Tuesday, November 28, 2006

What is "documentation?"

Logo:Profitable Venture Tactics To me, documentation is a CAUSE, an idea worth working for. Documentation is the beginning, the foundation, and the bedrock of worthy undertakings.

"Without a doubt my commitment to writing things down and having a system in place to remind me of my action items has been a major reason I've been able to achieve all that I have." -- Dr. Mercola, "Learn the Secrets of How To Get Things Done Quickly & Easily."

But recently someone asked me, "What do you mean by documentation?"

Maybe people don't think about "documentation" often, but nearly everyone uses it. Have you read or used any of the following lately?
Advertising, API documentation, banking records, brochures, bus schedules, business cards, cave art, computer files, Constitution and Bill of Rights, contracts, Declaration of Independence, diaries, divorce papers, email, graffiti, legal papers, licenses, manufacturing instructions, meeting agendas, mystery novels, newspapers, notes on the back of cocktail napkins, operations manuals, paper money, paper trails, pictographs, promissory notes, receipts, recipe books, Sanskrit writings, scripts for movies and plays, tax codes, technical manuals, threatening letters, etc.
Today, in addition to printed documents, a lot of documentation takes the form of websites, data on disks, CDs, etc. But, in any format documentation must be organized and encoded in a language that someone (or a machine) can understand.

Is computer documentation similar to company documentation?
Let's see. A computer system is an organization of functional components that operate to produce predictable result(s).

Similarly, a company is an organization of functional components that operate to produce predictable result(s).

Yet, they seem different. Is their documentation similar? In the following few paragraphs, I will compare a certain type of technical computer documentation with business documentation.

Computer Documentation
Have you ever heard the term "API"? In computer jargon, "API" means Application Programming Interface. (I don't know when the term "API" became popular, but technical manuals for programmers have been around for decades.)

API documentation tells programmers how to use (interface with) pre-programmed Application Programs. The API document tells the programmer the precise language and message format expected by an Application Program. The Application Program itself can be any computer function such as an operating system, a database management system, a communications protocol, a formatting program, a math function, whatever.

To implement an API, the programmer must write a PRECISE function-call for the Application. If the call is not precise and accurate, the computer may deliver unexpected results, or an undecipherable error message, or maybe the "blue screen of death!"

Below is a piece of API documentation, showing code for how to set up request variables for an application called DISPATCH.
[...]
<*dispatch transport='test-email'*> <*map*> <*varpair name='body'*><*map*> <*varpair name='content'*>You have successfully received a test message.<*/varpair*> <*varpair name='characterencoding'*>Cp1252<*/varpair*> <*/map*><*/varpair*> <*varpair name='email'*><*map*> <*varpair name='address'*><*list*> <*param*>nameguy@abco.com<*/param*> <*param*>tigger@abco.com <*/param*> <*/list*><*/varpair*>
[...]
Of course, the above instructions are written for a computer. I will spare you the rest of the API documentation that explains what all that means.

Programmers may need to spend a lot of time trying to understand API documentation, especially if it's poorly written. API documentation must be readable by programmers. Still, it can be intimidating, especially for calls to display or print information. Operating systems like Windows may have thousands of APIs.

The point is this: Using APIs, programmers must write precise code to communicate with the operating system and other software.

NOTE: Many software developers are slow to write their Application Program Interface (API) documentation. That means the development team relies on "tribal knowledge" and rumors!

Business Documentation
Analogous to the above...

In business jargon, "BPI" means Business Process Interface. Never heard of BPI? I just made it up!

BPI documentation tells employees exactly how to interface with (use) predetermined Business Processes. The BPI documentation tells employees what input a given Business Process expects.

A Business Process can be any company function such as buying office supplies, booking a sale, developing a brochure, manufacturing a widget, whatever.

To use a Business Process Interface (BPI), the employee must provide information to the Business Process. If the information is not precise and accurate, the employee may get unexpected results, or an unintelligible memo, or maybe a "pink slip of termination!"

Here are a few steps I wrote for a Business Process called "Quick-Turn:"
The main steps for having the Quick-Turn item(s) shipped are as follows, listed in sequence of activities:

Requester: Prepare the Quick-Turn Shipping Request Form and obtain approvals as follows:

___ Fill out a Quick-Turn Shipping Request Form (see QTSR Form and Quick-Turn Form Fields on Fields pages 17 and 18).
NOTE: An incomplete QTSR delays the 2-hour turnaround.

Ship Direct, Do Not Consolidate.

For international shipments see INTERNATIONAL SHIPMENTS, page 21 and INTERNATIONAL CARRIER SELECTION, page 21.
___ Obtain Manager's approval of the by signature.
NOTE: Approval limits are the same as current signature delegation approval limits for department expenses. (See Signature Delegation, page 23 and Signature Delegation Limits, page 24.)
___ Obtain Finance approval, if QTSR is for more $1,000.

___ Take approved QTSR to PVD Order Administration.

___ ...yada...yada...yada...
Of course, the above work instructions are written for human employees. Employees may need to spend a lot of time trying to understand BPI documentation, especially if it's poorly written.

But, many companies have not written their Business Process Interface (BPI) documentation. That means the company relies on "tribal knowledge" and rumors!

In Summary...
1. API (Application Programming Interface) documentation tells a programmer how to interface with an application program.

2. And, BPI (Business Process Interface) documentation tells an employee how to interface with a business process.

The general process of writing either is the same, while the contents are quite different. Both take the ability to thoroughly research, organize, write and checkout the interface process.
"In every case, enterprises are trying to break down the walls between applications, lines of business, departments and individuals. They are looking to create more continuous business processes that transcend these artificial boundaries. This is of huge importance [...]

"[...] By some accounts you could call 2004 the year of business process, or at least a noble waypoint on a journey."


-- Line56 - The e-Business Executive Daily
Don’t let the lack of good documentation stunt the growth of your business! Click here to get help!

============================================================
Exercise for the Serious Organization Builder.
Download an updated (FREE) version of the Business Builder Outline (PDF file).
"Hi Mike ... thanks for your Business Builder outline ... good overview of what to plan for! I am about to launch my business ... and want to make it 'franchisable' ... a 'timely' download ... Thanks again, Ash"
============================================================

HELP Profitable Venture Tactics help your colleagues.
This Blogrelies on subscriber's participation. So, it stands to reason, the more subscribers, the more participation. You can expand the circulation by telling your colleagues about Profitable Venture Tactics.

Your business and management colleagues will thank you for being so thoughtful.
What did you learn today that you found most beneficial?
How will you apply what you have learned at work?
Please email your comments

Best Regards,

Mike Hayden, Principal/Consultant
Your partner in streamlining business.

PS. If you're not on our P V T Roster, click here PVT sign up (FREE)
PPS. Click here to sign up for the PVT Forum (FREE).


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(c) 2006 Mike Hayden, All rights reserved. You may use
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Sunday, November 26, 2006

Can you use this scorecard for a major victory in your fight against atrophy?

Logo:Profitable Venture Tactics My secret plan that made personal history. You know it's that time of year again... You're thinking about your Resolutions for 2007. I recently asked about 200 people this one question: What is the one thing that you could start doing today that would improve the quality of your life?

They emailed their answers to me. I found that nearly ALL replies showed this answer: get more exercise, get in shape, and lose weight. So, I'm pretty sure you have similar goals. After all, exercise helps your heart and may prevent the onset of Parkinson's. Exercise positively clears up an atrophied mind.

Still, the hard part is fulfillment: DOING IT! Since I've been doing it for decades, I consider myself somewhat of an expert. Here's how I DID it... My 4-step plan on how to think, act, and mold a healthier body even if you can't lose weight! Plus new tricks to fight personal atrophy.

