July 30, 2007

MGMT VISIONS
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"THE ADVERSE EFFECTS OF TECHNOLOGY - PART II"

In our July 9th show, my "Pet Peeve of the Week" was the "Adverse Effect of Technology" which resulted in an avalanche of e-mail from our listeners (be sure to listen to some of the responses in our "Letters to the Editor" section later in the broadcast). In that article I put forth an observation that "As the use of technology increases, social skills decreases." I want to take this concept a little further in this broadcast.

Before we had computers and the sophisticated communication devices we now have in the work place, there was a lot of manual processing involved. Orders were processed manually, as were shipments, financial transactions, and many other business processes. All involved considerable paperwork with documents, reports, journals, logs, spreadsheets, etc. We of course used the latest technology of the day which included such things as typewriters, adding machines, filing systems, cash registers, and tabulating equipment. Nonetheless, the emphasis was on manual processing which meant we were forced to work together, like it or not, hence the need for better interpersonal communications. In other words, out of sheer necessity we were forced to socialize in order for the company to function properly. Since the business processes were so laborious, companies would worry about losing time on a task, hence the need for long range planning.

Today, electronic automation is used to implement just about every business process in a company. The idea of operating without computer support or electronic communications is unimaginable. True, such devices have been able to expedite the processes, but in doing so people no longer have to interact in order to fulfill their jobs, hence the breakdown in interpersonal communications. And because our tasks are not as laborious as they once were, the technology allows us to make changes on the fly. Consequently, long range planning has been sacrificed and reactionary management practices have taken their place. In reality, long range planning is still very much needed in order to remain competitive in a world economy, but this is not the mindset in today's corporate cultures anymore.

As I mentioned in my "Pet Peeve," we have developed an overt dependency on our technology which results in three areas of concern: first, that a company comes to a standstill when the power is disrupted (we can no longer perform the business processes); second, it tends to emphasize short-term planning as opposed to long range (whereby we are content to perform small tasks), and; third, basic interpersonal relations are negatively affected because we are no longer forced to interact with others.

Again, I am most definitely not anti-technology, but neither am I anti-human socialization. If I have learned anything in the 30+ years of experience in the information systems industry, it is that people matter most of all; that it is people who use information, not technology; that projects and business processes are executed by human-beings, not robots; that it is the human-being which is of paramount importance in everything.

I have always found it rather easy to teach people technology, In fact, it is relatively easy to program a person to use a particular device. But it is much more difficult to teach them the socialization skills to effectively interact with others. This is why our corporate slogan remains, "Software for the finest computer - the Mind."

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... "As the use of technology increases, social skills decreases."

"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 "THE AGE OF SPECIALISTS"

Years ago, perhaps the most popular type of television show was a variety program such as that offered by Ed Sullivan, Carol Burnett, and many others. Such shows offered comedy, music, magic, some drama, or whatever. Actually, the variety show was a throwback to what was called "Vaudeville" in the early part of the 20th century. People watched such programs for well rounded entertainment. But both Vaudeville and the variety shows are now extinct. Instead, we have a series of specialty shows on television for comedy, drama, music, game shows, journalism, and of course "reality" (although I don't think there is anything very realistic about such shows). We've even gone beyond this though, with whole television networks dedicated to a certain subject matter, such as the Comedy Channel, the History Channel, the Food Network, and so on. This got me thinking about how our culture has become a generation of specialists with a rather narrow point of view.

Whereas we used to believe in a well rounded education where we were taught to observe the world around us, we now tend to focus on a particular niche and overlook everything else, a sort of tunnel-vision whereby we expend all of our energy and interests and disregard everything else. For example, there are very few general auto mechanics anymore, most specialize in a particular type of car, such as German, Japanese, or particular brands. The medical profession is no different; I think I can count on one hand the number of General Practitioners I know, but there are many more specialists out there. I also see this in the Information Technology field where instead of general programmers, we see specialists whose niche is either a particular programming language or type of application to be written.

