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

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

October 15, 2007

"DO'S AND DON'TS IN THE WORKPLACE (PART I)"

The following is an excerpt from my new book, "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. The book offers considerable advice regarding how to manage our personal and professional lives. As a part of this, I found it necessary to discuss the legal ramifications of employment.

Do's and Don'ts in the Workpace (Part I)

Life is full of rules and regulations. The only reason we write rules is to protect us from those who would break them. In past essays, I've discussed several unwritten rules for acclimating into the corporate culture. Now we will focus on the formal written rules you will be dealing with in your professional life, along with commentary on how to deal with them.

RULE #1 - GET EVERYTHING IN WRITING. Like it or not, we now live in a litigious society where lawsuits are issued at the drop of a hat. When you first join a new company you will likely be inundated with documentation requiring your signature. Be sure to review the terms and conditions carefully before signing anything and make sure you retain a copy of all documentation for your personal files at home. If you have any questions, ask for clarification. Some of it will only apply to your term of employment, others may follow you for quite some time thereafter (sometimes in perpetuity). Some of the documentation will pertain to government regulations, such as for income taxes and social security, some will relate to benefit programs, such as your health care providers, and some relates specifically to your employer. Most will use standard legal language. Regardless, read everything carefully and, when in doubt, seek suitable legal advice.

Employment

As a new employee, you must be cognizant of your employment status which is defined for government reporting purposes. There are two types of employment status:

EXEMPT - This represents professional workers who are paid a salary as opposed to an hourly wage (typically compensated on a monthly basis). The term "exempt" means the worker is exempt from certain wage and hour laws. For example, exempt workers may work many hours and are not paid overtime.

NON-EXEMPT - The opposite of exempt. This is normally administrative workers or laborers who are paid an hourly wage and subject to certain wage and hour laws. For example, they are limited in terms of the number of hours they may work (such as 40), are paid a special rate for overtime (extra hours), and may be entitled to specific breaks during the work day.

Punctuality

Regardless of your employment status, there will be defined working hours you will have to observe. The only difference is that non-exempt workers must watch the number of hours they work more closely than exempt workers which is inconsequential. Non-exempt employees can be docked for pay if they are late to work or leave early.

Most employees will follow a fixed schedule of working hours, such as 9:00am to 5:00pm. However, some companies make use of "Flex Time" for exempt employees. This is a time management program that allows employees to keep more flexible hours than a fixed schedule. They may come in early one day (and leave early), and late another (and leave later). This allows employees to make personal appointments either early in the morning or late in the afternoon. Regardless, they are still expected to work a certain number of hours during the day and week.

The amount of time allowed for lunch varies from company to company; most allow 30-45 minutes for lunch.

This emphasis on starting/stopping times, both in the workplace and in school, has created a generation of "clock watchers," people more interested in counting the number of hours they spend at work as opposed to the work they are to produce. Not long ago, I was visiting a client in Ohio where a young programmer bragged to me he had worked 14 hours that day. I asked him what he had produced during that time. After much hemming and hawing he admitted he hadn't actually produced much of anything. I admonished him that he should be more concerned about the volume of work he was producing as opposed to the amount of time he spent producing it, particularly since he was an exempt worker.

In every work day you will see people slowly getting started for the day and ramping down towards the end. Being a baseball fan, I would often use the analogy that the work day was like a professional baseball game, particularly for exempt workers. First, the players do not show up at game time, they are usually at the ballpark earlier to warm up and take batting practice. And second, they give it their all throughout the game until the last out is made. In other words, if you are a slow starter for the day, try to get to work a little earlier so you are awake by the start of the business day, and; give it your all until the close of the business day. After all, isn't this what you are being paid for?

Personal Time, Sick Days, Vacations and Holidays

During the work day you will be entitled to take some breaks to refresh yourself. Such breaks are invaluable for clearing your head and refocusing on your job. Of course there will be those "time wasters" who will abuse this privilege and take more breaks than normal. This type of person is putting his personal interests ahead of everyone else's. In other words, he is not a team player. Be leary of such people as management will inevitably weed them out.

You should not have any problems taking a break if you have developed a reputation for delivering on assignments and have developed a trust with your boss.