Step 1
I wrote down a list of things that I COULD do -- IF I were really going to exercise. I did NOT consider my list a commitment. I just jotted down my ideas -- even activities I had never done before.

Step 2
Alongside each activity, I jotted down how much time it would take -- IF I were to do that activity. This gave me some idea of when I could do it - IF I were to do it. I then wrote a possible schedule, based on my daily activities - IF I were to do it.

Step 3
I developed a "scorecard" that would show my participation -- IF I decided to do it.

Step 4
I thought about where I could post the scoreboard where I could see it as a daily reminder. By this time, my mind had been tricked into saying, "OK, I will schedule 6 days a week with Monday off."

(Notice the sudden enthusiasm and tendency to over commit!)

(Read on to get your bonus download!)

"OK Mike, what do you mean by scoreboard?"
I will show you actual scoreboards examples in a moment. First, let me explain. My scoreboard ROWS down the page show 1 row for each day in a month. Its COLUMNS across the page list all my exercise possibilities. That way, I can track everything.

Here are the exercises (columns) on my list:Walk, run, row/aerobic, jump rope, tai chi (fast set), hsing yi, ba gua, (open), (open), chest, back, Tibetan rites, chi kung, chi coiling, tai chi, stretch, abs.

Naturally, my list would be different from yours, should you choose to experiment with this idea.

I use the (open) columns for unspecified activities I want to include sometimes. Variety is the spice of life! I also have columns for recording data from my Polar Heart Watch (aerobic zone arrows), recovery time. If you get into aerobic training, you'll want a heart watch. I also have a column to record weight.

Do I do all these exercises everyday? Heck no! Just take a look at this scoreboard from last February when I was spending every minute writing a book. Scorecard for a slow month
For this whole month, I only took three 30-minute walks! Here's a more typical scoreboard.
Scorecard for a good month
Obviously, I don't get around to every exercise every day or month. But, I have this theory that any exercise is 100 times better than no exercise.

OK, download this blank scoreboard (PDF file) that YOU can download and tailor for your own exercise program. Print out as many copies as you need. In this form, notice that I left right-hand columns for your aerobic zones (arrows) and weight.

Yes, but can you deal with your own mind?
When I am traveling, I usually run for exercise. It's a good way to relieve the atrophy from sitting all day. For example, here's a journal entry from a recent trip...

[...]From the motel, I run up a hill, turn left past the park where skate-boarders practice, then run the bridge across the Colorado River. Wow, that water is moving! I continue running to the lumberyard then turn around.

I run facing the traffic so I can see oncoming cars. Today's cars are so quiet they can sneak up from behind.

Some people are satisfied with running occasionally - or not at all. Fine. But, if you're going to run, I recommend some basic equipment. Good shoes (I check Runners Magazine for shoe evaluations) & running shorts.

I use a Polar Heart Watch for all aerobic training. For me, running without a heart watch is like driving without a speedometer. Also, I use a Timex watch with several timers and alarms.

I follow a written program that specifies a safe program of progress, and I keep a written progress record.

When running, I must deal with my friend, the mind. (The mind is the voice in the back of your head that sounds like you. It says things like,
"Ambition is a poor excuse for not having enough sense to be lazy.")
I remember running everywhere as a kid. That was fun! Then, one day my mind said something like,
"Hey! What's the rush? Take it easy! Walking is fast enough. Sit down. Have a snack! Take a rest. Better yet, lie down. Take a nap."
So, I quit running around. If you quit running as I did, then later decided to run, you probably discovered the mind's resistance. Even if you've run hundreds or thousands of miles, the mind will try to make deals like this ...
"Hey Mike, it's too cold and windy. Be careful! You might fall down. You've run enough for today. Stop. You can run longer tomorrow."

"But I've only been running 90 seconds!"

"Hey, that's plenty! Don't overdo it! You might over-train and hurt yourself! You've got your whole life to train. Run a couple more minutes then have a donut!"

"A donut? You know I've sworn off donuts."

"OK, a brownie. You love chocolate! Look! There's the convenience store. It's OK. Just this once, pleeease!"

"Maybe I'll stop on the way back."

"That's too long! By then, you could be in the hospital because some idiot ran over you! C'mon, there's always tomorrow! Just walk today. You can always run tomorrow, OK?"

"NO DEALS! Tell you what. Check back with me in 10 minutes."
Within 10 minutes, my mind quits whining and starts nagging like this...
"Hey! Pick it up! You can't expect to improve when you run like a slug! Get Moving! ...yada...yada...yada..."
It never ends.


The bad news: running causes heart, lungs, muscles, and bones to wear down. The good news: the body knows how to repair itself.

So, just tell your mind, "NO DEALS!" And keep training!

It's your move!
OK, my scorecard should help you get you started. It's your move. Some people say they aren't interested in exercise. I think it's a way to hide the fact that they simply don't think they can do it.

Are you really going to DO it this year? Or, are you going to just lay there like a chicken with its body cut off? But wait, I have one final question!

How could you use a scoreboard system like this to score a major victory in your fight against atrophy in your own business? Don't let atrophy stunt the growth of your business!

============================================================
Exercise for the Serious Organization Builder.
Download an updated (FREE) version of the Business Builder Outline (PDF file).
"Hi Mike ... thanks for your Business Builder outline ... good overview of what to plan for! I am about to launch my business ... and want to make it 'franchisable' ... a 'timely' download ... Thanks again, Ash"
============================================================

HELP Profitable Venture Tactics help your colleagues.
This Blogrelies on subscriber's participation. So, it stands to reason, the more subscribers, the more participation. You can expand the circulation by telling your colleagues about Profitable Venture Tactics.

Your business and management colleagues will thank you for being so thoughtful.
What did you learn today that you found most beneficial?
How will you apply what you have learned at work?
Please email your comments

Best Regards,

Mike Hayden, Principal/Consultant
Your partner in streamlining business.

PS. If you're not on our P V T Roster, click here PVT sign up (FREE)
PPS. Click here to sign up for the PVT Forum (FREE).


* * * * * * * * * * * * * * * * * * * * * * * * * * * * * *
(c) 2006 Mike Hayden, All rights reserved. You may use
material from the Profitable Venture Tactics eZine in
whole or in part, as long as you include complete
attribution, including live website links and email link.
* * * * * * * * * * * * * * * * * * * * * * * * * * * * * *

Monday, November 20, 2006

Discovering things the hard way.

Logo:Profitable Venture Tactics Years ago, I read "The Lazy Man's way to Riches" by Joe Karbo. Joe recommended using affirmations for achieving goals. I figured if one affirmation was good, lots of affirmations would be better. I wanted a LOT of stuff - right away!

So, I created about 100 affirmations on 3x5 cards. I read these cards morning, and night, visualizing the results I wanted.

Sure enough, immediately I saw results! Better house! Better car! Better job! Better stuff! More fun!

Interestingly, I didn't even appreciate my new stuff. My attention was on what I did NOT have! So, I added even more 3x5-affirmation cards and read them day and night through gritted teeth. I WANT THE REST OF MY STUFF!!!

Well, my life turned to sh**! (I will spare you the details.) But, here's why.

It was somewhat insidious, but I had set many conflicting goals. In a way, some goals said go left. Some said go right. Some said up, some down. Thus, I became a quivering mass of indecision and rage! (Not funny!)

I had discovered - the HARD way - that for a balanced life, there must be a BALANCE of goals!

More on this later...

