My experience in installing information systems brought me to many places. I've installed systems to rural barangays, mid-level bureaus, and high level administrators. Sometimes not all users readily embrace change. More often it is the younger set that are more willing to absorb new things.
Showing posts with label technology. Show all posts
Showing posts with label technology. Show all posts
Tuesday, December 8, 2009
Thursday, September 24, 2009
White Hair Chronicles IX - COBOL is 50
I also used COBOL in my job as an Operations Research analyst, though I didn't use punch cards anymore, I typed directly on to dumb terminals of a ref-sized mainframe. That mainframe, which had a 90 MB hard disk (yes that's right 90 megabytes) that took half-day to format. There were no defragment tools then. But it also had a BASIC (BASIC itself is 45 years old) version that can do matrix algebra. COBOL is still very much around, though largely unseen.
Those were the days. Life was so much simpler.
"Ah, but I was so much older then, I’m younger than that now" - (My Back Pages-Bob Dylan)
Thursday, August 13, 2009
6 tactics to improve the team's productivity
I came upon an on leadership and management from TechRepublic. In the article, leadership coach John M McKee provides tactics for leaders looking to ensure their team remains focused and positive. Here are excerpts. The article in full can be found here.
“There is nothing so useless as doing efficiently that which should not be done at all.”
- Peter F. Drucker.
Keeping team members motivated and performing at the top of their game is especially difficult right now. It’s to the benefit of all concerned that you help them to keep working at full steam. Here are a few “best practices” we’ve seen used successfully by strong leaders:
1. Lead by example - You send messages to your team members with every action and statement. If you’re seen to be giving extra, it will inspire and energize others to do the same. The same holds true for the opposite: showing fear or frustration will only fuel similar results within the team.
2. Focus on communicating objectives rather than defining roles - With fewer human resources, we have to re-assess the key deliverables. Which of them make an immediate impact, and what can be postponed? Engage as many of the team as possible on the most important goals; even if that move takes them outside their old job definitions.
3. Sense of urgency - Keep goals, both individual and team, front and center to ensure focus. Broadcast and talk about results and achievements. You want each individual performing at optimal levels. Note that it's “optimal” and not “maximum”. The former is good management practice, the latter results in burnout and negativity.
4. Celebrate individual contributions - Sports teams are clear about the fact that certain players make a bigger difference, so they recognize those people appropriately. For high performers, hearing only about the “team’s performance” can actually demotivate and cause them to slow down to the “norm”.
5. Provide guidelines to reduce uncertainty - Trusting your team to do the right thing is well and good; but with uncertainties, team members can make improper decisions. Help them with frequent reviews of goals, new or successful past approaches, and preferred outcomes during regular team meetings.
6. Recognize that your emotions affect outcomes - Keeping one's cool in difficult periods serves to help the team maintain their balance and performance. People are de-motivated by constantly cranky or negative bosses. If you have a disappointment, or a major goal was missed, it’s fine and appropriate to say so; but don’t make it personal.
Being a leader is more than being a manager. It requires empathy, attitude, and skill. The effort is worth it.
“There is nothing so useless as doing efficiently that which should not be done at all.”
- Peter F. Drucker.
Keeping team members motivated and performing at the top of their game is especially difficult right now. It’s to the benefit of all concerned that you help them to keep working at full steam. Here are a few “best practices” we’ve seen used successfully by strong leaders:
1. Lead by example - You send messages to your team members with every action and statement. If you’re seen to be giving extra, it will inspire and energize others to do the same. The same holds true for the opposite: showing fear or frustration will only fuel similar results within the team.
2. Focus on communicating objectives rather than defining roles - With fewer human resources, we have to re-assess the key deliverables. Which of them make an immediate impact, and what can be postponed? Engage as many of the team as possible on the most important goals; even if that move takes them outside their old job definitions.