In terms of sick days, you will be entitled to take a certain number, but understand this: they are for illness, not for vacations or hangovers. Nothing raises suspicions with management more than excessive use of sick days. Some companies even mandate that if you are sick, you give some form of evidence to that effect, e.g., a doctor's note.

You will also be entitled to take a certain number of vacation days during the year. Check with company policy to see if they must be taken as contiguous days or randomly, such as on a Friday now and then. Perhaps the hardest part in terms of taking a vacation is scheduling them. It is not uncommon to have to request your vacation many months in advance. Because of the need to keep your department operational, a manager does not want to strip the staff down to a point where it cannot adequately service its customers. Consequently, vacation schedules must be arranged in advance. Further, vacation schedules may be based on seniority. This means you, as the Newbie, are often the last one to schedule a vacation.

In terms of holidays, you will be entitled to standard days, e.g., New Year's Day, Memorial Day, Independence Day, Labor Day, Thanksgiving, Christmas. However, your company may also observe other days, such as Armed Forces Day, Veterans Day, Martin Luther King Jr. Day, Presidents Day, Chanukah, etc. Consult management for all of the holidays you are entitled to.

Next week in Part II I'll describe such things as Moonlighting, Discussing Salaries, Job Titles, and Employment Contracts.

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

OUR BRYCE'S LAW OF THE WEEK therefore is... "Focus more on what is to be produced and less on the number of hours to produce it."

"MORPHING INTO THE REAL WORLD"

Friends, as mentioned, we have just published a new book entitled, "MORPHING INTO THE REAL WORLD - A Handbook for Entering the Work Force" which is a survival guide for young people as they transition into adult life. 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

LIKE TO WIN AN AUTOGRAPHED COPY OF MY NEW BOOK? Be the first one to e-mail me a message with your name and shipping address. In the SUBJECT or BODY of the e-mail, be sure to write "Morphing Book 101507". E-mail it to me at timb001@phmainstreet.com. Only one free book per person. I'll announce the winner on next week's broadcast.

MY "PET PEEVE OF THE WEEK" IS "ON-LINE BANKING SYSTEMS"

Let me preface my remarks by saying I've been involved in the I.T. industry for over 30 years now and have seen a lot, particularly banking systems. In fact the Japanese used our "PRIDE" methodologies to design their latest generation of banking systems which are considered state of the art and ahead of their American counterparts. With this said, I recently went to my bank to make a deposit. I know most of the tellers there and enjoy a good relationship with them. However, on this occasion there was a new teller who dutifully processed my deposit and upon looking at my account told me, "Mr. Bryce I see you are not taking advantage of all of our on-line banking services. Do you want a pin number or a debit card? How about direct deposit and on-line payment of bills?"

I politely declined the offer and said, "No, that won't be necessary."

She kept pressing the issue and said, "Don't you want to know what your up-to-the-minute balance is?" I told her I shouldn't have a bank account if I didn't know what was in it.

This got me thinking about our on-line banking systems and how people interact with them. I've been writing checks and balancing a check book manually for about 37 years now. I don't find it complicated and actually enjoy balancing my check book; it's good mental gymnastics for me. I particularly like it when I find a bank error. My children though are different and take full advantage of on-line banking systems. They can't be bored with balancing a bank account, they like direct deposit, and often use their debit cards. I guess to each their own.

Somehow I've always had a problem with allowing others to electronically tap into my bank account and have resisted it for years. I know they have some very good security measures over such transactions, but I still have an uneasy feeling about allowing others to directly tap into my account. Call me old fashioned.

Actually, I don't find banking to be very complicated. I probably write 10-15 checks a month and make a couple of deposits. To me, writing a check and updating my register doesn't require a rocket scientist. True, I have to apply postage to pay my bills by mail, but I see this as a very nominal charge. I also have to visit my bank to make a deposit, but I find this to be a pleasant distraction from my work.

I'm sure these on-line banking systems provide some handy services, but I don't believe in change just for the sake of change. If this is how I like to operate, what's wrong with that?

I remember years ago when my grandfather passed away in Buffalo, New York, we went up to help my grandmother tidy up his affairs. My father was rooting around in the basement and found a small box containing quite a sum of money. My Dad confronted his mother with it and said, "Mom, why are you keeping such a large wad of cash laying around?"

"Well Sonny," she explained, "Don't forget the banks failed one time (a reference to the Great Depression), and they can fail again."

