Category: Business, Organization, and Management

  • FIRMS: TITLE INFLATION PREVENTION STAFFING A staffing firm sells people. Usually

    FIRMS: TITLE INFLATION PREVENTION

    STAFFING

    A staffing firm sells people. Usually a staffing firm only sells people by the hour/week/month.

    OUTSOURCING

    An outsourcing firm sells groups of people, but not responsibility for deliverables. Usually an outsourcing firm will only provide groups of staff. Project management is provided by the customer. An outsourcing firm does not warranty its deliverables.

    SERVICES

    A services firm sells projects (deliverables) and responsibility for them. Usually a services firm will avoid staffing. A services firm warranties its deliverables.

    CONSULTING

    A consulting firm sells ideas for transforming organizations, operations, products, and markets. Usually a consulting firm will monetize the sale of ideas through the provision of services and staffing. But not always (the very best don’t.).


    Source date (UTC): 2016-04-03 06:37:00 UTC

  • Asana for you Atlassian for your Product Oversing for your Organization

    Asana for you

    Atlassian for your Product

    Oversing for your Organization


    Source date (UTC): 2016-03-31 20:00:00 UTC

  • The reason you succeed in business – other than luck; You correctly understand h

    The reason you succeed in business – other than luck;

    You correctly understand human beings.

    You sell people what they want not what you want to sell them.

    You sell it with greater value to them than all alternatives.

    You are able to sell greater value to them than the alternatives because you’ve mastered it.

    Austrian economics is the study of mans incentives. And economics the langu


    Source date (UTC): 2016-03-31 07:25:00 UTC

  • All. I succeeded in business because I applied what we call austrian economics t

    All.

    I succeeded in business because I applied what we call austrian economics to various industries using technology.

    I am trained as an artist. I think as a scientist, and I practice either social science or philosophy depending upon your point of view.

    When I was in business full time it was common (since the time I was 21) to ask why I was not teaching in university. (Because I am not tolerant of authority or slave labor, and I like making money.) In business I felt a philosopher that was ‘slumming’ for cash.

    I’m a philosopher. That is my art. Business is a craft. I build technology. Some men sell books. Some men sell teaching. Some men work in Patent Offices. Some learn their craft in Law or Politics. Some like Spinoza grind glass lenses.

    No one is going to remember me for building one of ten thousand technology companies during the birth of mass information age.

    And certainly not for creating services companies. Technology is a way of making money. Technology gives you access to many, many businesses and business models. Working with technology is a little like pscyhology of facilitation rather than the psychology of dysfunction. Working with philosophy is a little like working with the psychology of cooperation and morality rather than people who are broken. But for me, business is an experimental workshop that pays me money, and where I don’t have to justify my work to some committee. Profit is enough justification.

    But I”m a philosopher. Not a business man. Spinoza was a philosopher not a lens grinder. The fact that I undrestand business is a consequence of understanding man. Those who do not understand business merely do not understand man.

    If you put it that way, then you understand just how little the world understands of man.

    Learning philosophy, history, and economics, is to learn man.

    Everything else is the subject of the physical world, or the lies we tell one another to avoid costs and gain premiums.

    😉


    Source date (UTC): 2016-03-28 08:00:00 UTC

  • Why aren’t more philosophers entrepreneurs? There are many entrepreneurs and few

    Why aren’t more philosophers entrepreneurs? There are many entrepreneurs and few philosophers. Entrepreneurship and philosophy are time consuming activities. And honestly, contributing to philosophy is far harder than contributing to the economy via entrepreneurship. To combine entrepreneurship and philosphy requires selling books. Selling books for income requires writing books frequently. Philosophical problems are not solve with frequency, or in short time frames.

    Spinoza ground lenses and lived poorly and died young having the same asthma as I. I write software, live well and have outlived him despite the asthma. He spent his whole life writing a parsimonious two hundred pages.

    The university allows you to report your progress while teaching, to practice the art of lecture and distillation of ideas. And to capture the results of both in your books. And so the university provides the optimum environment for writing whatever you’re writing about.

    The question is wether writing in that environment leads you to conclusions and whether writing in the business environment leads you to different conclusions.

    It appears so.

    It also appears that it is far costlier and therefore less common to write philosophy while also working on entrepreneurship.


    Source date (UTC): 2016-03-26 03:18:00 UTC

  • with Ivan Verstyuk from Novoya Vremya (“New Times”) Use Google Translate and it

    http://nv.ua/publications/filosof-biznesmen-iz-ssha-poselivshijsja-vo-lvove-rasskazyvaet-kak-za-paru-millionov-v-god-vyrastit-v-ukraine-amerikanskij-srednij-klass-105652.htmlInterview with Ivan Verstyuk from Novoya Vremya (“New Times”)

    Use Google Translate and it will pretty much come across if you follow me at all.

    I LOVE UKRAINE!!! “Ya Lyoob-lyoo Ukra-eenoo!!!”


    Source date (UTC): 2016-03-25 12:43:00 UTC

  • OVERSING: CONFUSING MYSELF You can: 1) Schedule Work. Using the Gantt chart or T

    OVERSING: CONFUSING MYSELF

    You can:

    1) Schedule Work. Using the Gantt chart or Timeline.