I guess we need specialists to concentrate on a particular type of problem, but we also need generalists who can see the big picture, but they are becoming few and far between. For example, it is becoming rare to find a manager who can think beyond the four walls of his department. If you specialize in a single area, you tend to believe it is of utmost importance and at the root of everything. For example, not long ago I was experiencing an unusual squeak in my car which I couldn't figure out. I took it to an auto mechanic friend who specialized in transmissions and he believed it to be a transmission problem. He recommended I replace the transmission which would have been a very expensive undertaking. Wanting a second opinion, I went to a general mechanic who told me there wasn't anything wrong with the transmission, but someone had put on my fan belt backwards which he replaced at a cost that was a great deal less than a transmission would have been. Whereas my specialist friend thought my problem was related to his area of expertise, the generalist looked at the overall automobile and found the problem.

Generalists to me are like orchestra conductors, they may not be proficient in each and every instrument, but they know how to bring them all together to make beautiful music. Doctors who are General Practitioners are the same; if they cannot solve the problem, they know who to call to fix something. But we need more generalists in business as well, which I always regarded as managers; if they can't solve the problem, they should be able to locate someone who can.

Years ago when I played football I won an award called the "Iron Man" for playing the most minutes on the field. A lot of guys kidded me about the name "Iron Man" (it does sound a little corny) but I looked at it with pride as it meant I played on more teams than anyone else and always knew where the game was heading. In other words, I wasn't just concerned with offense, defense or a specialty team, I was concerned with winning the game.

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...

I received considerable responses to my "Pet Peeve" a couple of weeks ago regarding "The Adverse Effects of Technology".

An A.E. of Tampa wrote:

"You hit the nail right on the head! However very few CEO"S will admit to the harsh reality of what is really happening in America today. Great Issue!!"

A J.B. in Washington State writes:

"I agree with your conclusions...(I'm actually in my early 30s and I'm starting to find my niche).

Anyhow, I think you have forgotten is a forth bullet-point:

4. The majority of new inventions/findings will not be in the technology itself. It will be in how people utilize the new technology. How we find new channels and usage of all the new technology. Personally I think we are just in the beginning of a wonderful era.

Thanks for the good writing."

And an O.Z. of Florida writes:

"I have not thought of technology vs. social skills.

Many people whose work involves dealing with the public have been taking special courses on communicating, such as NLP (neuro linguistic programming). Sales people have been into this big time. You have to study it yourself for self defense.

As to perceptions - One that bothers me is the way people dress. I think all but the present generation reacts to the way a person is dressed. This was the reason for the tall hats, and shoulder enhancements in the older times. It marked a person of power and everyone was conditioned to respond accordingly. Today you can walk into some law offices where you might be greeted by a girl wearing what appears to be "around the house" clothes. Others may be baring their over-endowed chests."

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

July 9, 2007

"ENTERING THE TWILIGHT ZONE"
OUR 100th EPISODE!

This essay represents my 100th in a series of weekly bulletins I have written over the last two years. During this time I have written on a variety of management related issues as well as technical topics pertaining to Information Technology, e.g., systems design, data base design, software engineering, etc. My intent was to show the vast scope of Information Resource Management (IRM) and try to get people to expand their horizons and think beyond their immediate scope of responsibilities. I have received a lot of feedback from these essays, some negative, but most have been very positive and supportive. I have always tried to be honest and forthright in my editorials, a "straight shooter" some say. Nonetheless. my comments are either welcomed with enthusiasm or disdain, there is little middle ground. Thank God I am not in the business of running a popularity contest. Regardless of what you think of my comments and observations, you know where I stand on an issue. Its not important whether you agree with me or not, but if I can get you to stop and think about something, then I have accomplished my goal.

I like to believe I have seen a lot over the last 30 years; customers trying to conquer massive system problems, luminaries who have impacted the I.T. industry by introducing new ideas, and charlatans selling the latest snake oil. But I have also found the discourse with the people in both the trenches and the boardroom to be the most stimulating. From their comments and experiences I have witnessed not only changes in technology but in management as well, some for better, some for worse. I have listened to both their frustrations as well as their accomplishments; their successes and their failures. The passing parade over the years has introduced a multitude of changes, from large to small. So much so, the corporate landscape is nothing like when I began in the mid-1970's. Interestingly, I am now at that awkward age where I am considered a radical by my elders and "out of touch" by my youngers (I like to call this the "Twilight Zone" period of my life).

