Thursday, October 19, 2006
Surviving Life in the Workplace
I noticed this very humorous piece in the Guardian online the other day, and thought you might enjoy it - top tips for surviving life in the workplace. Now I see why my life is such a mess!
Dilemma
I just looked up that word here and here. Both define the word as primarily a choice between two equally unfavourable options. But I might have to choose between two equally favourable options. Let me explain.
Having had three separate meetings today on the subject of Project Condor, it appears as if it's gathering momentum fast. There is not only a huge desire among senior management for this, but it has now also been given a candidate slot for May 2007 implementation. You heard it here first. The fact that I don't believe we can deliver as early as May remains to be believed among those that count. There is a workshop on Tuesday afternoon to start discussing the candidate projects for the May release, and I am invited to discuss Condor. Excellent.
In the meantime, my name was mentioned by my good friend R, with whom I have been closely working on Condor, to a programme manager who apparently has a piece of work that he a) is finding hard to accurately define, and b) needs someone to pick up and run with. R thought I could help him out.
So on Tuesday, I met with him (let's call him A) to discuss this piece of work. It turns out to be the rollout of a Service Oriented Architecture (SOA) across the organisation. The scope has not yet been defined and it has thus far been seen as phase 2 of the SOA adoption project, which delivers the framework, standards and development toolset for a service-oriented architecture.
Now, as we all know, a project has a definite start and end and a clear objective, and therefore cannot be ongoing by definition.
He concluded the meeting by asking about my availability, making it clear that the job was mine if I wanted it.
Hell, yes! You see, it would entail forming a more-or-less permanent team (something I have wanted for years), to become a 'centre of excellence' for web services and service-oriented architecture. It would require more man-management, but a lot less of the administrative cr*p that goes with pure project management. An ideal mix of all the best parts of IT management with very few of the worst parts. Fantastic.
And therein lies the dilemma (or whatever is the choice between two equally favourable options). Do I stick with Condor and deliver the IT components of a new Brand with national exposure (it's like being able to say I managed the project to developed Amazon.com), or do I take on the SOA adoption piece?
I almost certainly cannot do both (although that would be ideal, because of the need to run both pieces of work more or less simultaneously.
Please let me know what you would do and why.
Having had three separate meetings today on the subject of Project Condor, it appears as if it's gathering momentum fast. There is not only a huge desire among senior management for this, but it has now also been given a candidate slot for May 2007 implementation. You heard it here first. The fact that I don't believe we can deliver as early as May remains to be believed among those that count. There is a workshop on Tuesday afternoon to start discussing the candidate projects for the May release, and I am invited to discuss Condor. Excellent.
In the meantime, my name was mentioned by my good friend R, with whom I have been closely working on Condor, to a programme manager who apparently has a piece of work that he a) is finding hard to accurately define, and b) needs someone to pick up and run with. R thought I could help him out.
So on Tuesday, I met with him (let's call him A) to discuss this piece of work. It turns out to be the rollout of a Service Oriented Architecture (SOA) across the organisation. The scope has not yet been defined and it has thus far been seen as phase 2 of the SOA adoption project, which delivers the framework, standards and development toolset for a service-oriented architecture.
Now, as we all know, a project has a definite start and end and a clear objective, and therefore cannot be ongoing by definition.
He concluded the meeting by asking about my availability, making it clear that the job was mine if I wanted it.
Hell, yes! You see, it would entail forming a more-or-less permanent team (something I have wanted for years), to become a 'centre of excellence' for web services and service-oriented architecture. It would require more man-management, but a lot less of the administrative cr*p that goes with pure project management. An ideal mix of all the best parts of IT management with very few of the worst parts. Fantastic.
And therein lies the dilemma (or whatever is the choice between two equally favourable options). Do I stick with Condor and deliver the IT components of a new Brand with national exposure (it's like being able to say I managed the project to developed Amazon.com), or do I take on the SOA adoption piece?
I almost certainly cannot do both (although that would be ideal, because of the need to run both pieces of work more or less simultaneously.
Please let me know what you would do and why.
Monday, October 16, 2006
Unlikely
I am still trying to work out how someone got to the figures of 6 million pounds / 6 months to deliver project Condor. The best plan I can come up with has us implementing in October '07, regardless of who does the work. And that assumes that the green light is given next week and work starts on Requirements definition immediately.
It's unlikely to say the least.
More disturbing is that I was left off of the distribution list for the meeting held last week, despite the fact that I have an action. Is that a hint?