    2) Soft Book People. Depending upon, or independent of schedule using the Reservations Panel

    3) Hard Book People. Depending upon, or independent of schedule using the Reservations Panel.

    Keeping in mind that:

    – The Schedule’d times DO MOVE automatically.

    – Bookings (Reservations/Appointments) Do NOT MOVE.

    Ergo you schedule out in the future, soft book and hard book as time approaches.

    Now, what are we trying to control for?

    1 – we want to know demand out into the future (the schedule)

    2 – we want to allow PM’s to reserve department, role and individuals.

    3 – but we want to prevent scheduling but not using them.

    You can forecast using the schedule (Gantt and Timeline)

    An admin or operations person can approve the forecast.

    -or-

    You can Reserve people using the Reservations System.

    Individuals can accept or reject reservations.

    You can run Tasks, Tickets, Jobs/WorkOrders, Agile/Kanban, WBS projects.

    You can run not just tech but strategy, hr, career, etc.

    You can schedule people against the project or deliverable

    You can schedule people against stories

    You can schedule people against tasks

    You can schedule and ignore booking.

    You can book and ignore scheduling.

    You can mix booking and scheduling.

    We want to preserve a history of the forecasts by week, and there is no consequence to volatility. it’s just in formation.

    –and–

    We want to preserve a history of changes in reservations.

    Because this imposes a cost of lost opportunity if not monitored carefully.

    So when we save a forecast, what are we saving?

    Weekly by Program (Project) as in the schedule.

    Weekly by Program (Project) as in the bookings.

    But how do we compare these against actuals?

    Well, bookings have to be closed. So we know bookings.

    We know hours total recorded…

    So we just use both :

    Scheduled – Actual

    AND

    Booked vs Recorded against booked?

    I mean, that’s all we can do right?

    ( Eric Adams feedback please )


    Source date (UTC): 2016-03-25 12:15:00 UTC

  • I am pretty sure gender differences in management come down to this (and the dat

    I am pretty sure gender differences in management come down to this (and the data has been accumulated over sixty years now, and remains remarkably consistent).

    If the work requires direction and dispute resolution people prefer a male leader who is less influenced by factors outside of the objective.

    If the work requires facilitation people prefer a female leader who is conscious of the factors outside of the objective.

    Men for risk and dispute resolution women for consensus.

    This holds true across genders. With both genders preferring men by a statistically significant margin.

    Both genders literally despise leaders who try to cross gender roles.


    Source date (UTC): 2016-03-24 05:06:00 UTC

  • DOCUMENTATION: OK. I will finish (Or try to finish) the Scheduling, Forecasting,

    DOCUMENTATION:

    OK. I will finish (Or try to finish) the Scheduling, Forecasting, Time entry and Time Card Submission processes today. But my allergies are killing me this morning, so that seems like a lot to get done.

    If I get through them, the I just have to do the Pages/Tabs, and in most cases I will have covered the main features for most users.


    Source date (UTC): 2016-03-21 04:13:00 UTC

  • NUT DEVELOPMENT I’ve Been building software since the 70’s. In the late 80’s I u

    https://medium.com/@belisarius222/how-to-start-a-software-project-ad51373c1510#.t8pga6dzbLUG NUT DEVELOPMENT

    I’ve Been building software since the 70’s.

    In the late 80’s I use Agile before it had a name.

    This “Lug Nut” development is how I do software development today.

    “Just make it work. Refactor as soon as you figure out how.”

    Make no unnecessary investments.

    WHY HAVE WE ADOPTED THIS NEW METHODOLOGY?

    The cost of development, the cost of complile time, the cost of publishing updates once problems are found, have eliminated the value of attempting to imitate engineering, and we have migrated to the process of publishing documents that constantly are subject to editorial revision.

    I have said for decades that what we do is discourse to develop hypotheses and theories with our machines — that we do not practice engineering.

    It was the cost of construction of our discourse that made us imitate engineering and construction methods. In the present, we no longer engineer, we function far more like a debating society trying to discover a solution, and constantly updating our text.

    THE CUSTOMER PROBLEM

    But while this method is particularly useful for product and internal development, the customer is your enemy and his own enemy if you do not manage his fantasies.

    So this technique only possible (as is common) with experienced customers.

    We must undestand that develoment has never beeen a problem.

    The customers have always been the problem.

    They want to obtain retail purchases, and control a production process, for what is essentially a program of research and development.

    THE AUTHORING (DEVELOPER) PROBLEM

    And meanwhile, the lazy, unintelligent, and unskilled developers that seduce ignorant customers into employing them far above their skill levels export this behavior to the world. And customers desperate to compete by saving money on research and development are taken advantage of by the vast hordes of frauds in this business hoping to find suckers to finance their personal development and then move on, leaving the customer with failure and disappointment.

    ONE THING WE FAIL TO DO

    Technologists have not professionalized the industry in order to protect customers from unqualified craftsmen and thereby raise their rates and eliminate this problem of expectations. There is no test like the Bar, or public accountancy.

    What we do have is reputations. And we should be vicious in our recommendations of those who harm our industry with their behavior.

    PUNISH THE WICKED TO DEFEND THE COMMONS.


    Source date (UTC): 2016-03-20 08:42:00 UTC