SOME OBSERVATIONS

Between my consulting practice and the feedback resulting from these bulletins, I have observed some interesting changes in the corporate workplace. Below are some of the more pronounced observations, some will be rather obvious, some not so. Nonetheless, here they are, warts and all:

1. We now live in a Disposable Society.

Information Technology departments feel they are under incredible pressure to produce more with less. This is caused by executive managers who do not have a true appreciation of the mechanics of development. Executives falsely equate computer hardware with development and, as such, spend an inordinate amount of money on hardware and software, and little on the management infrastructure needed to create industrial strength systems (a kind of "penny-wise, pound-foolish" behavior). They may understand the value of computer hardware, but they do not have a clue as to the value of information as it applies to their companies. Nonetheless, because of the amount of money invested in tools, executives expect miracles from the I.T. staff. Since executives expect short turnarounds, the I.T. department is only able to produce a fraction of what is needed to adequately support the company. Programs are written with little, if any, thought of interfacing with other programs or to share and reuse data. Consequently, redundant data and software resources run rampant in most corporate shops. It has gotten so pervasive that I.T. shops have resigned themselves to writing disposable software whereby they openly recognize it will become obsolete in a short amount of time.

Let me give you an example, a couple of years ago I met the product manager of one of the more popular PC office suites. We got around to talking about his company's approach to development. He confided in me that they get requests for so many changes that they literally rewrite their product, from scratch, year after year. I was astonished by this admission as I had always had the utmost respect for this firm and thought they were smarter than this.

This disposable mentality has become so pervasive that I.T. departments are no longer interested in doing what is right, but what is expeditious instead. This is why such things as "Agile" development is in vogue today. We no longer care about building things to last; instead, we do just enough to pacify the moment. In other words, the days of true enterprise-wide systems are a thing of the past. I.T. departments simply do not have the time or inclination to build such systems. Even if they had the desire to do so, I no longer believe they have the knowledge or wherewithal to build major systems anymore.

2. Our sense of professionalism has changed.

With the passing of each decade I have noticed changes in our sense of professionalism, some subtle, some not so subtle. How the "Greatest Generation" perceived professionalism is different than the "Baby Boomers" and Generations X, Y, and Z. Remarkably, all consider themselves to be talented professionals, probably more so than the other generations. I am not here to pass judgment, only to observe the changes:

• Scope - the scope of project assignments addressed by each generation has changed over the years, from larger to smaller. Whereas companies in the 1960's and 1970's tackled major systems, today they tend to shy away from such undertakings because they have failed more than they have been succeeded and because of our "disposable" mentality just mentioned. This has led to a "bottom-up" approach to systems development today.

• Discipline - there has been a gradual erosion in discipline over the years. To conquer the major systems projects of the past, people realized it was necessary to cooperate and work in a concerted manner. This meant people had to perform in a more uniform and predictable manner in order to attain the desired results. But as the scope of development projects diminished, individual initiative was rewarded over teamwork. Today, discipline has been sacrificed for results. In other words, because of the "disposable" mentality, there is less emphasis today on uniformity, integration and reusability. Interestingly, developers in all of the generations possess a pride in workmanship, but it is a difference in scale. Whereas, developers of yesteryear sweated over the details of an entire system, today's developers sweat over the details of a single program or perhaps just a module within it.

• Organization - Again, because of the scope of projects years ago, there was a greater appreciation for the need for organization in order to conquer problems on a team basis. But with the trend towards smaller projects and cheaper computers, developers were given more tools, and fewer rules, to get the job done. This led to the deterioration of teamwork and gave rise to rugged individualism. Now, instead of conforming to organization, developers are permitted to operate as they see fit. To me, the unbridled cockiness of today's developers is both good and bad; good in that they are not afraid of a challenge, but bad in that they are marching to their own drummer.

• Accountability - Whereas years ago people had no problem being held accountable for their actions, today they tend to avoid responsibility and prefer to be told what to do. I find this to be a strange paradox, particularly in lieu of my earlier comments regarding the unbridled cockiness of today's workers. Regardless of their enthusiasm, they are reluctant to seek and accept responsibility. Instead, they prefer to take orders thereby deflecting responsibility to someone else (who takes the blame in the event of a problem). I find it remarkable that the younger workers today prefer to be told what to do.