============================================================
Exercise for the Serious Organization Builder.
Download an updated (FREE) version of the Business Builder Outline (PDF file).
"Hi Mike ... thanks for your Business Builder outline ... good overview of what to plan for! I am about to launch my business ... and want to make it 'franchisable' ... a 'timely' download ... Thanks again, Ash"
============================================================

HELP Profitable Venture Tactics help your colleagues.
This Blogrelies on subscriber's participation. So, it stands to reason, the more subscribers, the more participation. You can expand the circulation by telling your colleagues about Profitable Venture Tactics.

Your business and management colleagues will thank you for being so thoughtful.
What did you learn today that you found most beneficial?
How will you apply what you have learned at work?
Please email your comments

Best Regards,

Mike Hayden, Principal/Consultant
Your partner in streamlining business.

PS. If you're not on our P V T Roster, click here PVT sign up (FREE)
PPS. Click here to sign up for the PVT Forum (FREE).


* * * * * * * * * * * * * * * * * * * * * * * * * * * * * *
(c) 2006 Mike Hayden, All rights reserved. You may use
material from the Profitable Venture Tactics eZine in
whole or in part, as long as you include complete
attribution, including live website links and email link.
* * * * * * * * * * * * * * * * * * * * * * * * * * * * * *

Saturday, November 18, 2006

Why don't (won't) people get organized?

Logo:Profitable Venture Tactics Here are some popular excuses and attitudes for not getting organized and writing stuff down.

"I don't have enough time."

"It's not my job man! You hired me to be a [manager, programmer, accountant, engineer, whatever] ...yada... yada...yada..."

"That's MY stuff, I'll leave it lying around if I want."

"I AM organized - it just LOOKS sloppy! Besides, a clean desk makes it look like I'm not doing anything! I know where everything is, that's all that matters..."

"I hate to write - it's not exactly a cure for boredom."

"Whenever I feel like getting organized, I lie down until the feeling goes away."


Covert thoughts: "If I write stuff down, people will see my mistakes. (So, I'll hide my engineering drawings)... besides, if I document my job, they will replace me. I'll lose my job!"

That's why the problem of dis-organization persists.

Here's a proven approach to getting organized.
Let's face it. You can grow your organization ONLY if you can promote or replace your employees. Thus, you and your team must be able to replace yourselves so you can receive raises, promotions, and vacations.

Oh sure, if you have a vast supply of money you can build a bloated bureaucracy where raises, promotions and vacations are automatic - and where no one gets fired. (Can you say "government?") But, this Blog is about tactics for effective PROFITABLE ventures.

You say, "OK mister, how do I create an Org Chart for MY organization? How does your little Halloween Party example apply to me?"

Please let me explain. Grab your pencil and paper. Write down your answers to these questions.

As in the party example, write down YOUR two realities.
1. What is your PRESENT reality?

2. What is your ideal FUTURE reality? (Your organization's Strategic Objective.)

Now, draw a box. Label it "CEO." That's your position (even if you have a boss(es)). We're building your organization below your position.
Draw three boxes underneath, connected to CEO.

Label these boxes MARKETING, OPERATIONS, FINANCE. Simple Org Chart

Recall from the party example, I had no "organization" until I created it. Then, everything flowed from there, based on my Strategic Objective.

For now, YOU fill ALL your boxes - until you delegate the accountabilities for those positions.

"But," you say, "I don't need MARKETING or FINANCE departments... and what do you mean by OPERATIONS?"

These boxes represent functions, not people.
The MARKETING function is to promote the service or product your organization offers. It doesn't matter if you are the head janitor, manager of the print shop, or the Big Kahuna.

The OPERATIONS function is to produce and deliver your organization's product or service.

The FINANCE function is to keep score - whether it's money or other measurable results.
It all flows from YOUR Strategic Objective. In the party example:
MARKETING promoted the party plus the ideas of bringing decorations and helping with setup and breakdown.

OPERATIONS produced, delivered, and retrieved the decorations, and cleaned up.

FINANCE tracked money and attendance within specified limits.
So, let me ask you... write this down...
What service or product do you need to promote?

What do you need to produce and deliver?

How are you going to keep score?

What are your basic goals. What are their requirements and activities?
Now allocate the required labor into suitable position boxes.
Now, who can you delegate those responsibilities to? (Whom can you count on?)

How are you going to communicate? Memo? Phone? Email? Snail mail? Rumor? Gossip? How often?
You decide.
Can you delegate all the accountabilities for a given box to someone else? Or, do you keep the title and delegate as much work as possible?

Do you have someone you could train and promote to take over that department?

WAIT! Has that person documented their current position? If not, guess who will inherit the work of that vacant position? (Hint: Either the person you promoted to the new position - or worse, YOU! (To avoid this pitfall see The Ultimate Career Builder.)
After all, as Manager, you're accountable!

OK. If you've written all this down, you've got a good start on building your Org Chart! Congratulations!

There's more to learn and apply.For example, you can use your Org Chart as a map for physical files, computer files, and email files, among other things.

Using your Org Chart as a map, you know immediately where to store things - and from where to retrieve them. Theoretically, every box on the chart could have a physical folder and a computer folder.

Questions about your organization chart?

Q: "What if my department needs more departments than MARKETING, OPERATIONS, and FINANCE?"

A: You would create departments underneath those departments, based on division of labor. For example, in which department would you put your sales team?

MARKETING! Surely not OPERATIONS or FINANCE.

For example, examine our Senior Management Services chart below.

SMS Organization Chart

Q: "In your Org Chart, you show 'QA' - Quality Assurance - under the president - what is that about?"

A: (In my organization), QA has to do with the condition of *people* - employees and customers. For this, we use QA Audits, among other things, to great advantage.

(We also use the QA department for storage and retrieval of data, processes, and forms that we "generalize to the "highest level"(such as forms used throughout the whole company.)

Also, notice that "QC" - Quality Control - is under OPERATIONS. QC has to do with the quality of *products and/or services* produced by OPERATIONS.

Someday, I may discuss our "QA" department in another Blog. If you have other questions, send me an email .

============================================================
Exercise for the Serious Organization Builder.
Download an updated (FREE) version of the Business Builder Outline (PDF file).
"Hi Mike ... thanks for your Business Builder outline ... good overview of what to plan for! I am about to launch my business ... and want to make it 'franchisable' ... a 'timely' download ... Thanks again, Ash"
============================================================

HELP Profitable Venture Tactics help your colleagues.
This Blog relies on subscriber's participation. So, it stands to reason, the more subscribers, the more participation. You can expand the circulation by telling your colleagues about Profitable Venture Tactics.

Your business and management colleagues will thank you for being so thoughtful.
What did you learn today that you found most beneficial?
How will you apply what you have learned at work?
Please email your comments

Best Regards,

Mike Hayden, Principal/Consultant
Your partner in streamlining business.

PS. If you're not on our P V T Roster, click here PVT sign up (FREE)
PPS. Click here to sign up for the PVT Forum (FREE).


* * * * * * * * * * * * * * * * * * * * * * * * * * * * * *
(c) 2006 Mike Hayden, All rights reserved. You may use
material from the Profitable Venture Tactics eZine in
whole or in part, as long as you include complete
attribution, including live website links and email link.
* * * * * * * * * * * * * * * * * * * * * * * * * * * * * *

Friday, November 17, 2006

THE PARTY

Logo:Profitable Venture Tactics Here’s the general idea of an organizational strategy with a true story.
In 1980, the manager of a Creative Department got "volunteered" to chair the Halloween Party Decorations Committee.

He had to see and understand TWO REALITIES at once.

1. His first reality was the PRESENT.
He had agreed to be responsible for decorating the Halloween Party for 200-300 people. When he saw the venue - a huge (empty) warehouse with 15' ceilings - he was overwhelmed!

The live band would require a decorated, elevated stage...

...Plus, when the party was over, the warehouse had to be immaculate, as if nothing had happened.