I guess I feel somewhat the same way and basically don't trust on-line banking systems. Even though I've been intimate with banking systems for a long time, I'll probably be the last person to make use of them. Don't forget I'll probably also be the last guy to buy a cell phone as well.

Yea, I know what you're saying, "This guy is out of step with the times."

Maybe, but I also know what's in my bank account and know how to pay my bills on time. Like I said, call me "old fashioned."

Such is my Pet Peeve of the Week.

"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.

AND FINALLY...

I received a few comments regarding my "Pet Peeve" on "The Secret to Success":

An M.B. in Clearwater, Florida wrote:

"BRAVO!!!

Thank you Tim for validating my experience when I was forced to leave my former career (psychiatric social work) and go into the business world (real estate development). There were no jobs available in my field down here, so I had to use my typing and organizing skills to survive.

Having the high ethical standards common to social workers, I was appalled when I discovered that the term "business ethics" really is an oxymoron. I had always thought that was just a joke. It created constant conflict for me and resulted in my quitting a couple of jobs to avoid doing things that would have compromised my principles. One boss told me I had the brains and ability to be a Vice President of the company if I would "just leave those ridiculously high ethical standards of yours at the door. After all, this is business". He was one of those church-going, hypocrite bosses you wrote about. I asked him if he understood that I was working for another boss a whole lot higher up than he was!

I believe the resulting stress from my literally feeling like I had been deposited on another planet full of sociopaths depressed my immune system, and is one of the reasons why I came down with the deadly disease I have.

I am glad you are warning young people what they are in for. Considering the way parents coddle their kids today, they are in for one hell of a shock."

A D.B. in Tampa wrote:

"I could have told you that, all rich people are flaming assholes to the core.

You should see how cheap they are when they come in to buy a funeral for a "loved one," talk about cheap! I had one who wanted to bury his mother in a pine box, while he was driving a Bentley. Never ceases to amaze me."

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

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 30, 2007

"THE DICHOTOMY OF SYSTEMS DEVELOPMENT MANAGEMENT"

In order to be a Systems Development Manager, you have to be a lot of things: front man, educator, mentor, sage, politician, etc. Oh yea, something else, you also have to be a hypocrite. In order for you to survive in today's corporate world you have to say one thing to your superiors and staff, but then do something entirely different in practice. Let me give you some examples:

• On the one hand, managers know it is important to do the upfront work in systems design, e.g., current systems analysis, information requirements definition, establish the proper systems architecture, etc., but on the other hand, they encourage their staff to rush to coding without first thinking the problem through. This is because programming is a much more tangible task than systems analysis, thus providing demonstrative evidence to the end-user that the project is progressing. Managers rationalize this by claiming they work in a pressure cooker and, as such, "We don't have time to do it right."

• On the one hand, managers claim they want standardization in their work effort (to get everyone communicating and working on a common level), but on the other hand, standards are thrown out the window the moment push comes to shove.

• On the one hand, managers want interchangeable workers who can easily pick up where another worker leaves off, but on the other hand, they are unwilling to train the workers to a uniform and consistent skill level.

• On the one hand, managers understand the virtues of sharing and reusing information resources, e.g., integrate systems and eliminate duplication, but on the other hand, no mechanism is implemented to check for redundancy. Consequently, systems lack integration, data integrity is questionable at best, and systems are routinely rewritten over and over again, representing redundant work effort.

• On the one hand, managers know their systems and software should be properly documented in order to expedite maintenance and future modifications/improvements, but on the other hand, documentation is one of the first things sacrificed when a project is delayed. It is assumed the system will be documented afterwards; unfortunately, it never is. Instead of documentation being viewed as a vital working tool and a byproduct of design, it is viewed as an inconsequential and burdensome task.

• On the one hand, managers claim they all want quality workmanship, but on the other hand, they are unwilling to impose the required discipline, organization, and accountability to implement a quality environment.

• On the one hand, managers promise to implement projects on time and within budget, but on the other hand, this seldom occurs as project management is superficially implemented in their organizations.

• On the one hand, managers want their systems to be portable, thereby making them independent of their machine environment, but on the other hand they fall prey to the latest technical promise and develop systems tailored to a particular physical device.