I am pulling together a list of the deliverables, and some assumptions, but I am battling to work out how to specify milestones for just a small part of the work. It's unrealistic without seeing them in the broader context of the overall plan. Which I am obviously disputing. I am debating with myself whether I should distribute the entire MS Project plan I have, showing all the relevant high-level tasks, and let everyone pick the bones out of it.
I drove home this afternoon in melancholy mood. I get like this sometimes, but it rarely lasts long.
I'll be more chirpy soon. All should be resolved by Thursday.
It's unlikely to say the least.
More disturbing is that I was left off of the distribution list for the meeting held last week, despite the fact that I have an action. Is that a hint?
I am pulling together a list of the deliverables, and some assumptions, but I am battling to work out how to specify milestones for just a small part of the work. It's unrealistic without seeing them in the broader context of the overall plan. Which I am obviously disputing. I am debating with myself whether I should distribute the entire MS Project plan I have, showing all the relevant high-level tasks, and let everyone pick the bones out of it.
I drove home this afternoon in melancholy mood. I get like this sometimes, but it rarely lasts long.
I'll be more chirpy soon. All should be resolved by Thursday.
Saturday, October 14, 2006
Condor too heavy
It's been two weeks since my last post - criminal!
Actually, it's been a little hectic around here with the mother-in-law staying with us. Anyway, I have been back at work for a week, and what a week it has been.
In my absence, the report we wrote (or at least a synopsis thereof) has been sent all the way to the CEO. The reponse has been more or less what we expected - at 12 months work and costing around 8 million pounds, it's too expensive and will take too long.
While I was loafing at home, some additional work was apparently done to determine how much work could be stripped out, in order to make it quicker and cheaper to deliver. The new figures are six months and six million pounds (although that excludes capex). Say what???
I can find no evidence of how six months and around 2 million pounds has been cut from the estimate, and yet no-one seems too uncomfortable that we can deliver to those figures. I am aghast. I went so far as to speak to G, my boss's boss to tell him I don't believe it is achievable.
After an audio conference yesterday, it does appear, though, that in the grandiose halls of The Parent Company (TPC), significant weight is being applied to get this project off the ground. There were even suggestions that, since the basic infrastructure requirements are fairly clear already (albeit undocumented), someone can start work on the Infrastructure design. Without any Business Case having yet been completed! It is seen as a strategic revenue-generator, and looks to be given a very high priority relative to the rest of the portfolio. That in itself is A Good Thing, but I have two major concerns:
I just want a reasonable shot at it.
Actually, it's been a little hectic around here with the mother-in-law staying with us. Anyway, I have been back at work for a week, and what a week it has been.
In my absence, the report we wrote (or at least a synopsis thereof) has been sent all the way to the CEO. The reponse has been more or less what we expected - at 12 months work and costing around 8 million pounds, it's too expensive and will take too long.
While I was loafing at home, some additional work was apparently done to determine how much work could be stripped out, in order to make it quicker and cheaper to deliver. The new figures are six months and six million pounds (although that excludes capex). Say what???
I can find no evidence of how six months and around 2 million pounds has been cut from the estimate, and yet no-one seems too uncomfortable that we can deliver to those figures. I am aghast. I went so far as to speak to G, my boss's boss to tell him I don't believe it is achievable.
After an audio conference yesterday, it does appear, though, that in the grandiose halls of The Parent Company (TPC), significant weight is being applied to get this project off the ground. There were even suggestions that, since the basic infrastructure requirements are fairly clear already (albeit undocumented), someone can start work on the Infrastructure design. Without any Business Case having yet been completed! It is seen as a strategic revenue-generator, and looks to be given a very high priority relative to the rest of the portfolio. That in itself is A Good Thing, but I have two major concerns:
- that TPC insist on doing the majority of the work and with limited budget and time, develop a basic strategic product that doesn't actually meet the original requirements.
- that, even if I am allowed to put together a team to do a large part of the work (after all, it's our Business area that wants this project), I will be held to the 6 months, 6 million pound budget. I just do not think that is achievable without some VERY dodgy accounting - not something I am happy to do.
I just want a reasonable shot at it.
Thursday, September 28, 2006
Word fun and games
While surfing through the sites on my blogroll and following some of the links, I came across a few really fun ones -
- If, like me, you never learned to type you may be wondering what exactly is your typing speed. If so try a short typing test and see if you can beat my 42 wpm (including three words spelled incorrectly).
- Think you can spell? I thought I was pretty good at it until I tried this difficult spelling test and scored 18 out of 23 (78%). Can you do better? I felt a little better, though, when I scored 10/10 on the first level 5 test here (NB. spellings are American).
- I was a little disappointed with my results on this grammer and punctuation test (which doesn't provide scores).
Have fun.
