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

June 25, 2007

"IMPLEMENTING A METHODOLOGY"

The use of organized methodologies for the development of systems and software have been around for 36 years ("PRIDE" was the first in 1971). Today, there are dozens, if not hundreds, of methodologies available for use. Many are simply a variation on the traditional theme of: feasibility study, external design, internal design, program, test, install, review. Others take an iterative approach to development. Regardless of what methodology you elect to use, whether "PRIDE" or Brand X, there are some serious implementation considerations to ponder and it would be foolish not to look before you leap into one.

First, recognize you will spend more time and money implementing a methodology than you will on its purchase. This is because methodologies radically affect the corporate culture, at least in the Information Technology (IT) department. It means breaking old work habits and introducing new ones. It also represents standardization which developers often resist. Methodologies represents uniformity in development practices and deliverables with the intent of turning a heterogeneous development environment into one that is homogeneous. By doing so, methodologies seek to produce consistent and predictable results. They also greatly facilitate teamwork as opposed to rugged individualism. As such, their impact on human behavior should not be underestimated.

SELECTION

Not all methodologies are created equally. Having been involved in this industry for over 30 years, we have had the opportunity to see many different interpretations of the methodology concept. Some are rather simple, others are overtly complex (which we like to refer to as "the dance of the fairies"). When studying any methodology, consideration should be given to the following areas:

• Conceptual Foundation - defining the intent of the product and the rationale for construction of the methodology. First, what is it intended to produce? Total systems or just the software portions? What about the data base? Is this a universally applicable approach or tailored for a specific type of application, e.g., SOA, real-time, etc. This will help define the scope of the methodology and who it is intended to use it. Next, study the underlying concepts and philosophies from which the methodology is based. For example, "PRIDE" establishes an analogy between engineering/manufacturing concepts to the development of systems. This may be fine for those people who understand such concepts, but difficult for others to assimilate. Regardless, the concepts and philosophies must be understood and agreed upon. Further, the terminology used in the methodology must also be well defined and consistently applied throughout it, thereby providing a uniform vocabulary for developers (and end-users) to communicate. Ideally, a glossary of terms is provided with the methodology.

• Methodology Structure and Navigation - defining the standard work breakdown structure (WBS) such as phases, activities, and tasks, along with their dependencies (comes from/goes to). In terms of the WBS, consider the level of detail provided and the rationale for the various work steps. For example, each should be designed to produce a tangible result in order to substantiate completeness. If it doesn't, it may very well be a waste of time. Also, consideration should be given to what work steps must be performed sequentially and which can be performed in parallel. This has Project Management implications. Laced throughout the methodology should be review points to study progress, make revisions, or make stop/go decisions.

• Deliverables - defining what is to be produced from executing the various work steps. This can take many forms, such as reports, program code, data base structures, test data, etc. For each deliverable, particularly reports, there should be defined acceptance criteria which provides the means to analyze it for completeness.

The methodology must clearly define Who is to perform What, When, Where, Why and How (5W+H) thereby delineating the responsibilities for executing the various parts of the methodology. Assuming this is understood and agreed upon, the next step is to consider how the methodology will impact your organization. Will it be a radical departure from the current way your company operates or will it be relatively easy to assimilate in your organization? The greater the change, the greater your implementation costs will be. Then again, maybe your organization needs a radical shakeup.

STRATEGIES

Because a methodology plays a dramatic role in the corporate culture, it is not installed in the same manner as computer hardware or software. We have seen many approaches to the implementation of methodologies over the years; some successful, some disastrous. The disastrous implementations are those where a "Dictator" approach is taken and the methodology is jammed down everyone's throat. This will only work as long as the dictator remains in power and is typically abandoned shortly thereafter. The more successful implementations have been those where the responsibility for the methodology is shouldered by several key people in the organization, thereby giving the appearance that the methodology is the will of the company and not just one individual.