3. Sense of urgency - Keep goals, both individual and team, front and center to ensure focus. Broadcast and talk about results and achievements. You want each individual performing at optimal levels. Note that it's “optimal” and not “maximum”. The former is good management practice, the latter results in burnout and negativity.
4. Celebrate individual contributions - Sports teams are clear about the fact that certain players make a bigger difference, so they recognize those people appropriately. For high performers, hearing only about the “team’s performance” can actually demotivate and cause them to slow down to the “norm”.
5. Provide guidelines to reduce uncertainty - Trusting your team to do the right thing is well and good; but with uncertainties, team members can make improper decisions. Help them with frequent reviews of goals, new or successful past approaches, and preferred outcomes during regular team meetings.
6. Recognize that your emotions affect outcomes - Keeping one's cool in difficult periods serves to help the team maintain their balance and performance. People are de-motivated by constantly cranky or negative bosses. If you have a disappointment, or a major goal was missed, it’s fine and appropriate to say so; but don’t make it personal.
Being a leader is more than being a manager. It requires empathy, attitude, and skill. The effort is worth it.
Tuesday, July 14, 2009
Basic Instinct + Technology = Sex Scandals
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Thursday, June 4, 2009
Little things I learned about working in IT in the government
A blog/forum I frequent listed 10 dirty little secrets you should know about working in IT. I experienced some of the things in the list. Here's my own:
The salary grade in IT is better compared to many other positions. The pay for IT professionals is better than the ridiculously low salary grade they give to other positions. In the Philippine government, Information Technology Officers are 1-2 salary grades higher than other officers, although they are still paid lower than those in the private sector.
It will be your fault when users make silly errors. This will happen often. It is human nature (or public sector nature) to blame others for their own "kapalpakan". This happens often when you introduce a new hardware or software system that is beyond their comfort zone.
You will go from goat to hero and back again multiple times within any given day. When you are able to fix the silly error they make (see previous) - you are instantly a hero, that is until their next silly mistake.
Your co-workers will use you as personal tech support for their home PCs. Your co-workers will treat you as their personal technical support personnel for their home PCs. They will ask you about how to deal with the virus on their personal PC; ask you how to upload photos and videos, etc. A sufficiently higher officer on the pecking order can even ask you to install wi-fi in his home.
Managers and consultants are quick to take all the credit when things work well and will blame you when things go wrong. Like in the blog/forum, consultants here will try to put the blame on you by arguing that their solution works great elsewhere so it must be a problem with the local IT infrastructure. Managers, on the other hand, curiously, are often on the consultants' side and will try to adjust local processes to accomodate the consultants. Managers always try to save face and their hide before the really big bosses.
You’ll spend far more time babysitting old technologies than implementing new ones. This is related to the next one. The Philippines, despite the onset of technological advances, still maintain a lot of legacy systems. IT personnel spend a lot of time maintaining established technologies than implementing new ones. One reason is the budget, there is simply no new money to acquire the newer technologies. Another reason is some older people do not want to wander away from their comfort zones.
Veteran IT professionals are often the biggest roadblock to implementing new technologies. Sometimes, upgrading or replacing software or infrastructure is more cost effective. However, one of the largest roadblocks to migrating to new technologies is not the budget; it’s the veteran techies in the IT department. Once they have something up and running, they are reluctant to change it. You can't teach old dogs new tricks. Specially when they are downright and comfortable where they are.
Some IT professionals deploy technologies that do more to consolidate their own power than to help the business. When they don't want to wander off their comfort zone, they secure it further. Some IT managers implement technologies based on how well those technologies make the agency dependent on them.
IT pros use jargon to confuse nontechnical managers and hide the fact that they screwed up. All IT pros screw things up once in a while. However, not all IT pros, as the blog suggest are good at admitting when they make a mistake. Much more the Filipino. Given that many top managers are not techie enough, IT pros use jargon to confuse them (and cover up the truth) when explaining a problem. The irony is the jargon is equally confusing to the older (veteran) IT pros who use them. A perfect case of the blind leading the blind.
