined art form which is how most I.T. workers currently view it.

3. IRM requires long term thinking which is the exception as opposed to the rule in most companies. The true benefits of sharing and reusing resources will not be realized immediately. Instead, it is an investment in the future. Companies will benefit the moment they start to share and reuse information resources from one project to the next. But the real payoff is when the IRM Repository matures, and components are reused time and again.

The concept of IRM reminds me of an incident years ago when there was a problem with famine in India. To help out, the United States sent seed grain to India for the local populace to plant and harvest. This was a viable long-term strategy to take. Unfortunately, when the sacks of seed were delivered to the docks, the people opened them and ate the seed as opposed to planting it. This remedied their immediate hunger problem, but ruined their long term needs. You cannot harvest a crop if you do not sow the seeds. The same is true in IRM. To harvest the crop, we must first document our resources. Only then can we realize the benefits of sharing and reusing them.

Even though IRM is a beautifully simple concept, its only weakness is the management needed to implement it. If you are considering the acquisition of an IRM Repository for your development efforts, consider your management skills first.

OUR BRYCE'S LAW OF THE WEEK therefore is... "You must first plant the seeds in order to harvest the crop."

"PRIDE" METHODOLOGIES FOR IRM

Friends, the "PRIDE" Methodologies for Information Resource Management (IRM) is a common sense solution for Enterprise Engineering, Systems Engineering, Data Base Engineering, and Project Management. The methodologies include defined work breakdown structures, deliverables, and review points that promote quality and the production of industrial-strength information systems. Building information resources is a science, not an art form. Our methodologies clearly explain the concepts that govern them, which remarkably, is derived from engineering/manufacturing practices. Now you can get these acclaimed methodologies for free at our corporate web site at: http://www.phmainstreet.com/mba/pride/

MY "PET PEEVE OF THE WEEK" IS "MISSING SAM KINISON"

As many of you know, we lost comedian Sam Kinison in an automobile accident back in 1992. For those of you who do not remember him, Sam was described as a "heavy metal" comedian who was well known for being raunchy and irreverent. Interestingly, prior to becoming a comedian he was an ordained Pentecostal Minister. But he was better known for his shock-rock humor who made biting commentaries of our time. It seemed nobody was spared, but his favorite targets were Rev. Jim Bakker of the PTL Club and his wife Tammy, Jessica Hahn, the Pope, Oral Roberts, religion in general, World Hunger, Gays, and several commentaries on sex, drugs and Rock n'Roll. I can still vividly remember his trademark scream. His humor would make just about everyone blush, but behind it all you had to admit there was an element of truth and wisdom in his comedy, and this is what ultimately endeared him to the public. Many didn't understand how a former minister could be so vulgar, but as for me, I clearly understood what he was trying to tell us.

What is sad is that Sam was cut down just as the times were changing and we needed his biting humor more than ever. Had Sam survived, imagine what he could have done with Supreme Court Justice Clarence Thomas and Anita Hill, President Clinton and Monica Lewinsky, Drummer Tommy Lee and Pam Anderson, Anna Nicole Smith and Paris Hilton. But Sam's humor was not confined to sex, I would have loved to have heard his take on Bill Gates and Windows, Steve Jobs and the iPod, the Internet, the Taliban, Al Qaeda and Osama bin Laden, Iraq and Saddam Hussein, immigration, and on and on. Unfortunately, Sam missed a period of time which would have given him more fodder for his humor than he could have imagined. But such was not to be.

What few people realize is that just prior to his death, Sam was planning on giving up comedy and going back to being a Minister. As for me, Sam taught me that in an age of political correctness, maybe some intolerance and ridicule is deserved; that maybe we shouldn't just sit back and accept the status quo and instead we should speak up and voice our displeasure, and; that perhaps we take ourselves way too seriously.

So, Yes, I miss Sam, not just for how he ranted and raved, but more importantly, what he was trying to tell us.

Such is my Pet Peeve of the Week.

"BRYCE'S IS RIGHT!"

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

AND FINALLY...

An R.W. in Texas wrote me regarding my recent "Pet Peeve" on "Empty Nests."
He writes:

"Don't worry, you will find that just about the time you make the adjustment and get comfortable with the quiet and the pleasant evenings with your spouse . . . the kids come back for a while. We currently have a stepdaughter and her family (which includes a husband, an 18 year-old daughter, a 6 year-old son, and an 18 month old, hyperactive, female poodle) living in our upstairs area. Right after we moved into this house, we had the same stepdaughter (with no family at the time) and her sister and husband and newborn twins move into the upstairs.

However, that being said, I know what you mean about missing them . . . and finding things you almost didn't remember you had. (I wound up with an amazing number of extension cords because some gremlin kept hiding them in other bedrooms)."

Thanks for your comments.

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. For a complete listing of my essays, see the "PRIDE" Special Subject Bulletins section of our corporate web site.