STEP 1 - ESTABLISH A PROJECT

The first step in installing a methodology is to establish a project for this purpose. This can be done using a Project Management system (either manually implemented or computer assisted) which materially assists in keeping the project on schedule and within costs.

Key to the startup of the project is the appointment of a Methodology Coordinator who will act as the Project Manager for the implementation of the product. Considerable thought should go into the selection of this person. The Coordinator should be respected by the development staff as well as management; should work well with people, but more importantly, must be results oriented.

STEP 2 - ESTABLISH SUPPORT TEAM

A Support Team is assembled who will be assigned tasks in the project. One of the principal reasons for forming a Support Team is to share the responsibility for implementing the methodology throughout the company. Again, this conveys the image that the methodology is the will of the company, not just a single person.

Selecting members for the Support Team is critical. During the implementation process, they will have high visibility and will become the in-house experts in the use of the methodology. As such, the people selected must be able to speak with authority and command respect. Those typically involved in the implementation of a methodology include:

• Methodology Coordinator - the person selected for this key assignment must have a management background.

• Enterprise Resource Manager - this will be the person primarily concerned with business planning.

• Systems Resource Manager - this will be the person primarily concerned with systems and software development responsibilities.

• Data Resource Manager - this will be the person primarily concerned with data base matters.

• Quality Assurance Manager - the person who will be concerned with the development and enforcement of all IT related standards.

• Training Coordinator - the person who will be concerned with providing educational services for the company.

• Project Administrator - the person primarily responsible for installing and administering the Project Management system.

• Technical Librarian - the person responsible for maintaining all IT related documentation, e.g., phase deliverables, and project documentation.

This does not mean implementing a methodology requires enormous resources. Depending on the type of methodology to be installed, certain people may not be involved. Also, some members of the team may share responsibilities (such as Project Administration/Technical Librarian). Participation in the support team is not necessarily a full time job especially if the work is evenly distributed between members of the team.

It is important that a unique mix of both managers and staff from various areas participate in the Support Team in order to give the project effectiveness, credibility, and balance. Junior people may be useful for establishing the mechanics of the product, but it will require managers to set standards, promote the use of the methodologies, and handle political issues.

One of the first steps by the Support Team is to become conversant in the methodology themselves. This can be accomplished by reviewing the methodology documentation and by attending pertinent training courses.

STEP 3 - DEVISE STRATEGY

In essence, the Support Team will be fulfilling the role of "Industrial Engineering" as found in a manufacturing facility. Under this scenario, they will be studying the methodology and determine:

• Supplemental tools and techniques to be used throughout the methodologies. This includes such things as development tools, programming standards, Repositories, and Project Management aids.

• The necessary management infrastructure to support the methodology. This specifically includes the development of a Quality Assurance organization which includes the Technical Library and Project Administration functions.

• Training requirements - for developers, support functions, as well as management and end-users.

Perhaps the biggest decision to be made at this point is an implementation strategy whereby the company either installs the methodology all at once or takes an evolutionary approach where key projects are selected for the initial use of the methodology (a sort of "snowball" effect). The latter approach is probably the most effective for getting started.

STEP 4 - INITIATE PLAN

During this stage, the Support Team will implement the necessary support infrastructure, execute their training plan, and begin to use the methodology. During the first few projects, pay particular attention to how the methodology is used and look for problem areas. Here, the Support Team becomes a SWAT team to correct problem areas as quickly as possible. The intent is to gain momentum and perfect the use of the product (which will become an ongoing goal).

After the methodology is installed, encourage forums where the mechanics of the methodology are discussed with the staff. Such forums promote self-improvement. Although this can be performed using such things as Internet blogs and discussion groups, face-to-face meetings are more effective to clarify points (perhaps after normal working hours).