THE "PILL" APPROACH

Obviously you cannot have it both ways. You must take a position and implement accordingly. Basically, there are two alternatives: a tool-oriented approach or a management-oriented approach. On the surface, the tool-oriented approach appears to be the least painful as it doesn't require any political maneuvering or management chutzpah. I refer to this as the "pill" approach for problem solving. Let me explain. Years ago, comedian George Carlin talked about how America's drug culture came about. It was his contention that we are taught to pop a pill at an early age such as with children's vitamins. As we get older, it thereby becomes natural for us to pop a pill for whatever woes we experience. It may not be the right treatment, but we believe it is the most expeditious approach for satisfying our problem. Ask any doctor, and they'll tell you placebos can work wonders in certain situations, but they also know they have limitations and are no substitutes for suitable medical treatment.

This "pill" phenomenon is no different than purchasing a new development tool that claims to solve all of your problems. You know what? There is no such tool. It doesn't exist, it is a myth that rates up there with the Easter Bunny and the Tooth Fairy. Nor will it ever exist. The reality is that we will always need a variety of tools that address different aspects of the development process. And understand this, in software alone, there are hundreds of ways to skin a cat; thanks to different programming languages, design and data base techniques, etc. As much as we hate to admit it, systems development can be a lengthy process and anytime we try to short stroke it with the latest tool du jour, we only cause headaches later on. You cannot keep applying Band-Aids when major surgery is required.

On the other hand, there is the management-oriented approach. This requires structure, discipline, and responsibility; three ugly words in today's systems development landscape. But before we tackle anything of substance, it is essential that such an environment be created. Can you imagine designing a bridge or a building without such disciplines in place? Hardly. Why should systems be any different? What is needed is the establishment of a professional attitude among the staff; whereby a system is viewed as a product that can be engineered and manufactured like any other product. Once we have the proper perspective, we can organize the staff accordingly and create a concerted development effort. True, we will use pertinent tools in the development process, but we have to recognize that tools will come and go, and are dynamically applied. It is the process of building systems that should be regarded as a precursor to the application of tools, our methodologies. Only when we can reshape our homogeneous development environment into a homogeneous environment will we be able to act as true professionals. Unfortunately, this requires some management fortitude, something that is in short supply these days. A lot of people, throw up their hands and say this is not possible due to the management realities of today and resign themselves to doing small insignificant applications, hence the dichotomy mentioned earlier.

But let's consider what we have done over the last thirty years. We have tried CASE tools, 4GL's, program generators, prototyping aids, report writers, BPR tools, DBMS packages, programmer workbenches, etc. True, we have some great application development tools, but if they are so good why are we still experiencing problems? The answer is obvious; we have abdicated management control over our systems development environment.

Now is the time for systems development managers to stand up for their departments, their profession, and themselves, and act like managers. All of the things you claim to want and support are within your grasp, as long as you start behaving more like a manager as opposed to a pawn for the latest programming gizmo. Face it, you have been seduced and abandoned by your tool vendors. You can talk the talk, but can you really walk the walk?

CONCLUSION

Managing a systems development environment requires someone skilled in the fundamentals of management, is not intimidated by technology, and has a more global view of systems. Some of the best systems development managers I have met over the years were people who didn't have a computer background, but, instead, came from a user area and were not intimidated by the latest technical gobbledygook. They were pragmatists who were results oriented and implemented a management environment where development terminology and concepts were standardized and consistently applied. Frankly, some of the best candidates for the position of systems development manager, are the sharpest critics of the department. Companies then said, "Okay, put up or shut."

Unfortunately, most of today's development managers are the antithesis of what I have just described. If the choice is between quality and speed, they will always take speed. The point is, you can have both without sacrificing either, it just requires some proficiency in management.

All systems development managers know what the cure is, they are just not willing to take it. But understand this, you cannot have your cake and eat it too.

OUR BRYCE'S LAW OF THE WEEK therefore is... "A Systems Development Manager speaks with a forked tongue."

MY "PET PEEVE OF THE WEEK" IS "THE MORAL MINORITY"

Back in the 1980's Jerry Falwell promoted the concept of "The Moral Majority," a movement of Christian-led political action committees concerned with combating the decline of morality in this country. The group broke up in 1989 but you still hear about it now and then through religious organizations and churches. Frankly, I think the Moral Majority lost its war which is why I refer to it now as "The Moral Minority." And my peeve is not really about these people; its more about the moral decay of the country.

