======================================================================== THE ADVICE LINE: BOB LEWIS http://www.infoworld.com ======================================================================== Wednesday, August 18, 2004
LATEST WEBLOG ENTRIES ======================================================================== * Where to practice a practice * Writing a book ADVERTISEMENT -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- IP - Can you hear me now? IP Telephony can deliver powerful benefits by cutting costs, supporting new applications, and improving customer service. Tune in to learn more. http://newsletter.infoworld.com/t?ctl=82BEED:2B910B2 -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- WHERE TO PRACTICE A PRACTICE ======================================================================== Posted August 17, 2:15 PM Pacific Time Dear Bob ... Just read your Advice column on "Practice vs Process" and found it really struck a chord with me. For some time now I have been aware of the industry trend toward commoditizing software development (see ASP.NET, Java and offshore) such that the majority of developers are interchangable (read "low cost") parts. This goes nicely with the "Process" mentality you outlined. As someone in the industry I find this all rather depressing and would prefer more of a "Practice" environement but feel these opportunities are shrinking rapidly. I wonder if you have any comment on the best places to look for these kinds of jobs? Consulting perhaps? - Practicing hard Dear Practicing ... For the most part, shops that make use of waterfall methodologies, with rigid, sequential phases (for example: feasibility, requirements, external design, internal design, coding, testing, and roll-out) are process-oriented and prime candidates for offshoring as well. My general sense is shops that use the Rational Unified Process (RUP) are headed in a process direction as well, as one of the standard techniques is to create an "object factory." Shops that are adopting eXtreme programming, contextual design or "agile methodologies" of some kind, in contrast, are going to view development as a practice. Another way of saying the same thing is that these approaches make the discipline more of a craft than a factory. For internal IT, all of this is largely irrelevant, or at least that's my guess. Since for internal IT the most common mantra is "buy when you can, build when you have to," the question is whether systems integration is more of a process or more of a practice. I think the latter is a better description, because no matter what mix of standard elements a company buys, it will be a unique blend of standard elements, which will make the effort to glue the pieces together custom work rather than commoditized work. At least, that's my expectation. To answer your last question, yes, consulting is a practice, at least as I define the term. But I draw a distinction between consultants and contractors; clients engage the former for their expertise; the latter for their efforts. Clients should expect contractors to comply with whatever processes have been defined for the work at hand. One of the nicer ironies, by the way, is that process design is a practice, not a process - something some process design consultants seem to have a difficult time grasping. - ... For the full story: http://newsletter.infoworld.com/t?ctl=82BEEA:2B910B2 WRITING A BOOK ======================================================================== Posted August 14, 9:58 AM Pacific Time Everyone: A reminder - if you don't like the topics covered here in Advice Line, there's a simple solution. Send me a question! It's easy - just e-mail it to [EMAIL PROTECTED] ( mailto:[EMAIL PROTECTED] ) ( mailto:[EMAIL PROTECTED] ). Dear Bob ... I'd like to write a book, but I find the thought intimidating. You've written several - how did you manage it with everything else you have to do every day? - Budding Author Dear YoungFlower ... I notice you aren't asking how I manage to write so well ... sigh ... only how it's possible to actually start writing a book and get to the end before the sun goes nova and the world ends. Oh, well. Anyway, the answer is relevant to every business professional (and, I imagine, most business amateurs as well if there is such a thing.) Because every day you face a list of meetings and tasks that defines what you must get done. These are important, but they conflict with your long-term goals, whether they're writing a book or changing your organization's culture. If you aren't careful, the habits that make you most effective in the short term will prevent your achieving what you really want to achieve. So every morning, as you plan your day, ask yourself this question: What can I accomplish today that will advance my long-term goals? When I'm writing a book, I make sure that three mornings a week I add at least 1,500 words to the manuscript - about three pages. The other days I review what I've written, cogitate and make notes for future writing days, read material that might lead to useful thoughts, or what have you. Three pages isn't all that difficult to manage in a day. Nine pages a week might not seem like much. If you do the math, though, you'll find that at this pace you too could write a 225 page book in six months. If you make some progress every day, you're sure to get there eventually. Whether it's any good is an entirely different question. And yes, I know it sounds like one of those fatuous bits of time-management advice. But it still works. - ... For the full story: http://newsletter.infoworld.com/t?ctl=82BEE9:2B910B2 Bob Lewis is president of IT Catalysts, Inc., http://newsletter.infoworld.com/t?ctl=82BEEE:2B910B2 , an independent consultancy specializing in IT effectiveness and strategic alignment. 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