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Posts Tagged ‘19’

Programmer to Team Leader:

“We can’t do this proposed project. **CAN NOT**. It will involve a major design change and no one in our team knows the design of this legacy system. And above that, nobody in our company knows the language in which this application has been written. So even if somebody wants to work on it, they can’t. If you ask my personal opinion, the company should never take these type of projects.”


Team Leader to Project Manager:

“This project will involve a design change. Currently, we don’t have any staff that has experience in this type of work. Also, the language is unfamiliar to us, so we will have to arrange for some training if we take this project. In my personal opinion, we are not ready to take on a project of this nature.”


Project Manager to 1st Level Manager:

“This project involves a design change in the system and we don’t have much experience in that area. Also, not many people in our company are
appropriately trained for it. In my personal opinion, we might be able to do the project but we would need more time than usual to complete it.”


1st Level Manager to Senior Level Manager:

“This project involves design re-engineering. We have some people who have worked in this area and others who know the implementation language. So they can train other people. In my personal opinion we should take this project, but with caution.”


Senior Level Manager to CEO:

“This project will demonstrate to the industry our capabilities in remodeling the design of a complete legacy system. We have all the necessary skills and people to execute this project successfully. Some people have already given in house training in this area to other staff members. In my personal opinion, we should not let this project slip by us under any circumstances.”


CEO to Client:

“This is the type of project in which our company specializes. We have executed many projects of the same nature for many large clients. Trust me
when I say that we are the most competent firm in the industry for doing this kind of work. It is my personal opinion that we can execute this project successfully and well within the given time frame.”

An year into the project…

End

Source: dailytenminutes.com

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Pardon the frivolty.

The challenge was no less in this sales scenario:

The class-room lectures were over and now it was time for a project assignment.

The professor called for a bundle of combs to be brought in.

He called his students and gave them each a bunch of combs. They had to sell these combs to the monks belonging to a near-by monastery. They would take turns one after another, each given an hour to do selling.

 The first went in only to return crest-fallen after an hour.

‘What happened?’

‘Sir, the monks out there – every one of them – have their heads shaven to a shine. No surprise they had no use for a comb. Could not interest even one.’

The fellow going in second had different ideas.

He went up to the Administration and talked them into buying combs for the visitor’s rest-rooms. After all a visitor would almost always need to freshen up himself after the long travel from the city.

So he returned before his time managing to sell three combs, one each for a rest-room.

This fired up the third chap’s imagination.

Going in next, he too went up to the Administration. Made inquiries and found the monastery took in students for its residential training programs, providing them dormitory accommodation. From there it was a short piece of work to get them to provide each student a comb as part of minimal amenities.

He too returned before time grinning ear to ear – he had sold fifty combs, the intake capacity for next six months. After all a comb used by a student would not be used by another. Thus he had identified and addressed a recurring need.

What more could be done?

Looked a little hard on the last fellow going in.

Like his colleagues, he too made a bee-line to Administration block.

No clue what was going on…until it was close to the hour. He came out looking very exhausted. And then it was noticed he was walking out unencumbered by the bag of combs! What had happened? He gave or threw away his goods in disgust? The Prof was not going to like it…

After the first few steps, he broke into a sprint…all the way to the base, hands pumping the air overhead.

‘The entire lot of two hundred combs sold and they want more!!!’ he cried excitedly.

Steadying his breath, finally he broke the story: ‘It was not easy…had to meet monks at three levels. Finally they agreed to giving away combs to all visitors who came to the monastery. That would be about a hundred every month!’

But why should they be giving combs to the visitors?

‘You see, I believe, there is a good reason to: Coming here and observing the monks with shaven heads live a life of austerity, dedication, reclusion and rectitude, one would love to carry a ‘piece’ of this monastery with them back to their world for continued inspiration. A comb with select sayings of Buddha etched on it could be just that ‘piece’ – small, inexpensive for a give-away, in frequent use and enduring. A constant reminder to its user of his continued attachment to and his responsibilities in the material world. Also, imagine this: when he sets the comb on his head, it would be like receiving blessings from a Hand, also etched on the comb.’