Interestingly, he somehow thought he had to do everything himself! A Resource-of-One, what an ego trip! But, he could see that it was WAY too much work for one person!

First, he got furious! "How the hell did I ever get conned into this?" He thought about telling them to shove... well, never mind. These realities were quite palpable.

He must achieve certain objectives...

After he calmed down, he took stock of his resources: pencil & paper, and, ...aha! ... Phone numbers of those who bought tickets for the party.
2. His second reality was the FUTURE.
Anything but certain. So, he took his pencil and paper and began planning. Hmmm, his Strategic Objective - his "Dream" - was a fantastic party!

He thought, "This better be good. I'm missing Nick at Nite for this! Hmmm??? how COULD I create a party TEAM to obtain my Strategic Objective - to make my 'paper tiger' Dream a reality?"

He wrote down his basic goals, requirements and activities.

He created an Organization Chart. He knew he had to promote the idea. He knew he had to produce the result. There might be some expenses... He knew he had to divide the labor.

He drew a typical Corporate-America-style chart with himself at the top as "CEO" (Celebration Embellishment Officer), responsible for planning, organizing, promoting, delegating, etc.

He drew three boxes under CEO: MARKETING, OPERATIONS, and FINANCE.

Simple Organization Chart

MARKETING would promote the party and convey a spirit of fun and cooperation. Using a phone tree, he would have others call others to hype the party! "And by the way," they would ask, "How about bringing an outrageous Halloween decoration item!"

OPERATIONS would do party-time setup and breakdown of decorations and props. Again, he used a phone tree. They enrolled a few to show up early for set up, and others to help with post-party breakdown and clean up.

FINANCE would track and pay any expenses.

A meeting? No way! Who wants to drive in Bay Area traffic? By phone, he made agreements with people he could count on. In turn, they agreed to make agreements with people THEY could count on.

They kept in touch by occasional phone calls.
THE BIG DAY!

OK. It's now the day of the party... He shows up early. He’s terrified! "Yikes! What if those people don't keep their word?"

He paces back and forth. He worries himself into an excruciating frenzy! Soon, one man shows up with a couple of decorations... not much for a huge warehouse.

A costumed girl shows up to help - but there's nothing to work with... He doesn't need a costume because he looks like a ghost.

Suddenly, like an EXPLOSION, a couple dozen costumed people come with ladders, decorations, costumed mannequins, colored lights, you name it!

He watches his team create an amazing "Tunnel of Horrors" and set up the stage and sound system. The band shows up in costume...

...And then scores of partygoers show up - and all hell breaks loose! What a BLAST!

Later, at the appointed hour, the team shuts the doors to the silent and immaculate warehouse, leaving not a trace of the crazy party.

Did I mention there was no booze or drugs? No expenses either. His team members had gladly donated their time, talent and props.

And he hardly lifted a finger, thanks to his organizational strategy and delegation to people that could be counted on!

Plus, he documented everything for the next party... (I know this story is true because I was that guy!)

This example shows how an effective Organizational Strategy can work for any organization for about any purpose.

"But... but... if it's so easy..."
If it’s so easy, why don't (won't) people get organized?

(I’ll discuss why in the next blog.)

============================================================
Exercise for the Serious Organization Builder.
Download an updated (FREE) version of the Business
Builder Outline (PDF file)

============================================================

HELP Profitable Venture Tactics help your colleagues.
This eZine relies on subscriber's participation. So, it stands to reason, the more subscribers, the more participation. You can expand the circulation by telling your colleagues about Profitable Venture Tactics.

Your business and management colleagues will thank you for being so thoughtful.
What did you learn today that you found most beneficial?
How will you apply what you have learned at work?
Please email your comments

Best Regards,

Mike Hayden, Principal/Consultant
Your partner in streamlining business.

PS. If you're not on our P V T Roster, click here PVT sign up (FREE)
PPS. Click here to sign up for the PVT Forum (FREE).


* * * * * * * * * * * * * * * * * * * * * * * * * * * * * *
(c) 2006 Mike Hayden, All rights reserved. You may use
material from the Profitable Venture Tactics eZine in
whole or in part, as long as you include complete
attribution, including live website links and email link.
* * * * * * * * * * * * * * * * * * * * * * * * * * * * * *

Sunday, November 12, 2006

Trouble getting Organized?

Logo:Profitable Venture Tactics Can’t get started on a project?
The other day someone said,"I've gotta get organized! I can't even start on my project because I can't seem to 'get organized.'"

My advice: write stuff down! Get ideas and information out of your head and on to paper where you can work with them.

In recent blogs, we looked at the problem of "Vanishing Technology" and how you can solve it by writing stuff down... the RIGHT STUFF... And the fact that people HATE to write (of course, I’m not referring to any of my readers).

Managers usually neglect to properly design their organization because it seems too esoteric. However, you should persist. For proper design, you must create a functional Organization Chart. In turn, you will yield benefits sooner than you think. For example, here’s the Org Chart for the top three levels of my company:

Sample Organization Chart

Immediate action produces immediate results!

Do You Suffer from Dis-Organization?
DIS-organization means the absence of organization. What are the symptoms of disorganization?
Disorganized THINGS: Missing data and reports... Lost customers... Sloppy logistics - stuff not in the right place at the right time... Cluttered desks, buildings and equipment... Ambiguous communication... Overwhelm from information overload ...

Disorganized ACTIVITIES: Mismanagement of resources... Actions out of sequence... Working on the wrong things... Confusion... Employees focussed on trivial problems while ignoring important areas...

Disorganized PEOPLE: Staffers embroiled in bureaucratic turmoil, disconnected from the organization and its goals... Meetings and events start late and ramble aimlessly forever ...Employee resentment festers into covert sabotage (not as easy to detect as a toupee).
Sound familiar?

OK. HOW do you "get organized? What is an ORGANIZATIONAL STRATEGY?"
First, let's look at these two words: organize and strategy.

When you ORGANIZE, you arrange things into an orderly, functional, structured whole or pattern, usually for some united action.

So, an ORGANIZATION is a group of people organized for a specific purpose. You create a structure so people can systematically cooperate to conduct business (or whatever).

Simply put, a STRATEGY is a plan of action intended to achieve a specific goal.

So, in plain English, you create an ORGANIZATIONAL STRATEGY when you arrange things in a pattern or structure so you can act to achieve a specific goal. ("Things" can be data, processes, people, things, etc.)

BTW: Problem solving is when you devise (strategy) and implement (tactics) a way to find a solution or transform a less desirable condition into a more desirable one.

What's an ideal situation for your organization?
Let's imagine an ideal situation for your organization.

You have a functional Organization Chart (Org Chart). You designed it to streamline fulfillment of your organization's Strategic Objective. On your chart, you show your management structure and career paths, and how positions report to each other.

For every position, you have Operations Manuals with: written goals, accountabilities, action plans, standards, work instructions, etc.

Instead of generic job descriptions,you have Position Contracts - signed agreements to produce specific results.

You have written procedures for department interactions, for hiring and firing, etc.

Did you write all this documentation? NO! You had your team write it! So, if you need to replace someone - for any reason - a new person can inherit that job because it's documented. You can even cruise to Acapulco because you've documented YOUR job!

What a concept!

============================================================
Exercise for the Serious Organization Builder.
Download an updated (FREE) version of the Business
Builder Outline (PDF file)

============================================================

HELP Profitable Venture Tactics help your colleagues.
This eZine relies on subscriber's participation. So, it stands to reason, the more subscribers, the more participation. You can expand the circulation by telling your colleagues about Profitable Venture Tactics.

Your business and management colleagues will thank you for being so thoughtful.
What did you learn today that you found most beneficial?
How will you apply what you have learned at work?
Please email your comments

Best Regards,

Mike Hayden, Principal/Consultant
Your partner in streamlining business.