Sunday, September 24, 2006
Prince2 - a validation
It has now turned into another lovely sunny day here in south-east England. Summer is being comfortingly stubborn this year.
I am sitting here in my study - a rather grandiose title for the third bedroom, which just happens to hold a large and rather cluttered desk instead of a bed - and contemplating the last week and the next two.
The first three days of my holiday were taken in order to study for the Prince2 course, and although I did not do as much of the preparatory work as I wanted to, it was well worth while. Anyone contemplating doing a Prince2 course is well advised to do the pre-course work. While passing is entirely feasible without completing it (as I hope to have just demonstrated), the more prepared you are, the better.
I took the course not for advancement within my current company, because almost all of my peers will now be taking the course as well. No, I did it because if the worst came to the worst, and I needed to look elsewhere for a job, a Prince2 qualification is seen as vital. It's a validation that a manager knows the 'proper' way of undertaking Projects IN Controlled Environments. Even though the manual has it's fair share of contradictions (are Stage plans mandatory or not?), it is only a method, a high-level framework, similar to the Project Management Institute's Body of Knowledge.
Interestingly, a comparison of the two documents was made by Colin Bentley, Prince2 chief examiner, and author of a large part of the manual. Read the article here.
Having the qualification somehow ensures that one is taken seriously in the industry. I will be adding it to my CV as soon as I get the results through. No hurry - I'm not actively looking for a job at the moment, but you never know.
I would appreciate comments from anyone who has had recent experience of Prince2 helping them in either getting a job, or helping them on the job.
So... things I need to do over the next two weeks :
Chat soon.
I am sitting here in my study - a rather grandiose title for the third bedroom, which just happens to hold a large and rather cluttered desk instead of a bed - and contemplating the last week and the next two.
The first three days of my holiday were taken in order to study for the Prince2 course, and although I did not do as much of the preparatory work as I wanted to, it was well worth while. Anyone contemplating doing a Prince2 course is well advised to do the pre-course work. While passing is entirely feasible without completing it (as I hope to have just demonstrated), the more prepared you are, the better.
I took the course not for advancement within my current company, because almost all of my peers will now be taking the course as well. No, I did it because if the worst came to the worst, and I needed to look elsewhere for a job, a Prince2 qualification is seen as vital. It's a validation that a manager knows the 'proper' way of undertaking Projects IN Controlled Environments. Even though the manual has it's fair share of contradictions (are Stage plans mandatory or not?), it is only a method, a high-level framework, similar to the Project Management Institute's Body of Knowledge.
Interestingly, a comparison of the two documents was made by Colin Bentley, Prince2 chief examiner, and author of a large part of the manual. Read the article here.
Having the qualification somehow ensures that one is taken seriously in the industry. I will be adding it to my CV as soon as I get the results through. No hurry - I'm not actively looking for a job at the moment, but you never know.
I would appreciate comments from anyone who has had recent experience of Prince2 helping them in either getting a job, or helping them on the job.
So... things I need to do over the next two weeks :
- Tidy this desk
- Get the car washed and valeted
- Tidy up the row of trees at the side of the house
- Clean out the garage
- Coffee mornings at Starbucks
- Daily updates of news from my favourite bloggers (see sidebar)
- Continuation of my Football Manager career (might have to upgrade to the new version though).
Chat soon.
Saturday, September 23, 2006
Mobile phone 'scam'
"Hi, I'm calling from [mumble mumble]. We're an authorised Orange dealer, and we would like to offer you an upgrade."
Now, I wasn't aware that I was due for an upgrade, but was nonetheless glad, as my current phone has a slight buzz to it sometimes, like the speaker has worked loose and there's a bit of vibration coming through. So I said, fine, send me the paperwork.
A few days later, I received a follow-up call. Since the screen said "withheld", it could have come from my own building, so I answered. When the same lovely ladies voice said my name, I told her I was in a meeting and could she call back.
Since then nothing.
Except my phone now says "Limited Service", which I suppose means I can call the emergency services, but not even my service providers customer service department.
Now, having no means of mobile communications while commuting into London for a week is no joke. I was reduced to using pay phones from the station - "Hi, honey, can you meet me at the bottom of the hill in ten minutes?"
Having gone into my local shop, I have discovered that this fly-by-night company has not only got actual authority from my service provider to contact me, but they have indeed already upgraded my phone and de-activated my current SIM card. Nice. So I called them to complain.
"Sorry, sir, but it's been more than 7 days since the contract was upgraded and there's nothing we can do. You phone was delived to you, but no-one was home, so it is now at the local post office depot awaiting collection." Whaaaat? Now, I know I have not seen one of those lovely little Royal Mail calling cards recently, so how the hell should I know that a new phone was supposedly delivered?