I believe there are two reasons for the decline of morality in this country: changing socioeconomic conditions and the rise of technology. I don't think its because we don't want to be moral, but we tend to take the path of least resistance and "go with the flow." As to society, lying, cheating, backstabbing, and plagiarism are now considered acceptable forms of behavior, particularly in our schools which is where they learn it from. In terms of economics, the average person is grasping at straws to make ends meet. For example, there are now more pyramid schemes, telemarketing, and fraudulent e-mail scams than ever before. Identity theft is also considered a serious problem. Just twenty years ago we never thought about identity theft. I'm sure it was there, but there was little concern over it.

In terms of technology, I believe there is a direct relationship between the rise of technology and the decline of our socialization skills. For example, I was in the garden section of one of the mega-hardware stores recently. As I was in line to check out, the woman in front of me was talking nonstop to a girlfriend about some inconsequential triviality on her cell phone. When she got up to the counter, she kept on talking right through her purchase and treated the clerk like he wasn't even there. When my turn came, I asked the clerk if this frequently happened. He said it was becoming more commonplace and he considered it rather rude.

As another example, the kids today all seem to have a cell phone with text messaging capabilities. In the classroom, they send messages electronically, such as love notes and answers to test questions. They have also devised a cryptic shorthand code to communicate by text messaging. The kids love this, but they still have problems writing a paper, articulating an argument, or just holding a simple conversation.

To my way of thinking, the decline in morality is our Achilles' heal. And we feel the effects of it in such things as the decline of craftsmanship, ethics, pride in workmanship, and our general resolve to get things done. I think the decline of morality can be traced back to bad parenting for the socioeconomic reasons mentioned earlier. As my grandmother used to say, "Children are raised by amateurs, not by professionals," and there is a lot of truth in that statement. Too often I see parents abdicating their responsibilities to teachers, coaches, baby-sitters and nannies. Instead of taking an active role in the child's life, they are content to let someone else do it.

I had a friend recently tell me there are too many rules in our institutions today, be it in schools, on the playing field, or in offices; that we need less rules so the individual can blossom and express themselves. Sounds nice. But keep in mind, we write rules for people who are going to break them, not for those who will adhere to them. In this age of parental abdication and moral decay, I'm afraid we're going to need more rules, not less, if we are ever going to realize any consistency on morality.

I'm sure the Moral Minority is still alive out there, but they are frustrated in terms of what to do. I can only suggest two things: first, lead by example - do what is right, not what is always expeditious; we need some real heroes for our youth to emulate, not some comic-book figure, but someone with the moral fortitude to do what is right, even in the face of ridicule. Second, we need to recognize and support those individuals and institutions that promotes morality or teaches it, be it our places of worship, our fraternal and civic societies, and particularly our schools. Here's one for you: How about setting up a pyramid-scheme that promotes morality as opposed to another crackpot marketing scheme?

I'm reminded of a warning issued by Arnold Toynbee years ago, the famed English historian said, "Civilizations die from suicide, not by murder." I'm just concerned that our moral decay is leading to our suicide.

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 a J.B. regarding my essay from a couple of weeks ago entitled, "Managing Virtual Project Teams."

J.B. writes -

"Call me old fashion...even if I'm just 31, but managing a virtual team versus a in-house team is a completely different story and even though we have fabulous support from the technology there is nothing that is comparable with having one team around the table. You never get the correct dynamic and interpersonal collaboration when you have virtual team.

Yes, the technology opens up new possibilities of utilizing competence overseas but first your choice should be to have all in the same room, at least until somebody has proven me otherwise...

I read your blog and I agree with your three bullet points but I miss the vast need of communication when you have virtual team. For me communication is very important when you have a in-house team but it becomes even more important when you manage a virtual team. Without good communications, your team will maybe proceed forward but are they moving in the right direction...?

Technology is great but human interaction is better!"

Thanks J.B. for your comments.

Yes, you are right in that it is better to have the human dynamics for a single project. My post was designed for those who opt not to go this route but have a distributed project team instead. The technology is nice but there's nothing better than meeting with the project team face-to-face.

