InformationWeek

Ask The Secret CIO

By Herbert W. Lovelace
Issue date: Jan. 14, 1997

Your letters to my print column and this E-mail forum ask some serious questions about managing information technology in today's world. Since today's world is essentially absurd, my serious responses may sometimes sound a little whimsical, and my occasional whimsical ones, serious. In any case, if you want to participate, write to me at secret@cmp.com . I'll respond to those letters that I can. I reserve the right to edit for size and content. Just sign your E-mail the way you want it to appear online.

Dear Sir,

I enjoyed reading your " Don't Blame the Computer " column in the Oct. 21 issue of InformationWeek . It was a good reminder that our systems actually only support and enforce the business practices they are applied to, and that the system and the practice are not the same thing.

John Boddie

Dear John:

It's important that systems and business practices both are logical and supportive of each other. If either the system is bad or the business practice is convoluted, the result is a dissatisfied customer. People tend to get polarized, however, feeling that one area (normally the other person's) causes the most problems. See the next two letters.

Dear Herb:

I thoroughly enj oyed your column "Don't Blame The Computer." Talk about preaching to the choir! I don't know anyone in the IS industry who hasn't been down that road numerous times. We have had so many [of those situations] in recent months that we have compiled a list of descriptive acronyms to classify them. Most of our problems can be classified as "DEU Errors" (Defective End User), where something is wrong but they don't know what it is and they're afraid that if they do anything else something really bad will happen. At least they know THEY did something wrong. When they call more than three times for the same problem, they get re-classified as an ID-TEN-T. (If you substitute 10 for TEN it becomes more clear: ID10T!) We have yet to come up with a descriptive acronym for a user beyond ID-TEN-T. Please keep up the good work on a great magazine and well-written columns.

Geoffrey

Dear Geoffrey,

I agree that users can be a real pain and frequently don't help the situation, but there is a message t here if they are that unsure about what they did wrong. It is likely there are flaws in training, documentation or basic system design. The information systems professional must use his or her experience to identify any area in which the system can be fixed to make life easier for the user. At the same time, the IS person has an obligation to try to identify process changes that will also help. And it is very important that everyone understand that the business person has an obligation to listen�otherwise we get "garbage in, garbage out."

Dear Mr. Lovelace:

In response to your article, "Don't Blame the Computer"� don't blame the user, either. I was somewhat disappointed to see a common response about computer users�one of solely blaming users for system problems. There are numerous places to point a finger. As a network administrator, I am too accustomed to technicians and managers blaming those either below them or less technical for mistakes that are system-related. Maybe th ey were never trained properly. I read a study regarding software for nuclear security and how it had failed somewhere between 40% and 50% of the time. Should we blame the molecules? Or the coders? Or maybe the hardware? And what about critical sales data that somehow gets fouled in the cycle of billing? Should we blame an overworked staff associate for poor input validity? The requirements analysts? The supervisor? The CIO? Parents?

For me it's more a question of poor vs. good system architecture, both outside the company (the vendor) and inside the company (the system architect/consultant), as well as proper training for all employees/contractors. Rather than seeing a technician detailing to an administrative employee (or temp) that the problem is their fault, as if computers never crash and software never recoils, I'd rather like to see them educated and (yikes!) empowered. Mr. Lovelace, you make a good point, but the "garbage in, garbage out" scenario can only lightly tread the real truths about w hy systems fail.

As for wise sayings, I lean on the words of a Tibetan sage, "By compassion I subdue the demons. All blame I scatter to the wind." Off to subdue the demons,

Anastasia Murray
Network Administrator
Pacific Bell

Dear Anastasia,

While you make some good points, not everything is bad karma or poor systems design. Sometimes the people we think are jerks really are. Say, I see you work at Pacific Bell. Did you know Scott Adams and do you read Dilbert?

Dear Mr. Lovelace,

I enjoyed you article on " The First Law of Meetings " (Nov. 4) in InformationWeek . Since my company requires attendance at a variety of "Open Communication/Information"-type meetings, I've taken to signing the attendance sheet, and then slipping out the back door under the guise of visiting the men's room.

Jim

Dear Jim:

Have you considered saving even more time? Get a buddy to sign in for you and return the favor at the next meeting.

Herb,

I do agree with your view of meetings. Meetings are very much like taxes, they just never go away.

Reilly

Dear Reilly,

Meetings are worse. Taxes I pay via payroll deduction. Meetings I have to attend.

Dear Herbert:

Your description of meetings is right on. The First Law, as stated, describes the amount of effective time at a meeting, which everyone knows plummets as more people are involved. There is also a first-order term that is not insignificant, and should be included in the First Law: T = k * P^2 + (c -1 )* P, where c = number of management levels attending. A meeting involving the CEO through the janitor (c = 10) will last a lot longer for the same results as a meeting involving a manager and his/her direct reports (c = 2), as everyone tries to be noticed and get their name included in the minutes.

We should have a meeting on this with at least P = 12 or so others to discuss this.

Paul H. Hossler
Lockheed Martin

Dear Paul:

Brilliant! A worthy addition to the Law of Meetings. We now have a rational explanation of why companies with flat organizational structures are highly competitive in the marketplace.

Dear Secret CIO:

"Don't Blame The Computer" was a great article. So many people try to use a computer error to excuse bad customer service or an ineffective process, especially when the recipient of the message is computer illiterate. On another note, I'd appreciate hearing your comments on training and learning in large organizations. Perhaps a few questions. . .

How has the way business has changed over the last 10 years, with reengineering, downsizing, and rightsizing, altered how organizations view information? With the rapid rate of change of that information, what is the impact on management and employees with regard to absorbing and using that information?

What challenges do management and staff face regarding learning the information, processes, and tools they need to do their jobs? How has learning and training evolved in large organizations, and what does the future look like?

Given that most market research firms still peg instructor-led training for 74% of all corporate training, what barriers exist to implementing some form of technology-enabled/facilitated learning? How can these barriers be overcome, and how soon is this likely to happen? If you were to gaze into a crystal ball and see, maybe 10 years from now, how people and organizations learn, what would it look like? What processes, tools, technologies would exist and how would they be used? Thanks in advance for your comments!

Dale Arseneault

Dear Dale:

Over the last decade, companies have had to react more quickly to competitive pressures in order to stay in business. As a result, managers and employees have been forced to identify and assimilate useful information rapidly, or f ace extinction. Since survival is the driver, learning and training are geared to near-term use. I suspect the era of generalized training either as a reward or for some project in the distant future is at an end. Because of cost and efficiency, self-directed training using CD-ROM has the potential for making major inroads into instructor-led training. The impact, of course, is not limited to industry. The value in K-12 schools can also be immense.

Dear Herbert:

I was wondering if you had any advice for a MIS manager going into his or her first position? I've been on the delivery side of IT Services for most of my 19 years in business, and have recently been recruited for a MIS manger's job at a delivery center. This delivery center will have the responsibility to deliver on Services' contracts written across the country. Would you have any advice on how I might attack a new job like this; i.e., ways to assess current operations and methods on establishing relationships with o ther entities within the delivery center such as the network control center or help desk operations?

I'm sure if I had worked this position before, my questions would be more articulate, but you might know where I'm coming from, and I could use your help. Thank you.

Dear H:

You have 19 years of business experience and you would not have been promoted if you do not have talent. The objective is to use your skills and to become aware of the new challenges. To assess current operations and establish good relationships with your subordinates and peers, start by talking to them individually. Ask them what is right and what is wrong with the organization. Listen carefully and then apply your own judgement. It is an excellent way to get started.

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