I am insisting that they cancel the contract and reinstate my old service. This is just not the way to do business! Their email address is a hotmail account - I kid you not!
I am already gathering details of all the people I can complain to if this is not resolved in the next couple of days. If anyone else has any similar experience with this sort of thing I would be grateful for any advice.
Now, I wasn't aware that I was due for an upgrade, but was nonetheless glad, as my current phone has a slight buzz to it sometimes, like the speaker has worked loose and there's a bit of vibration coming through. So I said, fine, send me the paperwork.
A few days later, I received a follow-up call. Since the screen said "withheld", it could have come from my own building, so I answered. When the same lovely ladies voice said my name, I told her I was in a meeting and could she call back.
Since then nothing.
Except my phone now says "Limited Service", which I suppose means I can call the emergency services, but not even my service providers customer service department.
Now, having no means of mobile communications while commuting into London for a week is no joke. I was reduced to using pay phones from the station - "Hi, honey, can you meet me at the bottom of the hill in ten minutes?"
Having gone into my local shop, I have discovered that this fly-by-night company has not only got actual authority from my service provider to contact me, but they have indeed already upgraded my phone and de-activated my current SIM card. Nice. So I called them to complain.
"Sorry, sir, but it's been more than 7 days since the contract was upgraded and there's nothing we can do. You phone was delived to you, but no-one was home, so it is now at the local post office depot awaiting collection." Whaaaat? Now, I know I have not seen one of those lovely little Royal Mail calling cards recently, so how the hell should I know that a new phone was supposedly delivered?
I am insisting that they cancel the contract and reinstate my old service. This is just not the way to do business! Their email address is a hotmail account - I kid you not!
I am already gathering details of all the people I can complain to if this is not resolved in the next couple of days. If anyone else has any similar experience with this sort of thing I would be grateful for any advice.
PRINCE2 Practitioner
Thank God that's over with!
Although it was an intellectually intense week, the exam paper was not nearly as bad as I had anticipated, and I fully expect to pass. Unfortunately, candidates are apparently not informed of their actual mark unless they fail. So, I don't wanna know.
Now I am going to be on tenterhooks for the next 6 to 8 weeks waiting for the results. Wish me luck.
Oh, remember I needed a passport photo to get a weekly travelcard? Well, guess how many people asked me to show them that photo ID card over the week? That's right - zero. So what was the point exactly?
Although it was an intellectually intense week, the exam paper was not nearly as bad as I had anticipated, and I fully expect to pass. Unfortunately, candidates are apparently not informed of their actual mark unless they fail. So, I don't wanna know.
Now I am going to be on tenterhooks for the next 6 to 8 weeks waiting for the results. Wish me luck.
Oh, remember I needed a passport photo to get a weekly travelcard? Well, guess how many people asked me to show them that photo ID card over the week? That's right - zero. So what was the point exactly?
Wednesday, September 20, 2006
Prince2 Foundation Exam
After a couple of mock exams, I took the real one this afternoon. Much to my amazement, I scored higher than I had expected - 68/75 - so I am really chuffed.
I have just spent the last hour or so completing a mock Practitioner exam question, which will be evaluated tomorrow, before the actual exam on Friday morning.
I have an appointment with a pint of lager at lunchtime on Friday - I will have earned it.
I have just spent the last hour or so completing a mock Practitioner exam question, which will be evaluated tomorrow, before the actual exam on Friday morning.
I have an appointment with a pint of lager at lunchtime on Friday - I will have earned it.
Monday, September 18, 2006
Cappuccino
I strode purposefully through the first scatterings of autumn leaves that littered London's pavements this beautifully mild morning. With reference manual in one hand and a small brown bag with an almond croissant and a grande cappuccino in the other, it was difficult to glance at my wristwatch; even more difficult to consult the map that had been provided.
This, the first day of my course, had not started well.
"A weekly travelcard, please."
"Do you have a passport photo?"
I stared back blankly. No, of course not. I don't carry around a stack of embarrassing photos just in case. Fortunately a booth was close by, and I just managed to catch my train. Once in London, I twice had to stand and watch as an underground train left the platform, packed to bursting, without me on it.
When I finally got to the training room, put down my books and sat down, a glance at my watch told me that I was one minute late. Phew!
Since we need to be seated 30 minutes earlier tomorrow, a new plan is now required.
This, the first day of my course, had not started well.
"A weekly travelcard, please."
"Do you have a passport photo?"