‘Of course it took some talking to make them see the point.’

So it was spiritual appeal riding on utility fitted the given scenario too well, winning the day for him.

End

Source: Based on a story from moralstories, image from indiamart.com and sierrapinesumc.org

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The man counted the currency note bundle given by the cashier. He felt it was short by a note.

‘M’m, could you kindly load it in the counting machine and check it out for me?’

The cashier sounded impatient, her manner less than friendly: ‘Why, is it less…..look I’m busy, don’t have the time. Why don’t you count it yourself carefully once, twice, eh?

‘No, M’m, I think there’s a note or two in excess.’

The bundle was hastily snatched from his hands, counted on the machine multiple times and given back.

**

It works when a service-delivery-chain is drawn into the transaction with stakes enlarged beyond the transaction!

End

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Sanmargam

I was waiting in line for a ride at the airport in Dubai. When a cab pulled up, the first thing I noticed was that the taxi was polished to a bright shine. Smartly dressed in a white shirt, black tie, and freshly pressed black slacks, the cab driver jumped out and rounded the car to open the back passenger door for me.

He handed me a laminated card
and said: ‘I’m Abdul, your driver. While I’m loading your bags in the trunk I’d
like you to read my mission statement.’

Taken aback, I read the card.
It said: Abdul’s Mission Statement: “To get my customers to their destination
in the quickest, safest and cheapest way possible in a friendly environment.”

This blew me away. Especially
when I noticed that the inside of the cab matched the outside. Spotlessly
clean!

As he slid behind the wheel,
Abdul said, ‘Would…

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How About…

Mumbai: Goof-up delayed police, cost two children’s lives in Ghatkopar

Read the report on the goof up here.

Updated: Oct 11, 2019, 07:36 IST | Anurag Kamble

Due to a miscommunication when information was passed on by Mumbai police, Pune police took down a wrong registration number and ended up chasing the wrong car at the time when the Ghatkopar man was strangling his kids……..

**

appending a check-digit to the car number? It’s a key numeric object in many crime and accident cases to avoid misreporting.. Of course, means more fin-eco cost to accomodate an extra digit and repainting those plates. May be at least with new registrations or some intelligent data-based subsetting like only for vehicles for hire if the data shows they’re usually the get-away vehicles?…

End

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” A government servant doing his official work as per prescribed rules!”

End

Source: Prakash Sankhala

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Today I came across a reaffirmation of something I had heard even earlier. It’s all about what is valued most in aspiring/practicing engineering-leads/managers by (product) companies in US.

A is a smart young man who has made rapid strides in his professional career in the few years he is employed in a very well-known product company in the west coast. He was recently promoted as the champion of a futuristic platform slated to serve as the bedrock for the company’s flagship products in the pipeline (or maybe it’s already deployed).  

Not surprisingly laudatory messages flowed in on his promotion, coming from his team, peers and others mostly congratulating him for his achievement. The manager’s message was a little different and more insightful. I understood in gist it went something like: ‘Besides being a genuine person, compassionate in his approach and frank without being brutal in his feedback, he was recognized for being a great help to his team and its success…’

My eyes lit up. Interesting, how did/does it happen? May be there was something in here waiting to be dug up and aired for broader good.  Or, like at other times, it might throw up some ‘Drinking milk is good for health’ kind of statements. Try I did and this is what I came up with.

At this point I must point out my digging – a short exercise – was not with A directly, but with a very articulate professional close to him and in the know. In a way it was a blessing because I was being served with sum-up’s without the obfuscating details (always available if needed).

A had in his team a good number of youngsters faced with and fazed by humungous amount of code thrown at them. Much as he might have wished, there was simply no way he could sit with them one-on-one and help them in their work.

Ye huyi na baath, ab batao, batao, kya kiya A? Tell us, tell us what did A do! 

No magic, here. He would give them pointers to what, where and how, induct them into a few structured processes (and possibly tools and techniques), and leave them alone to work on the details. It made them happy they did the work on their own, boosting their self-confidence. Soon they learnt to do some part of the analysis too all by themselves. Result: faster learning, quicker ramp-up, better productivity and a happier team.