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 © 2007 by M&JB Investment Company of Palm Harbor, Florida, USA. All rights reserved. "PRIDE" is the registered trademark of M&JB Investment Company.

This is Tim Bryce reporting.

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

END

March 12, 2007

"PARKINSON'S LAW IN I.T."

Ever wonder why our computers typically last no more than three years? Many contend it is because of the fast pace of technological advancements. Maybe. But I tend to believe there is a little more to it than just that, namely "Parkinson's Law." For those of you who may have forgotten, "Parkinson's Law" was devised by C. Northcote Parkinson, noted British historian and author. His original book, "Parkinson's Law: The Pursuit of Progress," was introduced in 1958 and was a top-selling management book for a number of years (it is still sold today). The book was based on his experience with the British Civil Service. Among his key observation's was that "work expands so as to fill the time available for its completion." Basically, he suggests that people make work in order to rationalize their employment. Consequently, managers create bureaucracies and superfluous work to justify their existence, not because it is really needed.

As an aside, CEO's clearly understood Parkinson's Law, which became the driving force behind the flattening of corporations in the 1990's, such as General Electric under Jack Welch's reign.

AS APPLIED TO INFORMATION TECHNOLOGY

Whereas Parkinson was primarily concerned with people, his law is equally applicable to machines, particularly computers; for example, Parkinson's Law can be applied to computing in terms of "Data expands to fill the space available for storage." Years ago I had a Compaq Presario computer with 50mb of disk space, which I considered substantial at the time. I never dreamt I would be able to fill up the hard drive. But, of course, I did (as well as other PC's I have had over the years). My current PC has a hard drive with a capacity of 224gb and though I'm a long way from filling it up, inevitably I know I will for two reasons: I now feel more comfortable with downloading large multimedia files (MP3, AVI, WMV, etc.), PDF files, data base files, and other larger file formats, and; Second, because developers have become sloppy in programming.

Back when memory and disk space were at a premium, there was great concern over the efficient use of computer resources. Program code was written very tightly and consideration was given to file size. For example, establishing a simple file index was scrutinized carefully. But as the computer capacity grew and hardware prices declined, developers became less interested in efficient programming. To illustrate, not too long ago packaged software installation programs were delivered on 3.5" diskettes. Today, it is not uncommon to use multiple CD's to install the same products. This means that as computer hardware capacity increases, software becomes more bloated. This is but one example of Parkinson's Law as applied in computing.

As another example, let's consider data transmission lines as used in networking. It doesn't seem long ago we were using 14.4 baud modems over telephone lines. I remember when we doubled the speed to 28.8 and then 56.4. It seemed like the sky was the limit with every increase. But eventually performance seemed to slow to a crawl. Was it because the technology was aging or was it because our web pages were becoming bigger and more complicated requiring greater data volume over the lines? Frankly, it was the latter. Today, DSL and cable are commonplace in households as well as in business and "dial-up" is rapidly becoming a thing of the past. But as data volume increases with the number of subscribers, will we ever hit a wall in terms of capacity with DSL and cable? Undoubtedly. Again, more due to Parkinson's Law then anything else.

Make no mistake, computer hardware and software vendors are acutely aware of the role of Parkinson's Law. It is what allows them to build-in planned obsolescence into their products. As consumers reach capacity, they can either add additional capacity or, more likely, purchase new computers.

There is undoubtedly an incestuous relationship between hardware and software vendors. Hardware enhancements are primarily implemented to increase capacity in order to overcome software inefficiencies, and software vendors make their products more bloated as hardware enhancements are introduced. To illustrate the point, is it a coincidence that every major release of Windows requires additional hardware support? Hardly. This is done more by design than by accident.

CONCLUSION

Parkinson's Law is just as much a part of computer technology as it is in the corporate world. But what would happen if we decided to "flatten" computer technology in the same manner that Jack Welch flattened G.E.? Keep in mind, Welch did so to eliminate bureaucracy and force his workers to become more efficient and focus on the true problems at hand. By flattening the "bloatware" we would probably get a lot more mileage out of our computers. But I guess that wouldn't be good for selling computers (or the economy).

I guess Parkinson's Law and the vicious circle of computing will be with us for quite some time.

OUR BRYCE'S LAW OF THE WEEK therefore is... "As computer hardware capacity increases, software becomes more bloated."