I stared back blankly. No, of course not. I don't carry around a stack of embarrassing photos just in case. Fortunately a booth was close by, and I just managed to catch my train. Once in London, I twice had to stand and watch as an underground train left the platform, packed to bursting, without me on it.
When I finally got to the training room, put down my books and sat down, a glance at my watch told me that I was one minute late. Phew!
Since we need to be seated 30 minutes earlier tomorrow, a new plan is now required.
Saturday, September 16, 2006
The Training manual from Hell
Wayne Turmel has done it again! His latest article in Management Issues, entitled "Satan's Training Brochure", manages once again to simultaneously inform and entertain. This has become something of a trademark for the host of The Cranky Middle Manager Show, and I am looking forward to meeting Wayne in person next month.
Friday, September 15, 2006
Best laid plans
Once my boss returned from his holiday in the Sunshine State last week, and I had completed the Condor report, I had little else to do. No other projects on the workstack had my name against them, and a speedy approval for any of the Condor work to start in earnest was a pretty forlorn hope. Business doesn't work that way, to misquote a loathsome local TV advert.
So I decided to take some time off, starting on Wednesday (two days ago).
As it happens, I have a PRINCE2 course scheduled next week. Much like taking driving lessons teaches you to pass the driving test, this course teaches you to pass the Foundation and Practitioner exams. Another nice item to put on my CV.
Taking some time off work would also allow me to put in the required 20 hours or so of preparatory reading required to familiarise myself with the material.
However, as is always the case with great-sounding plans, they gang aft awry. Wednesday was also the time my sister-in-law decided to get severe abdominal pains. This was not the first time, but fearing the worst, she chose this occasion to go to the hospital, leaving Mrs Q and I to look after her four kids - two of them year-old twins! And she's still there.
My course-preparation time is limited to an hour in bed in the mornings, the manual propped up against my raised legs, an hour in the study while the kids are being taken to school, and perhaps some time in the early afternoon.
The house is in a complete state of chaos. Clothes, toys, bedding and babies bottles litter the floor. The kitchen constantly looks like the aftermath of a party. Very few things are where they should be - the kids even lost the Sky remote yesterday - and I am sorely tempted to take my books and the CD-ROM down to the library and leave the wife to it. But that wouldn't be fair would it. Never mind. I'll get by.
Next week I will be at the mercy of (shudder) public transport again, but after that I plan to have two blissful weeks of coffee mornings at Starbucks with Mrs Q, matinees at the cinema, and perhaps a short trip somewhere nice if the weather holds out.
Hopefully, that will be just enough time for something juicy to appear on the workstack spreadsheet with a vacant cell in the PM column, where my name would go.
So I decided to take some time off, starting on Wednesday (two days ago).
As it happens, I have a PRINCE2 course scheduled next week. Much like taking driving lessons teaches you to pass the driving test, this course teaches you to pass the Foundation and Practitioner exams. Another nice item to put on my CV.
Taking some time off work would also allow me to put in the required 20 hours or so of preparatory reading required to familiarise myself with the material.
However, as is always the case with great-sounding plans, they gang aft awry. Wednesday was also the time my sister-in-law decided to get severe abdominal pains. This was not the first time, but fearing the worst, she chose this occasion to go to the hospital, leaving Mrs Q and I to look after her four kids - two of them year-old twins! And she's still there.
My course-preparation time is limited to an hour in bed in the mornings, the manual propped up against my raised legs, an hour in the study while the kids are being taken to school, and perhaps some time in the early afternoon.
The house is in a complete state of chaos. Clothes, toys, bedding and babies bottles litter the floor. The kitchen constantly looks like the aftermath of a party. Very few things are where they should be - the kids even lost the Sky remote yesterday - and I am sorely tempted to take my books and the CD-ROM down to the library and leave the wife to it. But that wouldn't be fair would it. Never mind. I'll get by.
Next week I will be at the mercy of (shudder) public transport again, but after that I plan to have two blissful weeks of coffee mornings at Starbucks with Mrs Q, matinees at the cinema, and perhaps a short trip somewhere nice if the weather holds out.
Hopefully, that will be just enough time for something juicy to appear on the workstack spreadsheet with a vacant cell in the PM column, where my name would go.
Wednesday, September 13, 2006
Staff Survey
One of the biggest causes for staff dissatisfaction is the upheaval that results from mergers and acquisitions. In our case, the company has been through a few. We are now part of a very large corporation, one of the half-dozen biggest companies in it's category in the world. Some companies do badly for years after such turmoil.
This company, however, appears to be serious about finding out what the workforce thinks about the company - and doing something about it! They have so far this year held a number of Work-out sessions (despite my misgivings about the tool, the idea is right), and held the first ever IT Conference.