CONCLUSION

A methodology is an important part of an overall quality assurance program whereby standard practices are initiated in order to produce consistent and measurable work products. Ultimately, it represents discipline, organization, and accountability which the development staff will realize almost immediately and, as such, will either embrace or resist it. Because it represents a change to the current operating environment, you should expect developers to resist it as much as new users resist the introduction of new technology in their business units. Consequently, don't expect a methodology to install itself. Always remember that it is one thing to enact legislation, quite another to enforce it. Without follow-up and enforcement, use of the methodology will be spotty at best. You will know when a methodology has been successfully implemented when it has become an inherent part of the corporate culture; that developers communicate and act on a common level, that consistent work products are produced; that the staff behaves more as a team as opposed to a group of individuals, and; that it is no longer the Brand X Methodology, but rather it is "Our" Methodology.

OUR BRYCE'S LAW OF THE WEEK therefore is... "The least expensive decision will be the price of the package."

"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 "VERIZON"

We were recently visited at our office by a representative of telephone giant Verizon who wanted to review our current plan and see if she could save us some money. Basically she recommended we consolidate our telephone lines, long distance and Internet connections into a single reduced monthly fee. It sounded good and we went along with it. When our next bill came, we discovered that our fees had actually gone up as opposed to down (it almost doubled). "Strike one."

Obviously irritated with the bill, we wanted to find out exactly what was going on and endeavored to contact Verizon about our billing. Ever try to call Verizon lately? They have taken "Voice Mail Jail" to a whole new level. You are asked a series of questions by a preprogrammed voice that theoretically is to expedite your problem and take care of you. Wrong. No matter how we tried to work within their voice mail system we were never able to get the answers we were looking for. Even worse, our frustration level arose to a new level as we were never allowed to talk to a human being about our problem. "Strike two."

Whoever thought Verizon's voice mail system improved customer service should be taken out and horse whipped. Actually, I got the impression there isn't a breathing person at Verizon; that everything is being run by computers and the executives are lying on a beach somewhere in the Caribbean. I guess its not a bad gig if you can set your company up this way and you really do not care about customer service.

I'm just wondering how many other customers they have been able to alienate or are we the only ones left using Verizon? We better get this problem resolved soon or it will be "Strike Three" and they're out of here.

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 N.A. in Tampa wrote me regarding my recent "Pet Peeve" on "The Moral Minority." He writes:

"Wow, this was very good. The United States will fall—that is inevitable. We’ll be like ancient Rome: we won’t be conquered, we’ll disintegrate from within. You can already see the fissures. I don’t think it’ll happen in my lifetime. I predict it will happen by the turn of the next century."

Thanks for your comments.

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

April 9, 2007

"MANAGING VIRTUAL PROJECT TEAMS"

These are interesting times for managing systems development projects. In the old days (as late as the 1980's), whenever a development project was initiated, it was necessary to form a project team at a centralized geographical location in order to expedite communications between project members. But now we live in an age of electronic communications that provides greater flexibility in terms of allowing workers to work just about anywhere; some are at a central office, some are at home, some are consultants operating off-site, some are overseas in Timbuktu. Thanks to such things as collaborative software, the Internet, cell phones, etc., development staffs are as distributive as the systems they are trying to build. Whereas the development staff used to personally know all of the people participating on a project, now it is common for people not to be able to match a face to a name, be it nothing more than a UserID or an e-mail address.

Although electronic communications is useful for instant messaging and exchanging design documents and files, interpersonal relationships are often sacrificed, and this is a vital part of any project. After all, if we do not know anything about an individual, we are less likely to trust and work with them effectively. Consequently, Project and Systems Managers ask me for advice on managing virtual project teams for which I offer three suggestions:

1. Identify your cast of characters - for all members of the project team, define the project infrastructure in terms of administrative reporting relationships, along with a personnel roster. Such a roster should identify each person by proper name, nickname, and photo. There should also be contact data (including physical location), the duties and responsibilities of each person, and a brief biographical sketch describing each person. Such a sketch is invaluable for promoting understanding and trust between project participants.