PS. If you're not on our P V T Roster, click here PVT sign up (FREE)
PPS. Click here to sign up for the PVT Forum (FREE).


* * * * * * * * * * * * * * * * * * * * * * * * * * * * * *
(c) 2006 Mike Hayden, All rights reserved. You may use
material from the Profitable Venture Tactics eZine in
whole or in part, as long as you include complete
attribution, including live website links and email link.
* * * * * * * * * * * * * * * * * * * * * * * * * * * * * *

Friday, November 10, 2006

Can Principles really make a difference?

Logo:Profitable Venture Tactics Can Principles really make a difference?
Let's face it. Your word is law in your universe. (But only for you.)

I leave the health club shaking like a leaf. I’ve started doing "The Five Tibetan Rites" again. The program takes 7-days a week for 10-weeks. This takes discipline! I dare - no double-dare - you to try it! For instructions, visit Mary Kurus' site. The rites are based on a 1985 a book called The Ancient Secret of the Fountain of Youth by Peter Kelder.

I flash back to an Internet article I read recently, entitled, The Principle of Principle, by George Grant, January 1st, 2003. He said:
[...] much of the current flood of seminars, books, tapes, courses, and programs on leadership focus on management techniques. We are obsessed, it seems, with mechanical, structural, and methodological tricks.

"[...] sane leadership--whether in business, in public affairs, or in private concerns--must begin not with techniques but with principles [...]"
That reminded me ... In previous Profitable Venture Tactics eZines, I've written about techniques. Today, I will talk about principles.

First, what do I mean by "principle?"

Well, principle is a basic truth, law, or assumption. It's a rule or standard of behavior or action. A principle is your Guiding Star, your Golden Rule, your maxim or code of honor. A principle is your Bushido (traditional code of the Japanese samurai, stressing honor, self-discipline, and bravery, simple living).

So, a person of principle has stable confidence in his Guiding Star. A person of principle is committed to clearly articulated values that remain despite particulars, position, prestige, politics ... or public polls.

Why do some "Leaders" have no principles?

You've seen the headlines about the corrupt corporate and political "leaders," not to mention all the fakes, fanatics, felons, fibbers, finks, forgers, frauds & phonys.

What ever happened to integrity, morality, ethics, honor, reliability, good faith, morals and honesty, quality, decency, principles, trustworthiness, merit, excellence, standards and dignity, purity, service, etiquette, dignity, honesty, esteem, protocol, respect, dependability, reverence, demeanor and honorableness?

Do these fakes, fanatics, felons, fibbers, finks, forgers, frauds & phonys deliberately make lying, cheating, and stealing their GOAL? Or, do they think lying, cheating, and stealing is a "short cut" to achievingtheir goals?

Of course, this lying, cheating, and stealing is not new...

In 1928, Justice Bandeis eloquently affirmed his condemnation of abuses practiced by Government officials. In the case of Olmstead vs. U.S. 277 US 438, 48 S.Ct. 564, 575; 72 L ED 944 (1928) he declared:
"Decency, security, and liberty alike demand that Government officials shall be subjected to the same rules of conduct that are commands to the Citizen. In a Government of laws, existence of the Government will be imperiled if it fails to observe the law scrupulously.

"Our Government is the potent, the omnipresent teacher. For good or for ill, it teaches the whole people by its example. Crime is contagious.

"If the Government becomes a law-breaker, it breeds contempt for law; it invites every man to become a law unto himself; it invites anarchy. To declare that in the administration of the law the end justifies the means could bring a terrible retribution.

"Against that pernicious doctrine, this Court should resolutely set its face."
-- Justice Bandeis
It might help if more Citizens (with a capital "C") took the course called, "How to Sue and Jail Criminal Government Agents." (For course information, send me an email.)

As a country we're off-track, thanks to examples set by wayward corporations, devious politicians, and corrupt government. Dare I include Hollywood sleaze, and dumbed-down schools?

So, how does one define principles that resist corruption?

I believe that people who take the time to define personal principles and set worthy goals don't have to resort to lying, cheating and stealing to get what they want. I say business goals should follow from worthy personal goals.

Your Organizational Strategy (previous PVT issues) begins with the development of your Personal Objective. Assuming you are the company's founder or CEO, you went into business to satisfy certain personal needs - material, emotional and intellectual. Your business, therefore, is the instrument through which you intend to achieve those needs.

If you manage a department, the same principle applies. You manage your group in pursuit of your personal interests.

Therefore, before your group (company, department, club, etc.) can take form, you must create your Personal Objective.

But, it makes no sense to dedicate your group's activities to your Personal Objective. Your people need a more immediate and meaningful mandate. For example, if your personal goal is "to be rich," you can't ask your people to help you "get rich." That would justify almost any type of activity. Instead, you must translate your personal interests into a Strategic Objective that will make you rich.

One of the pitfalls of setting personal goals is imbalance. Many people obsess over one goal and become quite imbalanced in their personal life. Example: Someone who's driven by getting rich while sacrificing other areas, such as, family, health, integrity, etc.

More on effective goal setting later...

Great leaders have principles.
"The principle of principle should be at the forefront of every discussion and form the foundation of every policy. Thus, when difficulties arise--as they inevitably do--we will know where to stand and how to endure to the very end."
-- Abraham Kuyper, 20th century statesman.

"The essence of leadership is principle of principle. That is what it means to think from the right end -- from the roots up.
-- George Grant

============================================================
EXERCISE FOR THE SERIOUS ORGANIZATION BUILDER.
Download an updated (FREE) version of the Business
Builder Outline (PDF file)

============================================================

HELP Profitable Venture Tactics help your colleagues.
This eZine relies on subscriber's participation. So, it stands to reason, the more subscribers, the more participation. You can expand the circulation by telling your colleagues about Profitable Venture Tactics.

Your business and management colleagues will thank you for being so thoughtful.
What did you learn today that you found most beneficial?
How will you apply what you have learned at work?
Please email your comments

Best Regards,

Mike Hayden, Principal/Consultant
Your partner in streamlining business.

PS. If you're not on our P V T Roster, click here PVT sign up (FREE)
PPS. Click here to sign up for the PVT Forum (FREE).


* * * * * * * * * * * * * * * * * * * * * * * * * * * * * *
(c) 2006 Mike Hayden, All rights reserved. You may use
material from the Profitable Venture Tactics eZine in
whole or in part, as long as you include complete
attribution, including live website links and email link.
* * * * * * * * * * * * * * * * * * * * * * * * * * * * * *

Thursday, November 09, 2006

Lack of Operations Manuals stunting your growth? (Cont'd )

Logo:Profitable Venture TacticsCan Operations Manuals really help you grow?
Let's face it. You can grow your organization ONLY if you can promote and/or replace your employees. Thus, you and your team can MOVE UP only if you can replace yourselves. And you can do this by documenting your positions in well-organized Operations Manuals.

"Mike! Are you saying that by writing stuff down in Operations Manuals we'll receive more raises, promotions, and vacations."

Absolutely! These goodies are not available without your company's growth and prosperity!

Did you know most business start-ups FAIL while most franchises SUCCEED. Successful franchises use a documented management system ... in short ... Operations Manuals!

"But Mike, our company is not a 'franchise!'"

Neither is mine. But SMS has a documented management system, including about 13,000 pages of Operations Manuals. When anyone or I want to know how to do something, all we need do is pull a manual off the shelf. What could be easier? There's near zero "tribal knowledge" here.

We can relocate on a moment's notice with minimum hassle. I know of many companies that wanted to move from California. Suddenly, they were faced with hiring many new, inexperienced employees in another state.