The annual staff survey is supposed to expose the areas to concentrate on, but it has become apparent that an interesting point has now been reached. The survey appears to be asking the wrong questions.
This raises a bit of a dilemma - changing the questions would invalidate previous years results, in effect 'starting over'.
Specifically, one of the questions is along the lines of "I frequently think about leaving the company". We are supposed to answer in varying degrees of "I agree/disagree". Do you see the problem?
Lots of people think about leaving, and going to work elsewhere. Last year, senior management were appalled to see the results showing more than half the staff were thinking of leaving, but they could not reconcile this with the actual staff turnover figures, which were comfortingly low.
As i've said before here, surveys can be a minefield of misinformation. There are only two categories of survey :
This company, however, appears to be serious about finding out what the workforce thinks about the company - and doing something about it! They have so far this year held a number of Work-out sessions (despite my misgivings about the tool, the idea is right), and held the first ever IT Conference.
The annual staff survey is supposed to expose the areas to concentrate on, but it has become apparent that an interesting point has now been reached. The survey appears to be asking the wrong questions.
This raises a bit of a dilemma - changing the questions would invalidate previous years results, in effect 'starting over'.
Specifically, one of the questions is along the lines of "I frequently think about leaving the company". We are supposed to answer in varying degrees of "I agree/disagree". Do you see the problem?
Lots of people think about leaving, and going to work elsewhere. Last year, senior management were appalled to see the results showing more than half the staff were thinking of leaving, but they could not reconcile this with the actual staff turnover figures, which were comfortingly low.
As i've said before here, surveys can be a minefield of misinformation. There are only two categories of survey :
- those where you know what answer you expect, and use the results to prove a conclusion you have already reached, and
- those like this one where the answers result in more questions than answers.
Monday, September 11, 2006
Who wants to work from home?
Management Issues is highlighting a new report by the Chartered Institute of Personnel and Development, which reveals that tele-working or tele-commuting is not as popular as once thought, and figures are being skewed by the inclusion of the self-employed. Hardly surprising, really.
I posted an article on the subject back in July, in which I mentioned some of the major stumbling blocks. Chiefly practical ones, they nevertheless pose a sufficient barrier to make it not worth the effort for most people.
I spent a couple of hours on Saturday morning in my study working on the project Condor report, and it was pretty productive really. But only for a couple of hours, and only because my son was out with his mates. I also had to e-mail the document - and the review comments - to myself at home, because I cannot access the LAN from home.
When someone comes up with a system which provides broadband internet access securely from company laptops, I will be one of the first to give it a try. However, a lot of my work involves face-to-face discussions, so I would still be in the office most of the time anyway. And I would find it really difficult to plan when I was going to work from home, too.
Which raises another point. How many of us have weekly buss passes, weekly train tickets, or weekly parking tickets? Working from home sometimes will surely negate some of the benefits of those discounted tickets, so there is little incentive there.
I posted an article on the subject back in July, in which I mentioned some of the major stumbling blocks. Chiefly practical ones, they nevertheless pose a sufficient barrier to make it not worth the effort for most people.
I spent a couple of hours on Saturday morning in my study working on the project Condor report, and it was pretty productive really. But only for a couple of hours, and only because my son was out with his mates. I also had to e-mail the document - and the review comments - to myself at home, because I cannot access the LAN from home.
When someone comes up with a system which provides broadband internet access securely from company laptops, I will be one of the first to give it a try. However, a lot of my work involves face-to-face discussions, so I would still be in the office most of the time anyway. And I would find it really difficult to plan when I was going to work from home, too.
Which raises another point. How many of us have weekly buss passes, weekly train tickets, or weekly parking tickets? Working from home sometimes will surely negate some of the benefits of those discounted tickets, so there is little incentive there.
Wednesday, September 06, 2006
Traffic report requirements
Have you ever thought what would result if you wrote the requirements specification for radio traffic reports?
Apparently, someone specified that warnings of traffic jams would always be broadcast immediately after your last chance to take a detour, or the jam has already cleared.
Today is a case in point. At just the point where I was stuck, engine off, on the motorway, the local radio station reported that the motorways were "flowing freely". Oh yeah? Not from where I was seated, it wasn't. After about ten minutes, though, the traffic started moving and soon I was back to normal rush hour speeds - 40 mph.
Then the traffic report comes back on to report that the debris on the motorway has just been cleared and traffic is getting back to normal.
Brilliant!
Apparently, someone specified that warnings of traffic jams would always be broadcast immediately after your last chance to take a detour, or the jam has already cleared.