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

March 19, 2007

"THE RATIO OF ANALYSTS TO PROGRAMMERS"

In terms of systems development, during the 1960's and early 1970's you were either a Systems Analyst or a Programmer. Period. At the time, there were substantially more analysts than programmers (at least a 2:1 ratio). This was due, in part, to the fact that computing was just coming into its own in the corporate world and there were still people around who could look at systems in its entirety. However, there was a screaming need for people to program computers and, as such, this became the boom years of programming. If you knew COBOL, Fortran, or PL/1 you could just about right your own ticket. Salaries were good, and you could intimidate your employer simply by what you knew (you had to commit something like murder to get fired). The emphasis on programming became so great that authors rushed out voluminous books to increase programmer productivity, hence the birth of the Structured Programming movement of the late 1970's, which was followed shortly thereafter by the CASE movement (Computer Aided Software Engineering).

While programming was growing in stature, Systems Analysis was in sharp decline. Trade groups such as the Association for Systems Management (ASM) saw their membership dwindle to nothing and were forced to close their doors. The last of the old Systems Analysts either retired or were put out to pasture by corporations in the 1980's. New job titles emerged, such as Software Engineer and Analyst/Programmer. This latter title is a bit of a misnomer as the emphasis was on programming and not systems analysis.

Although programming excelled, a noticeable void began to appear in terms of people who could see systems in its totality. Writing a good program is one thing, getting it to interface with other programs to form a whole system is something entirely different. By the turn of the century, the industry started to talk about such things as "Enterprise Architecture," "Business Processes," "Business Rules," "Business Analysis," etc. Further, new conferences, trade groups, and job titles began to emerge. Today, programmers are considered a dime a dozen and the stock of a true analyst is on the rise.

All of this is indicative of the industry trying to reinvent systems theory. In reality there is nothing new here as systems analysis is systems analysis. But as companies implement these concepts and job titles again, they are a bit uncertain as to where they fit in and their relationship to other Information Technology functions.

CHARACTERISTICS

A Systems Analyst goes by many names these days; e.g., Business Analyst, Enterprise Architect, Systems Engineer (my personal preference), etc. Nonetheless, we are talking about a person whose mission is to study the information requirements of a business and design a total system solution to satisfy them. Further, the analyst is responsible for specifying the software requirements and, as such, is considered the intermediary with the programming staff. The personal characteristics of the analyst are considerably different than the programmer. Whereas the programmer tends to be more introverted and focused on technology, the analyst tends to be more business oriented and extroverted. Analysts possess good communications skills (verbal and written) to effectively work with both the end-users and the programming staff. They know how to conduct an interview and make a presentation (salesmanship). In addition, they tend to look at the bigger picture as opposed to just a portion of it, and possess an entrepreneurial spirit.

The analyst understands the business problems of the end-user and is intimate with the operation of the user's department. In other words, the analyst can comfortably walk in the shoes of the end-user. If they are doing their job properly, analysts make excellent candidates to assume responsibility in the management hierarchy. But because analysts were in decline for so many years, this hasn't happened for quite some time. The last time I heard of a systems analyst graduating to a major management position was Dan Boone who was made President and COO of Armco Steel in the late 1970's.

If systems analysis is performed correctly, programmer productivity should improve as analysts should be providing good specifications for application assignments. In the absence of systems analysts, considerable time is lost by the programmer who has to second-guess what the end-user wants. Inevitably, this leads to rewriting software over and over again. Good data and processing specs, as provided by a systems analyst, will improve programmer productivity far better than any programming tool or technique. This means programmers are the beneficiaries of good systems analysis.

This brings up an interesting point, what should be the ratio of Systems Analysts to Programmers in a development organization? Frankly, I believe there should be twice as many analysts than programmers. By concentrating on the upfront work, programming is simplified.

Let me illustrate the point by using the following triangles representing the total amount of effort in a project (as an aside, I picked this up from my customers in Japan who share my opinion):

The triangle on the left represents the traditional approach whereby there is twice the number of programmers to systems analysts. Under this approach, considerably more time is spent producing software to satisfy poorly defined requirements. The Japanese point out the bottom of the triangle is actually bottomless as it means more time is needed to complete a project. Compare it to the triangle on the right where there are twice as many analysts to programmers. Under this scenario, more time is spent analyzing the problem, designing the system, and producing better programming specs. Consequently, the programmers do not have to second-guess what has to be performed and can go about their work more productively.