Suddenly, they were faced with writing (insufficient) Operations Manuals literally as-they-packed!

Believe me, displaced employees were less than cooperative! And those who moved with the company inherited enormous problems due to poor - or no - documentation.

So, here's my advice.
Start now! Develop a set of Operations Manuals where you collect information that governs how your company's positions function. (At SMS, we have at least one 3-ring binder for every position on our Org Chart.)

Develop your Operations Manuals in a standard format containing at least the following information for each position.
ACCOUNTABILITY - Specify the position's accountabilities.

STANDARDS - Specify the standards for the position. Include the policies that define / limit the position's authority and the position holder's general conduct.

WORK INSTRUCTIONS - Specify how the position's work will be performed.

GENERAL INFORMATION - Provide information about your organization, your products and services, your competition, etc. Include other material that enriches the position holder's understanding of the working environment.

INTERFACE - Describe how the position interfaces with: Its superior position. Its subordinate positions. Peer position(s) with frequent contact. Non-peer staff positions with frequent contact. The "Outside World" (customers, vendors, etc.).

You can design your manuals to have five sections each as follows.
1. POSITION SECTION

2. COMPANY/PRODUCTS SECTION

3. POLICY SECTION Company-wide policies:

4. SYSTEMS SECTION Action plans, sample forms, flowcharts, scripts, collateral materials, etc.

5. LOGIC SECTION Explain the principles behind the position's work.
Call to Action.

To review, your Operations Manuals are collection points for information that governs functioning of positions on your Org Chart.

As you've probably guessed, developing Operations Manuals is a big task. I've done it often for many clients. And ... I’ve documented the entire process for YOU in a book called. The Ultimate Career Builder

Mike Hayden Principal/Consultant Your partner in streamlining business.

============================================================
EXERCISE FOR THE SERIOUS ORGANIZATION BUILDER.
Download an updated (FREE) version of the Business
Builder Outline (PDF file)

============================================================

HELP Profitable Venture Tactics help your colleagues.
This eZine relies on subscriber's participation. So, it stands to reason, the more subscribers, the more participation. You can expand the circulation by telling your colleagues about Profitable Venture Tactics.

Your business and management colleagues will thank you for being so thoughtful.
What did you learn today that you found most beneficial?
How will you apply what you have learned at work?
Please email your comments

Best Regards,

Mike Hayden, Principal/Consultant
Your partner in streamlining business.

PS. If you're not on our P V T Roster, click here PVT sign up (FREE)
PPS. Click here to sign up for the PVT Forum (FREE).


* * * * * * * * * * * * * * * * * * * * * * * * * * * * * *
(c) 2006 Mike Hayden, All rights reserved. You may use
material from the Profitable Venture Tactics eZine in
whole or in part, as long as you include complete
attribution, including live website links and email link.
* * * * * * * * * * * * * * * * * * * * * * * * * * * * * *

Wednesday, November 08, 2006

Lack of Operations Manuals stunting your growth?

Logo:Profitable Venture TacticsDo YOU lack functional Operations Manuals?
Great businesses depend on SYSTEMS, not people. That's because you can duplicate systems, but not people. If your business can't duplicate salable results, it won't survive.

Duplication is Nature's Survival Law.

If your organization lacks Operations Manuals, your growth and success will be limited due to lack of a duplicable (documented) SYSTEM.

You can use a SYSTEM to write your Operations Manuals!
Extraordinary people don't build great businesses. Ordinary people produce extraordinary results using a duplicable system. That's how you build a great business.

The faster you develop good Operations Manuals the faster you will have a great business!

But Mike, my people just don't/won't write stuff down!
You will hear many excuses and attitudes for why people don't write Operations Manuals.
"We just don't have enough time."

"It's not my job man! You hired me to be a [manager, programmer, accountant, engineer, whatever]. I'm not a writer!"

"I hate to write. Who needs it!"

"Whenever I feel like writing, I lie down until the feeling goes away."

"It's different here. Things change too fast. The minute we write something down, it's obsolete..."
These are typical objections that people express. But, one of the most UNexpressed fears is:
"If I document my job in an Operations Manual, I can be replaced! I'll lose my job!"
No wonder so few organizations have Operations Manuals!

But people WILL write stuff down - if ...
... and only if they can realize a benefit!

Do you know what benefit(s) might accrue to people who write stuff down? (Continued in next blog.)

============================================================
EXERCISE FOR THE SERIOUS ORGANIZATION BUILDER.
Download an updated (FREE) version of the Business
Builder Outline (PDF file)

============================================================

HELP Profitable Venture Tactics help your colleagues.
This eZine relies on subscriber's participation. So, it stands to reason, the more subscribers, the more participation. You can expand the circulation by telling your colleagues about Profitable Venture Tactics.

Your business and management colleagues will thank you for being so thoughtful.
What did you learn today that you found most beneficial?
How will you apply what you have learned at work?
Please email your comments

Best Regards,

Mike Hayden, Principal/Consultant
Your partner in streamlining business.

PS. If you're not on our P V T Roster, click here PVT sign up (FREE)
PPS. Click here to sign up for the PVT Forum (FREE).


* * * * * * * * * * * * * * * * * * * * * * * * * * * * * *
(c) 2006 Mike Hayden, All rights reserved. You may use
material from the Profitable Venture Tactics eZine in
whole or in part, as long as you include complete
attribution, including live website links and email link.
* * * * * * * * * * * * * * * * * * * * * * * * * * * * * *

Tuesday, November 07, 2006

"Vanishing Technology" (continued)

Mike HaydenIn my previous blog, I asked, "Why does Vanishing Technology happen repeatedly."

The plain truth…

Most people hate to write documentation. For most people, writing documentation is hard, tedious work that demands a lot of time, discipline, and rigorous attention to detail.

I'm sure you recognize that the problem of Vanishing Technology is not new. Imagine the frustration of watching companies sink like leaky ships. You point to the leaks. But, their crews say,
"We have no time to patch leaks. We're too busy sailing for the gold."
When you suffer Vanishing Technology, your company is like that sinking ship. And you know you cannot sail a leaky ship ... very far. To develop a "seaworthy" business, you - or someone - must write the right stuff to help you build your business like a leak-proof hull.

Documenting your business is the work of "business development."

Yet, when business booms people say...
"We don't have time to write ... too many projects ... it is not a priority now... we'll get to it later... yada... yada... yada..."
But, have you noticed when there's a business bust, people have plenty of time to write CYA Memos and resumes? Bottom line: Nobody writes the documents vital to your business!

That's why you see Vanishing Technology happen repeatedly.

What can you do?

To prevent Vanishing Technology, you must develop your business to survive hard times.

This means you must curtail dependence on "key people" and their tacit "tribal knowledge." (If your business needs exceptional people, you cannot hope to produce consistent results.)

This means you - or someone - must write down your key business processes! This means you must work ON your business as you work IN your business. As they say, "Publish or perish!"

You must develop and document a result producing system -- a SYSTEM that amplifies ordinary skills and abilities into extraordinary results. Profitable Venture Tactics can help you create the right documentation to integrate four steps to success:
1. Organizing,
2. Planning,
3. Developing, and
4. Operating your business.
Summary

Are you risking the loss of your most valuable assets ... your people ... your business processes ... your intellectual property? The plain truth is most people hate to write documentation ... And this leads directly to Vanishing Technology!

When you suffer Vanishing Technology, your company leaks like a sinking ship. By applying the business development techniques I call "Profitable Venture Tactics," you can protect yourself from Vanishing Technology and build your business like a leak-proof hull.
Documenting your business is the work of "business development." This means you must work ON your business as you work IN your business.
Don't let Vanishing Technology stunt the growth of your business!