Today is a case in point. At just the point where I was stuck, engine off, on the motorway, the local radio station reported that the motorways were "flowing freely". Oh yeah? Not from where I was seated, it wasn't. After about ten minutes, though, the traffic started moving and soon I was back to normal rush hour speeds - 40 mph.
Then the traffic report comes back on to report that the debris on the motorway has just been cleared and traffic is getting back to normal.
Brilliant!
Report published
Today, I finally got to the point where I felt comfortable enough with the Condor report to publish it. After revisions too numerous to mention, it has now been sent to the Infrastructure guys and the Delivery Manager to check over before it goes to the Business.
Interestingly, in the last few days I have discovered that it was all a misunderstanding, but not the way I thought. It appears that the Infrastructure team lied to us all along - they never did any of the work we requested. Why not, we have no idea, but it's as if we are working for rival companies. It's completely ridiculous. Suffice to say that it's been escalated up above their heads and the right message has now got down to those concerned - take your finger out and get it done.
We have an audio conference tomorrow to discuss my report, on which their estimates are based, and then we wait and see what they come up with.
Interestingly, in the last few days I have discovered that it was all a misunderstanding, but not the way I thought. It appears that the Infrastructure team lied to us all along - they never did any of the work we requested. Why not, we have no idea, but it's as if we are working for rival companies. It's completely ridiculous. Suffice to say that it's been escalated up above their heads and the right message has now got down to those concerned - take your finger out and get it done.
We have an audio conference tomorrow to discuss my report, on which their estimates are based, and then we wait and see what they come up with.
Sunday, September 03, 2006
Facts I never knew about me.
According to Blogthings, I have a Type A personality so big it makes other Type A's shrink away from me, I never shy away from adversity, and I love to tackle impossible problems. Failure is apparently not an option for me and I tend to be controlling, leaving nothing to chance.
My strength is my bold approach to life. My weakness, I don't accept help.
And they can tell all that from my birthdate. Wow :)
A quick trawl through some of the other delights Blogthings has to offer revealed that
My strength is my bold approach to life. My weakness, I don't accept help.
And they can tell all that from my birthdate. Wow :)
A quick trawl through some of the other delights Blogthings has to offer revealed that
- I am only 52% pure ;),
- I come from Saturn, but should rule Mars (?)
- I have experienced 68% of life (do I want to experience the other 32%?),
- My EQ (emotional intelligence quotient) is 133
- I am 70% left-brained (more accurate than most, that one), but
- my brain is 53% female,
- My kissing technique is Perfect (yep, I'm okay with that one too)
- and I could still pass 8th grade Maths.
Football Manager
Am I such a management geek that I have to think about it in my spare time as well?
One of my all-time favourite pc games is Football Manager 2005. I was given the game as a present a year or two ago, and started playing it quite seriously while I was off work. After my dedicated "look for work" slot every morning, I used to load up the game, and play Jose Mourinho for a few hours. I was reasonably successful, too, winning the premiership, and the Uefa Cup, although I was knocked out of both the FA cup and the Champions League.
Recently, I started a new game, replacing Sven-Goran Erikson as England manager. So far, I have played four games, three of them World Cup qualifiers and won all of them. Perhaps if I get bored of IT, I can go and manage a football team for a living.
On second thoughts....
Saturday, September 02, 2006
What job-seekers want
Well, whaddaya know?
When I wrote a few weeks ago about the factors that motivate people, apparently Accenture went and conducted a survey about it and discovered that job seekers around the world want a robust rewards programme, regular recognition, opportunites for challenging work and quick career growth.
Following on from that, an international survey of HR directors suggests that a company's reputation, culture and the working environment were more important to attracting talent than benefits and compensation, direcly contradicting the opinions of job-seekers.
I wonder where the HR directors got their information from, or were they simply trying to hide the fact that their companies don't pay very well?
It just goes to show that you can prove anything with a survey, depending on who you ask and the questions you pose.
When I wrote a few weeks ago about the factors that motivate people, apparently Accenture went and conducted a survey about it and discovered that job seekers around the world want a robust rewards programme, regular recognition, opportunites for challenging work and quick career growth.
Following on from that, an international survey of HR directors suggests that a company's reputation, culture and the working environment were more important to attracting talent than benefits and compensation, direcly contradicting the opinions of job-seekers.
I wonder where the HR directors got their information from, or were they simply trying to hide the fact that their companies don't pay very well?
It just goes to show that you can prove anything with a survey, depending on who you ask and the questions you pose.
The Condor has landed.... almost.