• Management Style - since the 1960's we have seen a transition from a Theory Y form of management (bottom-up worker empowerment), to some Theory Z (consensus), to Theory X (top-down dictatorial). Today, "micromanagement" is the norm as opposed to the exception.

Its interesting, we all claim to want to do the right thing, yet we have different interpretations as to what exactly is right. I attribute this to the different perspectives and values of the different generations; they are most definitely not the same and can be attributed to changing socioeconomic conditions. Not surprising, what is perceived as "professional" by the "Greatest Generation" is not the same as what is perceived by Generation Z. As I have discussed in the past, there is a serious generation gap. Which generation possesses the correct interpretation of "professionalism"? That depends on who you talk to. As I said, I am not here to pass judgment but, rather, to observe the phenomenon. Ultimately, our sense of professionalism is based on our sense of quality, resourcefulness, our determination to see a job through to completion, our ethics, and how we deport ourselves in executing a job.

3. There is no sense of history.

One thing that distinguishes the younger generations from its predecessors is its sense of history, or the lack thereof. Very few have an appreciation for developments in the I.T. industry. Consequently, there is a tendency to reinvent the wheel every few years in terms of systems and software theory. Many of today's younger I.T. developers genuinely believe the problems they are experiencing today are unique. For example, they believe:

- There is no consistent approach for specifying requirements.
- Users do not know what they want.
- Systems lack integration and proper documentation.
- Data redundancy is a problem between systems.
- Systems are difficult to maintain and modify.
- Projects never come in on time or within budget.

In reality, these problems are as old as systems development. To illustrate, not long ago I got into an argument with some younger developers over how we program today versus how I learned it back in the 1970's. They contended it had changed radically. I contended, the tools and techniques may have changed, but the underlying philosophy of programming has not.

Today, "programming" is considered passé since it is being outsourced overseas. Instead, developers want to call themselves "Solution Providers," "Business Analysts" or "Enterprise Architects," anything to differentiate themselves from programmers. Regardless, unless they are truly doing something different, they're still thinking and acting like programmers.

Bottom-line: there is nothing new in development; and our problems are still the same.

4. Workers are becoming socially dysfunctional.

While the use of technology in our personal and professional lives proliferate, people's interpersonal relations/communications skills are deteriorating at a rapid rate. Simple things like writing a business letter, conducting a meeting, or greeting and networking with others is becoming difficult. I am finding more and more people who prefer to tune into technology and tune out mankind. Consequently, common courtesy, etiquette, and effective communications is being sacrificed, all of which is having an adverse effect on the corporate culture and how we conduct business. This concerns me greatly.

5. Rearranging the deck chairs on the Titanic.

This has been a favorite expression of mine for a number of years and is indicative of the problems people have in establishing priorities. Technology, not management, is leading the country today. To me, this is the tail wagging the dog. Technology will always have a place in business, but we should not be driven by it. Because of our faith in technology there is now a tendency to leap into costly projects before we look. As such, I believe we need more people who truly understand the business and its market as opposed to more technologists. Always remember, an elegant solution to the wrong problem solves nothing.

CONCLUSION

I am often asked by younger people as to the direction of the I.T. industry and what they should be thinking about. I tell them three things; first, this is an illogical industry devoid of commonsense. What was logical in my day will not be the same in theirs. Second, I tell them if they are going to stay in the I.T. industry, they should find a solid niche and immerse themselves in it. And third, be prepared to change and evolve.

My father-in-law always had an interesting expression that I believe is still true; he said, "We have 30 years to learn, 30 years to earn, and 30 years to burn (the money)." The most interesting and creative years in our professional lives are in our 20's when we are still learning and have great enthusiasm. In our 30's we establish our niche and concentrate on it. In our 40's we bustle with confidence and establish our stride. Then in our 50's, as I mentioned early on, we begin to go through that awkward stage where we are being questioned by our elders and pushed out by our youngers. After this Twilight Zone period, I'll let you know how the 60's go.

OUR BRYCE'S LAW OF THE WEEK therefore is... "If you are not pissing someone off, you are probably not doing your job."