"PRIDE" METHODOLOGIES FOR IRM

Friends, the "PRIDE" Methodologies for Information Resource Management (IRM) is a common sense solution for Enterprise Engineering, Systems Engineering, Data Base Engineering, and Project Management. The methodologies include defined work breakdown structures, deliverables, and review points that promote quality and the production of industrial-strength information systems. Building information resources is a science, not an art form. Our methodologies clearly explain the concepts that govern them, which remarkably, is derived from engineering/manufacturing practices. Now you can get these acclaimed methodologies for free at our corporate web site at: http://www.phmainstreet.com/mba/pride/

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

Back in the presidential election of 1972, the country was still embroiled in the Viet Nam War. But domestically, the big campaign issue was inflation (does anyone remember Nixon's WIN buttons - "Whip Inflation Now"). At the time, people were incensed by the spiraling cost of living. But people don't seem to be too concerned about inflation anymore and take it in stride. The talking heads on television don't talk about it anymore, nor do the newspapers. I'm just wondering when we became jaded about inflation.

We all know that gas prices keep creeping up, which has effected just about everyone's pocketbook and has caused other companies to raise their prices, such as restaurants, retailers, and so on. But when is someone going to do anything about it? Let me give you an example, I just received my quarterly garbage bill from Waste Management who suddenly announced a $20 increase in their service which I considered outrageous. I contacted their competitors to see if I could get a better price elsewhere but found they had also raised their prices on a comparable level. Most of my neighbors said, "Oh well, its simply a sign of the times," and resigned themselves to paying the increase. Its not that I can't afford the increase but I finally said "enough is enough" and canceled my service. I'm now bagging my own garbage and disposing it in my office dumpster.

I'm just wondering what ever happened to the outrage by the consumer over inflationary prices and when someone will do something about it. As a consumer, the only leverage we have is to simply say, "No." If enough people did, companies would be forced to start addressing the problem. And believe me, this can work. Let me give you an example; down here in Florida you may have heard of the outrageous insurance premiums we have had to pay since the hurricanes hit us a couple of years ago. Since then, we have been living with inordinate price hikes. The latest trick is to sell separate policies; one for liability and fire, and another for windstorm damage. Interestingly, the insurance companies have tied the latter to the former. In other words, you can't have a liability and fire policy without windstorm coverage. This has caused insurance prices to double and triple. But this has started to change though as more and more people are starting to say "No" to the insurance companies. To illustrate, I'm involved with a consortium of nonprofit organizations that maintain their own buildings. One by one they started to drop their insurance carriers and shop elsewhere. This became so prevalent that the big insurance companies finally dropped the stipulation of mandating windstorm coverage. All of this because people finally got fed up and said "No."

I don't think most people understand the power of the consumer. Only when the consumer's ire finally rises does anything seem to happen. And perhaps this is what is needed to whip inflation - not just some cute campaign buttons. But when is this finally going to happen? We'll don't hold your breath for government to do anything about it, regardless of the political party you are affiliated with. It will only happen when the consumer finally recognizes his power and decides to flex his muscles by saying, "enough is enough."

Maybe we need a few more people bagging their own garbage for a while.

Such is my Pet Peeve of the Week.

eBOOK: THE BRYCE IS RIGHT!

Folks, be sure to check out our eBook 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.

Charles Cole of Lyndhurst, OH, said it is a "Very interesting book. Good work! It reminds me of some of the early works I read by W. Edwards Deming. Too bad the American corporate gurus of his day didn't pay him heed."

And Wolf Hager of Fort Myers, FL, says it is "A very impressive publication which requires careful reading and reminds me somewhat of Peter Drucker."

The price is just $20 plus tax. For more information on our book or to order on-line, see:

http://www.phmainstreet.com/mba/bryce1.htm

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

http://www.phmainstreet.com/mba/bryce1.htm

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

AND FINALLY...

I received an e-mail from Mike Jones in Wyoming who wrote me regarding last week's essay, "Diagnosing System Problems."

Mike writes:

"Thanks for the tips on solving problems, but quite often I see I.T. people attacking the wrong problems and are easily sidetracked."

Thanks Mike for your note,

You bring up a good point, there is a great temptation to attack symptoms in the I.T. world as opposed to true problems. I have seen this in software design, system design, and in management. Let me give you an example, whenever you see a situation where projects are coming in consistently late and over budget, the knee-jerk reaction is to bring in more Project Management. To me, this is attacking the symptom, not the root problem. Even if you get the most sophisticated Project Management software, projects will still come in late and over budget. Why? Because people don't know how to do their jobs properly in the first place. Instead, they should be concentrating on process management, or as I like to call it, their "methodology" for performing work.

Let's consider a manufacturing facility for a moment. Without a defined asembly line in place, no amount of project management will correct the problem; people will still not be performing their work assignments the right way or in a concerted manner. Only after the assembly line has been defined and people trained in their responsibilities can you affix a project management system. To me, project management is the "dials and gauges" to an automobile. Without the automobile though, they are useless. Having a Project Management system without a methodology is like attaching a speedometer to an orange crate; it measures nothing.

So, to answer your point, Yes, you are right, people have a natural inclination to attack symptoms and not problems.

Again, thanks for your e-mail. 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. For a complete listing of my essays, see the "PRIDE" Special Subject Bulletins section of our corporate web site.

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 © 2007 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