The feasibility study has more or less concluded. I have spent the last five days with an almost constant headache, despite almost daily 400mg doses of Ibuprofen, frantically typing up all the notes we have taken or printed off the electronic white board (a wonderful invention when it works).
The report runs to 30 pages all told, with more to come.The message, however, is not good. The figure that the business were initially given as a 'thumb suck' guesstimate for the entire project will apparently be consumed almost entirely by the application development effort alone. The Capex costs are extra.
They were also expecting to have some 'tactical' (euphemism for quick-and-dirty) options available to them in the short-term, but we have little information in that area at the moment. The boys from The Parent Company have not been very forthcoming with their estimates of the actual capacity within the system. We do have some advice for changes within the application that will allow more volume to be processed, but TPC are probably not going to allow us to implement them anytime soon.
Frankly, I believe they just don't know how much spare capacity the system has. They are very good at monitoring various parameters and reacting when thresholds are breached, but we are contemplating more than doubling the current volumes within months (not decades) as a tactical move! And then multiplying that by a factor of 5 at least later next year. They are simply not prepared for something like this.
Yesterdays meeting with the Business was therefore, extremely interesting. The Director of Product Development and the Head of E-Commerce listened to the presentation, then started grilling Mr T from TPC about why he could not / would not supply any capacity estimates not costs for upgrading the system or anything.
His response was that the CEO had instructed them to wait while the TPC's new Exec sponsor made up his mind as to what his requirements were. We felt that that story is a little unlikely. Why would he say "Stop what you're doing on that feasibility study, and don't give them any estimates. Wait until we come up with our requirements and then do it all over again. The Subsidiary, who kicked this thing off in the first place can sit on the sidelines and wait until we're good and ready."? Does that make any sense? I didn't think so.
When asked if this was not just a misunderstanding on their part, Mr T had the bald-faced audacity to suggest that perhaps the misunderstanding was not on his part. It's unbelievable!
The meeting concluded with him being actioned to escalate the question, and get it clarified. Then Mr T left, and the rest of us sat around shaking our heads and laughing at the sheer absurdity of it all. We gave a hint that the development cost, excluding any infrastructure work on the part of TPC, was likely to be in the region of four million pounds, and the DPD didn't even blink. He knows that this project has the ability to make the company at least that inside the first six months of operation.
My hope is that it is all a horrible misunderstanding, and that we can persuade them to assist us with the infrastructure work and use our project as the first phase of their more ambitious effort. But that would be too much like common sense.
The report runs to 30 pages all told, with more to come.The message, however, is not good. The figure that the business were initially given as a 'thumb suck' guesstimate for the entire project will apparently be consumed almost entirely by the application development effort alone. The Capex costs are extra.
They were also expecting to have some 'tactical' (euphemism for quick-and-dirty) options available to them in the short-term, but we have little information in that area at the moment. The boys from The Parent Company have not been very forthcoming with their estimates of the actual capacity within the system. We do have some advice for changes within the application that will allow more volume to be processed, but TPC are probably not going to allow us to implement them anytime soon.
Frankly, I believe they just don't know how much spare capacity the system has. They are very good at monitoring various parameters and reacting when thresholds are breached, but we are contemplating more than doubling the current volumes within months (not decades) as a tactical move! And then multiplying that by a factor of 5 at least later next year. They are simply not prepared for something like this.
Yesterdays meeting with the Business was therefore, extremely interesting. The Director of Product Development and the Head of E-Commerce listened to the presentation, then started grilling Mr T from TPC about why he could not / would not supply any capacity estimates not costs for upgrading the system or anything.
His response was that the CEO had instructed them to wait while the TPC's new Exec sponsor made up his mind as to what his requirements were. We felt that that story is a little unlikely. Why would he say "Stop what you're doing on that feasibility study, and don't give them any estimates. Wait until we come up with our requirements and then do it all over again. The Subsidiary, who kicked this thing off in the first place can sit on the sidelines and wait until we're good and ready."? Does that make any sense? I didn't think so.
When asked if this was not just a misunderstanding on their part, Mr T had the bald-faced audacity to suggest that perhaps the misunderstanding was not on his part. It's unbelievable!
The meeting concluded with him being actioned to escalate the question, and get it clarified. Then Mr T left, and the rest of us sat around shaking our heads and laughing at the sheer absurdity of it all. We gave a hint that the development cost, excluding any infrastructure work on the part of TPC, was likely to be in the region of four million pounds, and the DPD didn't even blink. He knows that this project has the ability to make the company at least that inside the first six months of operation.
My hope is that it is all a horrible misunderstanding, and that we can persuade them to assist us with the infrastructure work and use our project as the first phase of their more ambitious effort. But that would be too much like common sense.