"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 "THE ADVERSE EFFECTS OF TECHNOLOGY"

(NOTE) The following is an excerpt of my upcoming book entitled, "MORPHING INTO THE REAL WORLD - THE HANDBOOK FOR ENTERING THE WORK FORCE."

Today, our society is driven by technology and some would accuse me of being an anti-technologist. Having been actively involved with the Information Technology industry over the last 30 years, I can assure you this is simply not true. I have witnessed many different technological enhancements over the years, but what intriques me most is how it affects us socially. I firmly believe technology is purchased more as a fashion statement as opposed to any practical application. Consequently, we tend to under utilize or abuse the technology thereby costing companies millions of dollars. Instead of "Ready, Aim, Fire," people tend to, "Fire, Aim, Ready." In other words, people tend to implement the latest technology before they understand precisely what it is or what business need it serves. To me, this is putting the cart before the horse.

Perhaps the biggest difference between the 20th century and the 21st is how technology has changed the pace of our lives. We now expect to communicate with anyone on the planet in seconds, not days. We expect information at our fingertips. We expect to be up and walking shortly after a hip or knee replacement. Basically, we take a lot for granted. But this frenzied pace has also altered how we conduct business and live our lives. To illustrate, we want to solve problems immediately, and have no patience for long term solutions. Consequently, we tend to attack symptoms as opposed to addressing true problems, and apply Band-Aids to pacify the moment as opposed to tourniquets which are actually needed. We are easily satisfied with solving small problems as opposed to conquering major challenges. Personally, we tend to live for today, as opposed to planning for tomorrow. This mindset concerns me greatly.

What if someone pulled the plug on our technology? Would engineers still know how to draft products? Would we still know how to ship a product or process an order? Would our financial transactions come to a halt? Would business come to a standstill? The answer, unfortunately, is Yes. This highlights the overt dependency we have developed on our technology and is cause for alarm. We are being driven by technology as opposed to the other way around. By unplugging our technology, we are unplugging the human-being. Think I'm wrong? Watch what happens the next time the power goes out at your office or home.

Because of the domination of technology, people have allowed their socialization skills to slip. Small things, such as common courtesy, appearance, and our ability to network with others, have all deteriorated in the workplace. We may be effective in communicating electronically, but we are becoming complete failures in communicating socially. Throughout the book I mention how people act on perceptions, right or wrong. These perceptions are based in large part on our ability to communicate, such as through the messages we transmit verbally or written, our appearance, our body language, and how we treat others. If we cannot communicate effectively in this capacity, no amount of technology will be able to alter the perceptions of our coworkers, our managers, our customers, our vendors, or our friends and family.

To this end, I have introduced a new Bryce's Law:
"As the use of technology increases, social skills decreases."

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...

A Nick in Tampa wrote me regarding my recent "Pet Peeve" on "Verizon."
He writes:

"I also have Verizon internet, cable, and voice phone service. I love the service and the price blows Brighthouse away BUT their customer service is horrible. The automated phone answering service is the worst and getting hold of the correct department can be difficult to say the least. I have the FIOS service and they have their own service department but you still have to go through the automated system. The easiest way to get a live person is to say 'I WANT AN AGENT.' For some reason that is what the system recognizes instead of operator or representative. Once you finally get a live person on the line, I have found them to be quite helpful and cooperative."

Thanks for your comments.

Keep those cards and letters coming.

MBA is an international management consulting firm specializing in Information Resource Management. We offer training, consulting, and writing services in the areas of Enterprise Engineering, Systems Engineering, Data Base Engineering, Project Management, Methodologies and Repositories. For information, call us at 727/786-4567. For a complete listing of my essays, see the "PRIDE" Special Subject Bulletins section of our corporate web site.

Our corporate web page is at:

http://phmainstreet.com/mba/

Management Visions is a presentation of M. Bryce & Associates, a division of M&JB Investment Company of Palm Harbor, Florida, USA. The program is produced on a weekly basis and updated on Sundays. It is available in versions for RealPlayer, Microsoft Media Player, and MP3 suitable for Podcasting. See our web site for details. You'll find our broadcast listed in several Podcast and Internet Search engines, as well as Apples' iTunes.