The salary grade in IT is better compared to many other positions. The pay for IT professionals is better than the ridiculously low salary grade they give to other positions. In the Philippine government, Information Technology Officers are 1-2 salary grades higher than other officers, although they are still paid lower than those in the private sector.
It will be your fault when users make silly errors. This will happen often. It is human nature (or public sector nature) to blame others for their own "kapalpakan". This happens often when you introduce a new hardware or software system that is beyond their comfort zone.
You will go from goat to hero and back again multiple times within any given day. When you are able to fix the silly error they make (see previous) - you are instantly a hero, that is until their next silly mistake.
Your co-workers will use you as personal tech support for their home PCs. Your co-workers will treat you as their personal technical support personnel for their home PCs. They will ask you about how to deal with the virus on their personal PC; ask you how to upload photos and videos, etc. A sufficiently higher officer on the pecking order can even ask you to install wi-fi in his home.
Managers and consultants are quick to take all the credit when things work well and will blame you when things go wrong. Like in the blog/forum, consultants here will try to put the blame on you by arguing that their solution works great elsewhere so it must be a problem with the local IT infrastructure. Managers, on the other hand, curiously, are often on the consultants' side and will try to adjust local processes to accomodate the consultants. Managers always try to save face and their hide before the really big bosses.
You’ll spend far more time babysitting old technologies than implementing new ones. This is related to the next one. The Philippines, despite the onset of technological advances, still maintain a lot of legacy systems. IT personnel spend a lot of time maintaining established technologies than implementing new ones. One reason is the budget, there is simply no new money to acquire the newer technologies. Another reason is some older people do not want to wander away from their comfort zones.
Veteran IT professionals are often the biggest roadblock to implementing new technologies. Sometimes, upgrading or replacing software or infrastructure is more cost effective. However, one of the largest roadblocks to migrating to new technologies is not the budget; it’s the veteran techies in the IT department. Once they have something up and running, they are reluctant to change it. You can't teach old dogs new tricks. Specially when they are downright and comfortable where they are.
Some IT professionals deploy technologies that do more to consolidate their own power than to help the business. When they don't want to wander off their comfort zone, they secure it further. Some IT managers implement technologies based on how well those technologies make the agency dependent on them.
IT pros use jargon to confuse nontechnical managers and hide the fact that they screwed up. All IT pros screw things up once in a while. However, not all IT pros, as the blog suggest are good at admitting when they make a mistake. Much more the Filipino. Given that many top managers are not techie enough, IT pros use jargon to confuse them (and cover up the truth) when explaining a problem. The irony is the jargon is equally confusing to the older (veteran) IT pros who use them. A perfect case of the blind leading the blind.
Friday, January 11, 2008
Why the Eee PC will not attract Pinoys
The Eee PC from Asus will not be as well received here locally as in the US. The product from the trusted motherboard manufacturer has been receiving rave reviews since its release. Locally selling at Php17,500, it is cheaper to get the Eec here than anywhere else. But why do I think this solid product, with specs just a shade under that of the smallest Fujitsu Lifebook and Toshiba Libretto but selling at 20%-25% of the price, won't be a big hit here?
For Php8,000 more you can get full-featured laptops (bigger screen, bigger harddisk) that won't make you squint. The US markets like the Eec because the package includes customized open-source operating system and office productivity suite. Locally, factoring in the price of Windows OS and Office suite on top of a regular laptop will set you back by another Php22,000. With software costing more than the laptop itself, a BSA-compliant laptop will cost at least Php47,000.
Savvy local users who have Php25,000 to spare can get a laptop that doesn't look like a low-cost Dvd player and still get the latest software by installing wares peddled by Capt. Hook's Penzance-based company. Between a Php17K(7in-screen-4GB disk) and a Php25K (14in-screen-60GB disk), you get more bang for the buck with one with illegal software. Many will risk BSA ire and get the latter. Only if we are as hard on piracy as they are in the West, then the Eec will have a chance here.
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