While this may work with the younger lot, how did he handle the seniors in the team?

Firstly, he quickly appraised himself of their background, their skills and strengths. He would then place before them a few questions that needed to be resolved for the job at hand and challenged their mettle. They were free to research, analyse and figure out the answers for a discussion. It included bringing their prior experience and knowledge, wherever relevant, to bear up on the problem. It was thus an interesting, useful and tedium-breaking problem-solving cum learning exercise for them and for A too. Once again, the result of having tail-up seniors on one’s side: enhanced quality of the solution, better productivity and a happier and motivated team.

While the above may not be an entirely new read to many, it’s nevertheless an interesting insight into a) how a young successful engineering-lead on the rise in a product company made it work for him and b) what product companies value and recognize in their engineering-leads/managers.    

It’s clear while individual excellence may well be a prerequisite for other pieces to fall in place, it’s not an end in itself. Enabling and empowering others in the team to perform gets far better results for the organization and for oneself in terms of recognition and reward.

End

Source: Image from here.

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Design Thought

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Peer Review

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Source: Fawzy Elsharkawy‎ in Science Memes

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A recent article in Inc dramatically reports:

‘In 1 Powerful Sentence, Mark Cuban Just Gave Every Company in America a Harsh Wake-up Call’

It’s a simple statement, with profound implications.

Mark Cuban – GETTY IMAGES

Goes on with:

Mark Cuban, Shark Tank investor and outspoken owner of the Dallas Mavericks basketball team, recently took to his personal blog to comment on a major issue facing the NBA — and every employer in America.

There’s been a lot of talk regarding how NBA players have really taken control of their league, with the most talented players teaming up behind the scenes to play together or asking to be traded to a different team if they’re not happy with their situation.

Quotes Cuban saying:

Some feel that the player movement we have seen … is a problem, I don’t. I think it is exactly what we should expect, and it reflects what is happening in the job market across industries in our country.

“This reality has changed what it is like to be an employer. In the past, the default was that the best employees would want a long career with their employers, because that is what you did. You kept your job as long as you could. No longer.”

And then, the 1 Powerful Sentence:

“Now the onus is on employers to keep their best employees happy.”

Don’t we guys in software industry of 1980-2010 vintage know? Talk to us and we’ll tell you horror stories to fill many tomes. With attrition soaring amok, further aggravated by shortage of talent pool, it wasn’t about keeping ‘best employees’ happy. One had to amuse whoever walked by within six feet of the front gates to lure 

Welcome to the Party, America – you’re a few decades late though. Invite us to talks – we can tell a thing or two – on how we coped up, kept the show going, our customers served without disruption!

To be fair, it’s not new to them either – I recall from many years ago a senior executive from HP,  wise to our predicament, mentioning it was no different in those early years in California. May be long forgotten with its learnings.

The article goes on to talk about the How’s of the sentence, covering all bases: coaching, empowerment, inclusivity, communication, career development…besides remuneration.

Coming back to the real subject of this post, ‘1 Powerful Sentence’:

“Now the onus is on employers to keep their best employees happy.”

You thought happiness is more for pets given to by their masters?  

Sorry, am being irreverent and flippant.

Years of working with colleagues at all levels and of all hues in good and bad times has taught us one thing that I share with you here – a perspective adding to (and not in any way invalidating) the professed sentence and its How’s:

Make it a journey with them – feasible, authentic, involved, worthwhile, interesting and enjoyable for them, for you and the organization. Happiness ensues and a lot more…

To cite a parallel, of relevance – Just as caring for community’s safety and earning their respect and the adrenal rush of running towards (and not away from) danger to save life and property are identified as the two pure and strong turn-on’s in the lives of fire-fighters who in many surveys end up high to very high in job satisfaction.

Each of those words feasible…is purposeful, non-overlapping and worthy of deliberation.

Well, I can tell you – and my colleagues out there would also vouch – it has been shown to work for its practitioners.

End

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