If you have any questions or would like to be placed on our e-mailing list to receive notification of future broadcasts, please e-mail it to timb001@phmainstreet.com

For a copy of past broadcasts, please contact me directly.

We accept MP3 files with your voice for possible inclusion in the broadcast.

There is no charge for adding a link to "Management Visions" on your web page, for details and HTML code, see the "Management Visions" web site.

Management Visions accepts advertising. For rates, please contact yours truly directly.

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

This is Tim Bryce reporting.

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

END

March 26, 2007

"THE PROBLEM WITH BEING AHEAD OF YOUR TIME"

Not too long ago Panasonic's corporate slogan was, "Just slightly ahead of our time." It was catchy and it inferred their products were on the cutting edge of the industry. There was only one problem with this, as Panasonic found out, people feel uncomfortable using products ahead of their time. Consequently, their slogan was changed to, "Ideas for Life." But this essay is not so much about slogans as it is about marketing products ahead of their time. The marketing graveyard is full of fine examples of products that were introduced and considered ahead of their time; for example:

• Sony's Betamax video recorder was introduced in the mid-1970's and was well regarded as a superior and quality product over its competition. The VHS format ultimately unseated the Betamax though, not because of superior quality but primarily due to cheaper costs. In less than ten years Betamax was gone.

• Xerox's Star computer was introduced in 1981. It was also a quality product that was ahead of its time, featuring a Graphical User Interface (GUI) that was copied by Apple, Microsoft, and just about everyone else.

• The GRiD Compass 1101 computer was released in 1982 and is the first true laptop as we understand it today, with a sleek design that included a screen that closed on top of the keyboard, a built-in modem, bubble memory, and it ran on batteries. But the product wasn't cheap and sold for upwards to $10,000 making it prohibitive to purchase for the average business person. Even worse, it didn't support the IBM PC architecture making it incompatible with popular programs of the day.

• IBM has also had its fair share of products that were ahead of its time and met premature deaths; including their Token Ring LAN which was ultimately supplanted by Ethernet. IBM's PS/2 line of computers was introduced in 1987 as a means to recapture the PC market. The PS/2 included a proprietary "Microchannel Architecture" which, although advanced and sophisticated, led to its demise from competitive "open" offerings. And finally, we have IBM's OS/2 operating system which was also introduced in the late 1980's and was the first 32-bit operating system for the PC platform. OS/2 was miles ahead of everything else (and arguably still is). Nonetheless, its strengths became its weaknesses as it was deemed too sophisticated for the average user; this coupled with aggressive marketing by Microsoft and incompetent marketing by IBM led to its doom.

LESSONS LEARNED

What can be learned from these experiences? Three things:

1. A product doesn't have to be superior in order to dominate a market; all that is required is just a little marketing hustle. You have to remember, the consumer believes all products of the same ilk are essentially the same. If it comes down to technologically superior features or cost, the consumer will always take the cheaper product. Advanced features are nice, but the consumer must believe they are warranted and add value to their lives.

2. For broad market acceptance, the product must be built on open standards. This was the hard lesson IBM learned in building its products.

Consumers prefer to be spoon-fed changes with teaspoons. It takes real visionaries to adopt new ideas and, unfortunately, they are few and far between. The consumer wants simple solutions they can easily assimilate. Remember, most people are afraid of major changes of any kind.

Let's also recognize that being first in your field is not easy in that you are ultimately inventing and cultivating your own market place. Inevitably you will make marketing mistakes along the way which copycat competitors will leap on. Further, they will offer inferior products at a greatly reduced price. We have seen this time and again in the I.T. industry alone.

The only true benefit of being the first in your field is that you have the market to yourself, at least for a while. During this period of time you should rake in as much money as possible, refine your product, and expand the market as much as possible. And if you're making money, you can be sure competitors won't be far behind.

"PRIDE"

Our company has learned these lessons the hard way. The "PRIDE" Methodologies for IRM were first introduced in 1971, beginning with our Information Systems Engineering Methodology (ISEM). And by doing so, MBA created the methodology market. I could go on and on as to all of the concepts and innovations we introduced, e.g., first commercial methodology, first to take an engineering/manufacturing approach, first data dictionary, etc., but suffice it to say people said we were years ahead of our time.