2. Define standard methods, techniques and tools. Since there are conceivably as many interpretations of systems development as there are project members, it is necessary to develop a standard and uniform approach that will result in consistent and predictable results. This means processes (phases of work) must be defined in terms of standard deliverables and review points to substantiate completeness, and standard techniques and tools to be used in the development process. Such standardization eliminates confusion and materially assists the project team in communicating on a common level, regardless of where they are geographically located.

3. Establish standard and routine project reporting cycles. Here, a good Project Management system can be invaluable. At minimum, project status should be reported on a weekly basis. If it is not possible to hold an on-site project review meeting in person, try holding an on-line meeting instead. Internet chat sessions and video conferencing have become very effective in this regards. The only problem though is knowing whether the participants are truly paying attention. A private project blog or discussion group can also be helpful for reporting problems and project status, as well as establishing punch lists and providing a clearinghouse for solutions.

CONCLUSION

When you think about it, there is actually nothing here that shouldn't be done under normal operating conditions where all participants are on-site and present. Electronic communications simply begs the issue. It also means standard methodologies, like "PRIDE," are just as important today as they were yesterday, perhaps more so.

Consider this, without such standardization, offshore programming is not truly feasible. Collaborative software, the Internet, and all of our other communications vehicles are nice, but without an organized and standardized development environment, chaos will inevitably ensue.

OUR BRYCE'S LAW OF THE WEEK therefore is... "Our electronic communications may be very slick, but if neither party knows what the other is talking about, you are going nowhere fast."

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

I recently read the divorce rate in the United States is at an all-time high of 47%. This jives with a lot of friends of mine who have also been divorced, as well as my High School class. I even had a classmate who was married three times after being out of school for only five years.

Most of the divorces I have known of were simply because they married too young and didn't really know what they were getting into. Frankly, they married for lust as opposed to love. This makes me think that we make marriage too easy or convenient to get into without really thinking about it. Nobody offers a training program on marriage at the high school or college level. Most people simply jump into it and hope for the best, yet discover the worst, particularly the cold reality of divorce court. Maybe what we need is a trainer's permit or some sort of certification program before people are allowed to marry. In other words, I think we ought to make it more difficult to marry as opposed to easier. Maybe we should treat a marriage license like we do earning a drivers license. For example, attend classroom instruction, pass a test, then get a temporary permit whereby the couple can live together, and if all goes well, you can get a marriage license. If it doesn't work, than no legal proceedings are required; the couple just separates. I would bet this would lower the divorce rate radically and put a lot of lawyers out of work.

I just think its odd that for an institution we consider so important that we put forth the least amount of effort to prepare ourselves. People should go into marriage with both eyes wide open, not their fly.

Such is my Pet Peeve of the Week.

"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/

AND FINALLY...

I received an e-mail from Martin Dimond in Ohio who wrote me regarding last week's essay, "Boxes and Lines."

Martin writes:

"You made an interesting comment about documentation at the program level, that it might not be necessary. Could you please explain this further?"

Thanks Martin for your note,

There are different methods of implementation for producing programs. In addition to the nuances of different programming languages, you have to look at the complexity of the program and determine if you are going to write it by hand or use some automated assistance. If you are writing it by hand, you'll probably use some sort of structured English or pseudo-code, and perhaps a graphic to depict the logic (I'm old school that prefers a good old-fashioned block diagram). But if you are using machine assistance, such as a program generator, report writer, or 4GL, you will have to input the logic according to the tool's particular specifications. In other words, different strokes for different folks.

I also received a comment from a JT in Palo Alto, CA regarding my essay a couple of weeks ago entitled, "The Ratio of Analysts to Programmers."

JT writes -

"Interesting post. There is some evidence that companies that adopt business rules even find themselves replacing programmers with business users who manage the rules as well as with analysts."

This is great if you can get away with it. Some of the older people in the end-user community might resist such effort, but the younger people, who are less intimidated by the computer, are more apt to do this and I see this as a growing trend. To do so, you need an easy to use tool to capture such specifications for use by programmers later on. To me, this is an IRM Repository.

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