============================================================
EXERCISE FOR THE SERIOUS ORGANIZATION BUILDER.
Download an updated (FREE) version of the Business
Builder Outline (PDF file)

============================================================

HELP Profitable Venture Tactics help your colleagues.
This eZine relies on subscriber's participation. So, it stands to reason, the more subscribers, the more participation. You can expand the circulation by telling your colleagues about Profitable Venture Tactics.

Your business and management colleagues will thank you for being so thoughtful.
What did you learn today that you found most beneficial?
How will you apply what you have learned at work?
Please email your comments

Best Regards,

Mike Hayden, Principal/Consultant
Your partner in streamlining business.

PS. If you're not on our P V T Roster, click here PVT sign up (FREE)
PPS. Click here to sign up for the PVT Forum (FREE).


* * * * * * * * * * * * * * * * * * * * * * * * * * * * * *
(c) 2006 Mike Hayden, All rights reserved. You may use
material from the Profitable Venture Tactics eZine in
whole or in part, as long as you include complete
attribution, including live website links and email link.
* * * * * * * * * * * * * * * * * * * * * * * * * * * * * *

Monday, November 06, 2006

Why does Vanishing Technology happen over and over again?

Mike HaydenIn my previous blog, I introduced the idea of "Vanishing Technology."

The fact is, most of company's technology walks out the door with each employee every day because much too little of their technology is organized and written down.

So, without product documentation, without written standards, procedures, and technical processes -- without adequate documentation -- companies are faced with having to "reinvent their own wheel" when people leave for good!

Actually, many business managers don't understand the connection between product development and documentation - and how to get the most out of them.

But, you will produce better products faster and cheaper, if you understand the part that documentation plays in developing products and businesses -- and how you can integrate documentation into the process of building of your successful position in the market place.

This is not a new idea. Yet, ideas are one thing; action is another. The plain truth is most people hate to write documentation. For most people it's hard, tedious work that demands a lot of time, discipline, and rigorous attention to detail.

That's why most people delay writing any type of documentation as long as possible! Many, wait until the last minute, then give the problem to a "writer" and tiptoe silently away. (Good Luck!)

Can you afford the risk?

Are you risking the loss of your most valuable assets: your people, your business processes, and your intellectual property? Are you risking loss of your profits?

Here's what a manager told me about his own tragedy, which plagues America's companies today:
"Due to our downsizing, our most valuable assets ... our people ... our business processes ... our intellectual property ... literally walk out the door. Without those particular employees and what only THEY knew - we're *****ed!!

"Worse ...sooner or later, they will work for our competitors!" -- D.H., Manufacturing Manger
If you're the boss, it's on your shoulders! What do you do now?

How do you protect yourself from Vanishing Technology?

You can protect yourself from Vanishing Technology by applying the business development techniques I have named "Profitable Venture Tactics" (PVT). You can use PVT to enrich your business whether you're a small startup or a huge corporation.

If you are downsizing, use PVT to help retain your best people, your business processes, intellectual property, and energize your remaining staff!
"You can't shrink your way to greatness." -- Tom Peters
PVT can help you build your business to survive the hard times! (But, it is best to act before your company becomes a "sinking ship.")

If you're enduring uncontrolled growth, you can use PVT to gain balance. PVT helps you accelerate product development... You can inspire new action in project management...You can create new products for changing markets... You can change low production into high performance... You can streamline production for manufacturing problems.

PVT helps you turn dissatisfied customers and skeptical executives into loyal fans. And, Profitable Venture Tactics help you relieve the pressure and worry - so you can sleep at night.

Why Vanishing Technology happens repeatedly...
(Continued in next blog)

============================================================
EXERCISE FOR THE SERIOUS ORGANIZATION BUILDER.
Download an updated (FREE) version of the Business
Builder Outline (PDF file)

============================================================

HELP Profitable Venture Tactics help your colleagues.
This eZine relies on subscriber's participation. So, it stands to reason, the more subscribers, the more participation. You can expand the circulation by telling your colleagues about Profitable Venture Tactics.

Your business and management colleagues will thank you for being so thoughtful.
What did you learn today that you found most beneficial?
How will you apply what you have learned at work?
Please email your comments

Best Regards,

Mike Hayden, Principal/Consultant
Your partner in streamlining business.

PS. If you're not on our P V T Roster, click here PVT sign up (FREE)
PPS. Click here to sign up for the PVT Forum (FREE).


* * * * * * * * * * * * * * * * * * * * * * * * * * * * * *
(c) 2006 Mike Hayden, All rights reserved. You may use
material from the Profitable Venture Tactics eZine in
whole or in part, as long as you include complete
attribution, including live website links and email link.
* * * * * * * * * * * * * * * * * * * * * * * * * * * * * *

Sunday, November 05, 2006

The Case of the Vanishing Technology

Mike HaydenAre you vulnerable to the hazards and expensive problems of Vanishing Technology?

The first hint of trouble...
Actually, it was a far too typical scenario.

About 18 months ago, I visited a successful high-tech company. Sales were down.

But, management viewed the situation as temporary. Besides, they were designing new products - they had "strong hopes" for either getting more venture capital or being acquired by a rich company.

Meanwhile, they had to "downsize" because of declining sales.

Then things got worse!
Sadly, in less than 1 year, they terminated 68% of their employees and friends.
Worse, they lost much more than "just" people! They lost their technology plus the money spent to develop their technology.
Why? Because their technology walked out the door with each employee terminated ... thus, without those particular employees - and what only they knew - they were disorganized, literally out-of-business and didn't even know it! (Yet, they still had hundreds of employees!)

Typical of many companies, much too little of their technology was organized and written down. Nobody could pick up the ball when people left!

Without product documentation, without written standards and procedures (and technical processes, strategic plans, etc.) - without adequate documentation they were faced with reinventing their own "wheel!"

(Sound familiar?)

Little did they know what was about to happen!
They struggled for months trying to recreate their lost technology. Were they able to reinvent their wheel? NO.

They tried to sell the company or get acquired by another. Were they able to sell the disorganized company with its undocumented technology? NO.

Their building now stands empty, another needless casualty of what I call, "Vanishing Technology."
They, like many, discovered that the hazards of inadequate documentation are an even BIGGER hazard when times are tough!
Why Vanishing Technology happens over and over again...
(Article continued in my next blog. )

============================================================
EXERCISE FOR THE SERIOUS ORGANIZATION BUILDER.
Download an updated (FREE) version of the Business
Builder Outline (PDF file)

============================================================

HELP Profitable Venture Tactics help your colleagues.
This eZine relies on subscriber's participation. So, it stands to reason, the more subscribers, the more participation. You can expand the circulation by telling your colleagues about Profitable Venture Tactics.

Your business and management colleagues will thank you for being so thoughtful.
What did you learn today that you found most beneficial?
How will you apply what you have learned at work?
Please email your comments

Best Regards,

Mike Hayden, Principal/Consultant
Your partner in streamlining business.

PS. If you're not on our P V T Roster, click here PVT sign up (FREE)
PPS. Click here to sign up for the PVT Forum (FREE).


* * * * * * * * * * * * * * * * * * * * * * * * * * * * * *
(c) 2006 Mike Hayden, All rights reserved. You may use
material from the Profitable Venture Tactics eZine in
whole or in part, as long as you include complete
attribution, including live website links and email link.
* * * * * * * * * * * * * * * * * * * * * * * * * * * * * *

Friday, November 03, 2006

YOUR 7-MINUTE MBA

Full color web version

Mike Hayden

Can You Answer These 10 Questions To Help You Build Your Business Dream?
Turn up your speakers, and click on this link:
Listen to this informative 7-minute MBA.