The competition wasn't far behind either, as other commercial methodologies were introduced as well as structured programming techniques and data dictionary systems. I could easily argue how "PRIDE" was superior in so many ways, but as I mentioned before, consumers are not really interested. Instead, they selected cheaper alternatives which were implemented badly. Regardless, they thought they had purchased a bargain.

Based on legal advice, we originally sold "PRIDE" as a proprietary product requiring the use of a nondisclosure agreement to be made privy to its contents. This was both good and bad. It was good in the sense it allowed us to protect the product from misappropriation (which was tested in a court of law), but it was bad in the sense we were handcuffed from disseminating information on how it worked. While MBA was restrained from public disclosure our competition propagated their products through the media. So much so, that "PRIDE" faded from public view.

As the first in the industry, we made our money early on and invested a lot of it back into the product in the form of research and development. Consequently, "PRIDE" evolved into a much larger product that now tackles issues such as Enterprise Engineering and Data Base Engineering. Frankly, it became more robust than the average person could assimilate which is one reason why, in 2004, we finally put it in the public domain through the Internet.

As I have written in the past, the market has changed considerably over the last 36 years since "PRIDE" was introduced. The people have changed, the technology has changed, but the problems haven't, e.g.; the backlog of user information requirements has gotten longer, not shorter; systems still lack integration; companies are plagued by redundant information resources; lack of documentation; fire fighting is still the common mode of operating; projects come in late and over budget, etc.

Recently, I was giving a "PRIDE" presentation to a startup company with some rather young analysts and programmers who are not as well versed in the history of the industry as I am. All they knew was basically what their college professors and instructors had taught them. I didn't do anything fancy, I just explained the basic "PRIDE" concepts such as Information Driven Design, Standard System Structure, Layered Documentation, the System/Data Relationship, IRM, etc. I kept it simple and to the point and this perplexed one of the attendees who approached me after the session and said, "I have been attending a lot of seminars and conferences lately on these subjects. I learned more in the last three hours than from all of the sessions I attended over the last five months. Where have you been?"

Naturally, I was flattered by his comments but explained how the industry lost its way over the years and is only now trying to reinvent systems theory. I told him there was really nothing new or magical in developing systems, so long as you demand precise terminology and clarity of concepts. I said, "Don't look for cryptic solutions, there is no panacea. The best solutions are the simple solutions."

As I traveled home I thought about the comments made by the class and considered where "PRIDE" stood in relation to the rest of the industry we created. By staying the course "PRIDE" may not be the best known methodology out there, but it is still light years ahead of the industry. Such is the price of being ahead of your time.

CONCLUSION

As mentioned, "PRIDE" has evolved into a substantial body of work which is one reason why we went public with it. By itself, there is enough material to make a full college curriculum out of it. And hopefully this will happen.

You can find "PRIDE" Methodologies for IRM on the Internet at:

http://www.phmainstreet.com/mba/pride/

But the other reason we put "PRIDE" in the public domain was to establish an open standard thereby overcoming one of the deficiencies I mentioned earlier.

"PRIDE" is still way ahead of itself. It will probably always be so. But as we celebrate our 36th year of business I have come to realize that "PRIDE" is so old, that it is new to those people who were born after it was introduced. As Milt liked to say, "The original and still the best."

OUR BRYCE'S LAW OF THE WEEK therefore is... "Consumers prefer to be spoon-fed changes with teaspoons."

"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 "OUR FASCINATION WITH CELEBRITIES"

For the last few weeks the country has been distracted by Anna Nicole Smith's death. I guess its been kind of slow around the news desks. Although I take no joy in her passing, I am bewildered by the media attention to someone who did little more than take off her clothes. I think Joan Rivers would call her a "tramp."

If you go to the news stands, you are bombarded by media trash talking about the dating, marriage, and divorce habits of the rich and famous, particularly Hollywood stars. I guess I'm not particularly interested in who is dating who; nor am I interested in what movie stars are adopting babies in some Godforesaken country. I guess we don't have enough orphans in this country. No, I'm more interested in inflation, the economy, the layoffs in Detroit, and the occupation of Iraq, but I don't think these are very newsworthy stories anymore.