The problem though is that Systems Analysis is considered to be somewhat of a nebulous concept to management. Programming, on the other hand, is more tangible and easier for people to grasp; you are either writing code and producing a program or you are not. Therefore, the mindset in management is that you are not being productive unless you are coding, hence the inclination to shortcut systems analysis. This is a key reason why Systems Analysis collapsed in the 1980's. And this is why it is necessary to provide training so management appreciates the need for systems analysis. Frankly, I have found management can be very supportive if it is presented to them properly.

CONCLUSION

Whether you call them Systems Analysts, Business Analysts, Systems Engineers, or Enterprise Architects, it is very encouraging to see this vital function being reintroduced to companies. As far as I am concerned, it was inevitable. I guess companies finally figured out you cannot satisfy your systems problems simply by using better programming tools and techniques.

We are also beginning to see the resurgence of related trade groups to replace such groups as the Association for Systems Management (ASM), for example:

The International Institute of Business Analysis

The IIBA appears to be picking up where ASM left off, including certification. Whereas ASM developed and offered the Certified Systems Professional (CSP) certification years ago, IIBA wants to create something similar.

All of this is indicative of how the industry is trying to reinvent systems theory. Whereas such systems work was well known up until the 1980's it was forgotten over the last twenty years due to the emphasis on programming. Fortunately, companies have finally realized the importance of systems work and are trying to get their houses in order. I guess what goes around, comes around.

OUR BRYCE'S LAW OF THE WEEK therefore is... "Good specifications will improve programmer productivity far better than any programming tool or technique."

"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 "SOFTWARE DOCUMENTATION"

I've been researching Internet shopping carts and gateways to merchant accounts lately and, believe me, there are a lot of them out there these days. Not long ago you heard me complain about the lack of standards in web page design, but now I want to address the horrible state of software documentation. Back in the 1960's and 1970's, when you purchased a software package, you were lucky to get any documentation with it, mostly just source code. But frankly, I don't think we're any better off today than we were 30 - 40 years ago.

The shopping cart I've been working with is one of the most popular products out there (I won't mention the name), and it has a lot of functionality from a programming point of view, but it is a pain in the ass in terms of being able to tailor it to our needs. Oh, the facilities exist to tailor it, but the documentation is severely lacking. Consequently, you have to spend a lot of time searching for answers and experimenting to get what you want. The vendor claims the screens of the product are very intuitive and easy to use. Well, for basic shopping, maybe they're right, but if you need to adapt it to suit your specific needs, it is one of the most cumbersome products I've ever seen.

First, understand this, just because you deliver a product with a PDF file doesn't mean you have fulfilled your obligations as a vendor. The documentation we received is unstructured and difficult to wade through, regardless if you know how to search through a PDF file. Search will only help you if there is something useful for you to find. For example, there is nothing in the software's screens or documentation to explain the various field entries in terms of what should be entered, default and valid entries, its physical limitations, and how the fields are used. No, you are left to figure this out for yourself. And, to me, this is the Number One cause for slow startups in the use of shopping carts.

I believe the people who write the documentation are the same people who programmed the product, which is not a good thing, since most programmers know nothing about how to effectively communicate with human beings, only with computers. Consequently, I believe merchants are only using a fraction of the shopping cart's capabilities.

You would think by now software vendors would have their act together in terms of producing decent documentation. Think again.

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 Jeff Fabor in Cincinnati who wrote me regarding last week's essay, "Parkinson's Law in I.T."

Jeff writes:

"Your comments on Parkinson't Law makes a lot of sense, but is there anything we can do as a consumer?"

Thanks Jeff for your note,

Good question. We've seen technology grow in leaps and bounds just in this century alone. But perhaps it is changing too fast. Too often I have seen products delivered prematurely with a lot of bugs in it. Vendors would rather have the consumer shake out their product for them as opposed to thoroughly testing it themselves. This disturbs me greatly, which is why I no longer beta-test software anymore; nor am I in a mad rush to upgrade software. Vendors such as MS don't exactly have a good track record in terms of delivering quality products on their initial release. Consequently, I now take a "wait and see" attitude. Most people like to rush out and get the latest updates in fear of "falling behind" or so they can proclaim they are "state of the art." As for me, I would rather look carefully before I leap. State of the art is whatever I want it to be, not what someone else wants it to be.

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