How You Can Be Secure And Comfortable In A Company Without Rules?
How long will it take your employee's replacement to get up to speed? No wonder companies assume it'll take 1-2 years before an employee "learns the job!" I've seen this scenario repeated frequently in Silicon Valley.

Do You Have A SYSTEM That Eliminates Excuses And Embarrassment?
I've found that many managers don't get what they want from their projects - and they experience many endless frustrations! To develop good results, you must employ a tested and proven SYSTEM to produce the results you want on time... every time.

Your Business Value May Slip - If You Don't Watch Out!
Put your business (or department) up for sale - although you don't intend to sell it! You might learn, at little cost, a lesson many business owners learn painfully: that the "value" of your business (or department) is a living thing, likely to shrivel without the care and sustenance it needs. Can you say Operations Manuals?

Here's a link to the written version of the 7-Minute MBA.

============================================================
EXERCISE FOR THE SERIOUS ORGANIZATION BUILDER.
Download an updated (FREE) version of the Business
Builder Outline (PDF file)

============================================================

HELP Profitable Venture Tactics help your colleagues.
This eZine relies on subscriber's participation. So, it stands to reason, the more subscribers, the more participation. You can expand the circulation by telling your colleagues about Profitable Venture Tactics.

Your business and management colleagues will thank you for being so thoughtful.
What did you learn today that you found most beneficial?
How will you apply what you have learned at work?
Please email your comments

Best Regards,

Mike Hayden, Principal/Consultant
Your partner in streamlining business.

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Thursday, November 02, 2006

What is "documentation?"

What is "documentation?"

Full color web version.

To me, documentation is a CAUSE , an idea worth working for. Documentation is the beginning, the foundation, and the bedrock of worthy undertakings.
"Without a doubt my commitment to writing things down and having a system in place to remind me of my action items has been a major reason I've been able to achieve all that I have." -- Dr. Mercola, "Learn the Secrets of How To Get Things Done Quickly & Easily."

But recently someone asked me , "What do you mean by documentation?" Maybe people don't think about "documentation" often, but nearly everyone uses it. Have you read or used any of the following documentation lately?
Advertising, API documentation, banking records, brochures, bus schedules, business cards, cave art, computer files, Constitution and Bill of Rights, contracts, Declaration of Independence, diaries, divorce papers, email, graffiti, legal papers, licenses, manufacturing instructions, meeting agendas, mystery novels, newspapers, notes on the back of cocktail napkins, operations manuals, paper money, paper trails, pictographs, promissory notes, receipts, recipe books, Sanskrit writings, scripts for movies and plays, tax codes, technical manuals, threatening letters, etc.

Today, in addition to printed documents , a lot of documentation takes the form of data on disks, CDs, etc. But, in any format, documentation must be organized and encoded in a language that someone (or a machine) can understand.


IS COMPUTER DOCUMENTATION SIMILAR TO COMPANY DOCUMENTATION?

Let's see.

A computer system is an organization of functional components that operate to produce predictable result(s).

Similarly, a company is an organization of functional components that operate to produce predictable result(s).

Yet, they seem different. Is their documentation similar?

In the following few paragraphs , I will compare a certain type of technical computer documentation with business documentation.


COMPUTER DOCUMENTATION

Have you ever heard the term "API?" In computer jargon, "API" means Application Programming Interface. (I don't know when the term "API" became popular, but application manuals for programmers have been around for decades.)

API documentation tells programmers how to use (interface with) pre-programmed Application Programs. The API document tells the programmer the precise language and message format expected by an Application Program.

The Application Program itself can be any computer function such as an operating system, a database management system, a communications protocol, a formatting program, a math function, whatever.

To implement an API , the programmer must write a PRECISE function-call for the Application. If the call is not precise and accurate, the computer may deliver unexpected results, or an undecipherable error message, or maybe the "blue screen of death!"

Below is a piece of API documentation , showing code for how to set up request variables for an application called DISPATCH.

~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
[...]

<*dispatch transport='test-email'*>
<*map*>
<*varpair name='body'*><*map*>
<*varpair name='content'*>You have successfully received
a test message.<*/varpair*>
<*varpair name='characterencoding'*>Cp1252<*/varpair*>
<*/map*><*/varpair*>
<*varpair name='email'*><*map*>
<*varpair name='address'*><*list*>
<*param*>nameguy@abco.com<*/param*> <*param*>tigger@abco.com
<*/param*>
<*/list*><*/varpair*>
[...]
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~

Of course, the above instructions are written for a computer. I will spare you the rest of the API documentation that explains what all that means.

Programmers may need to spend a lot of time trying to understand API documentation, especially if it's poorly written. API documentation must be readable by programmers. Still, it can be intimidating, especially for calls to display or print information. Operating systems like Windows may have thousands of APIs.

The point is this: Using APIs, programmers must write precise code to communicate with the operating system and other software.

NOTE:Many software developers are slow to write their Application Program Interface (API) documentation. That means the development team relies on "tribal knowledge" and rumors!


BUSINESS DOCUMENTATION
Analogous to the above...

In business jargon, "BPI" means Business Process Interface. Never heard of BPI? I just made it up.

BPI documentation tells employees exactly how to interface with (use) predetermined Business Processes. The BPI documentation tells employees what input a given Business Process expects.

A Business Process can be any company function such as buying office supplies, booking a sale, developing a brochure, manufacturing a widget, whatever.

To use a Business Process Interface (BPI), the employee must provide information to the Business Process. If the information is not precise and accurate, the employee may get unexpected results, or an unintelligible memo, or maybe a "pink slip of termination!"

Here are a few steps I wrote for a Business Process called "Quick-Turn:"

~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~

The main steps for having the Quick-Turn item(s) shipped are as follows, listed in sequence of activities:

Requester: Prepare the Quick-Turn Shipping Request Form and obtain approvals as follows:
___ Fill out a Quick-Turn Shipping Request Form (see QTSR Form and Quick-Turn Form Fields on Fields pages 17 and 18).

NOTE: An incomplete QTSR delays the 2-hour turnaround.

Ship Direct, Do Not Consolidate.

For international shipments see INTERNATIONAL SHIPMENTS, page 21 and INTERNATIONAL CARRIER SELECTION, page 21.

___ Obtain Manager's approval of the by signature.

NOTE: Approval limits are the same as current signature delegation approval limits for department expenses. (See Signature Delegation, page 23 and Signature Delegation Limits, page 24.)

___ Obtain Finance approval, if QTSR is for more $1,000.

___ Take approved QTSR to PVD Order Administration.

___ ...yada...yada...yada...

~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~

Of course, the above work instructions are written for human employees.

Employees may need to spend a lot of time trying to understand BPI documentation, especially if it's poorly written.

But, many companies have NOT written their Business Process Interface (BPI) documentation. That means the company relies on "tribal knowledge" and rumors!


IN SUMMARY...
1. API (Application Programming Interface) documentation tells a programmer how to interface with an application program.

2. And, BPI (Business Process Interface) documentation tells an employee how to interface with a business process.

The general process of writing either is the same , while the contents are quite different. Both take the ability to thoroughly research, organize, write and checkout the interface processes.
"In every case, enterprises are trying to break down the walls between applications, lines of business, departments and individuals. They are looking to create more continuous business processes that transcend these artificial boundaries. This is of huge importance [...]

"[...] By some accounts you could call 2004 the year of business process, or at least a noble waypoint on a journey."

-- Line56 - The e-Business Executive Daily

Mike Hayden, Principal/Consultant
Your partner in streamlining business.

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(c) 2006 Mike Hayden, All rights reserved. You may use
material from the Profitable Venture Tactics eZine in
whole or in part, as long as you include complete
attribution, including live website links.
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