I find it somewhat amusing how the Hollywood stars like to portray themselves as artists, even though their pictures often flop at the box office. In the old days, actors like John Wayne, Humphrey Bogart, Clark Gable, Jimmy Stewart, and Katherine Hepburn said they were making "pictures", not works of art. They just saw it as their job in life, to entertain the public. But today, the actors and actresses seem to think they are making fine art. To me, art is something that Pablo Picasso, Dali, and Leonardo da Vinci made, not what Brad Pitt, Leonardo DiCaprio, Tom Cruise, or Tom Hanks makes. Sure, they are capable actors, but definitely not artists. If their movies are art, then so are the funny papers.

To my way of thinking, there are those that make a difference in the world, be it in the workplace, performing research, inventing new ideas, or discovering unchartered waters or space; and then there are those who are suppose to entertain us on our off hours. In the Middle Ages, Kings would appoint "fools" to their court for entertainment. They were only paid a modest wage as their work was amusing, but certainly not more so than the rest of the court. But now the "fools" reign over the kingdom, as opposed to the other way around.

I'm not sure when we elevated the stature of celebrities; but it most likely was in the 20th century as the media grew and matured. Think I'm wrong? Consider this: which gets more attention these days; the Oscar presentations or the Nobel Peace prizes? Hmm, I think we have another instance of the tail wagging the dog.

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 Jon Harris in New York who wrote me regarding last week's Pet Peeve, "Software Documentation."

Jon writes:

"I know exactly what you mean by lousy documentation. Getting our people to write understandable documentation seems to be an impossibility."

Thanks Jon for your note,

I agree. Most of today's software documentation is written after the program is produced which I think is quite strange. To me, documentation should be a natural byproduct of the development effort. In fact, the final documentation should be ready before the program is complete. But to do so, you have to be structured and disciplined first. I see documentation as a working tool, just as blueprints are used in architecture and engineering. But today's software developers don't think this way. They would rather hack away at the code as opposed to design it in any particular manner. For example, if you listen to the Agile Methodology people, documentation is the last thing they are concerned with; most think it is a complete waste of time. Consequently, they have problems not only in producing useful documentation for the end-user, but also have problems in maintaining and updating their products. As a result, they tend to rewrite their software more than is necessary. Strange. Very strange.

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 12, 2007

"PARKINSON'S LAW IN I.T."

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

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

AS APPLIED TO INFORMATION TECHNOLOGY

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

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

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

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

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

CONCLUSION

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

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

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

"PRIDE" METHODOLOGIES FOR IRM

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

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

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

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

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

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

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

Such is my Pet Peeve of the Week.

eBOOK: THE BRYCE IS RIGHT!

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

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

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

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

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

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

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

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

AND FINALLY...

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

Mike writes:

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

Thanks Mike for your note,

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

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

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

Again, thanks for your e-mail. Keep those cards and letters coming.

MBA is an international management consulting firm specializing in Information Resource Management. We offer training, consulting, and writing services in the areas of Enterprise Engineering, Systems Engineering, Data Base Engineering, Project Management, Methodologies and Repositories. For information, call us at 727/786-4567. For a complete listing of my essays, see the "PRIDE" Special Subject Bulletins section of our corporate web site.

Our corporate web page is at:

http://phmainstreet.com/mba/

Management Visions is a presentation of M. Bryce & Associates, a division of M&JB Investment Company of Palm Harbor, Florida, USA. The program is produced on a weekly basis and updated on Sundays. It is available in versions for RealPlayer, Microsoft Media Player, and MP3 suitable for Podcasting. See our web site for details. You'll find our broadcast listed in several Podcast and Internet Search engines, as well as Apples' iTunes.

If you have any questions or would like to be placed on our e-mailing list to receive notification of future broadcasts, please e-mail it to timb001@phmainstreet.com

For a copy of past broadcasts, please contact me directly.

We accept MP3 files with your voice for possible inclusion in the broadcast.

There is no charge for adding a link to "Management Visions" on your web page, for details and HTML code, see the "Management Visions" web site.

Management Visions accepts advertising. For rates, please contact yours truly directly.

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

This is Tim Bryce reporting.

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

END