The IT (IN)Sanity

The 7 P's

2011-09-13T11:36:00.000-07:00

Very early in life I learned a valuable mantra that has helped me on many occasions make sure I stay on track with the things that need to be done. The value of always keeping, "The 7 P's" at the forefront on anything that requires planning of any kind.

While serving in the UNited States Marine Corps as a Lance Corporal stationed at Kaneohe Bay Marine Corps Air Station, 1st MEB, 7th Communications Battalion, Company B as a radio operator I had the oppertunity to serve with a great many good people and some that were will... not so good. This was the most likely the best momment in my life when I heard about "The 7 P's".

What are they? Well here they are and I know they speak for themselves without a detailed explanation.

Proper
Prior
Planning
Prevents
Piss
Poor
Performance

If you do 80% of the work upfront and plan properly which includes making a plan to deal with those items that were unexpected you will ensure you are successful.

mRemote - connecting the world.

2011-08-18T20:39:00.000-07:00

I have recently started using a tool called mRemote. I happened by it on accident when attending a conference call earlier this week and the systems administrator was walking the attendees through a configuration on several servers using this tool.

mRemote is another remote access tool that allows the user to pull together a number of separate tools like RDP, Putty and VNC into one package. Think of it as middleware for the desktop remote access system. You can configure usernames, passwords, ports, keep alive and many other features that I have yet to discover.

My favorite features so far or the tabbed views to hop from server to server and the best one of all is mRemote will keep your connection alive so it does timeout. I know this has some security issues but considering I work from home and should anyone gain access to my system it'll be to late to do anything anyway.

OpenSource and accepts donations!

Give it a look see at mRemote

Push Back

2011-02-23T22:15:00.000-08:00

Today, I had an interesting opportunity to "Push Back" not once, not twice but three times. You see as a technologist I have this internal need to make things work and this can be seen as a plus and a minus. Many technologist fall into this trap and many times it would be in their best interest to just not respond and keep quiet.

To push back is a foreign concept that a fixer or someone that has an ability to make things work or flow. These people need to make that river move in the direction that it needs to regardless of who is responsible so they take on action items that they have no reason to be taking on because they see others inaction or lack of responsibility as a barrier that must be removed.

Those people that are not fixers or movers have a hard time understanding these types of people and why they are willing to take on action items that they should not. Their mind set is one of it's not your job so don't do it. They are correct that the responsibility of work may not be directly one person or another, but the responsibility of the success of the overall project or company is everyone's. The concept of everyone is responsible regardless of role within an organization is how many fixer / movers see the world and changing that can be difficult and sometimes next to impossible.

How to do it without causing question to your inner self worth? Take small steps, make sure you are polite, validate that the message was received and learn to keep quiet. When all is said and done ask for feedback from those that have pointed out this issue to make sure you are progressing in a manner they want. Above all don't let this new manner make you feel any less and on the plus side use all that newly found freedom or extra time to improve other parts of your life be them work or personal.

New Projects

2011-01-22T20:49:00.001-08:00

I have a number of new projects that have come to light over the past couple of months. These projects are sucking large amounts of time in the areas of coordination and meetings. Not complaining but this is a perfect example of of how many of us get caught up in the initial traps of coordination and meetings at the start of a project and lose sight of the work required at each phase.

In our work lives of this age we are expected to meet, discuss and set tasks for completion and move on to the next meeting and do the same thing. When is the work actually done or performed? This can be a difficult balancing act for knowledge worker types and without a clear set of rules or the disciplines put in place that allow you to get that work done, you fall behind which leads you down a road of missed deadlines and failure.

Many of us have a hard time pushing back because of the American culture that those in a position of authority know best or the fear of making said authority figure mad or dislike you. I say, balderdash toi all of it. Each of us has to learn to set realistic expectations and set boundaries of what our limits are which are communicated to the authority figures of the world. Without those boundaries and limits how are the managers of the world going to know how to manage the resources needed to complete any particular function or project.

The mistake of communicating a concern or issue improperly is typically the issue or making it seem as though you are whining is another. Think of it like this, in the first example it seems as though the person is whining about the work and time it takes to get things done.

"I am overloaded with requirements on a number of projects and cannot possibility be expected to take on any additional work which would require a vast number of hours of my time to complete."

In the above example the person communicating the issue is clearly upset and has projected that they feel put upon which places them in a negative light by pushing the problem back on their manager. In the next example you will see the same message of not being able to take on additional work but placed in a positive manner.

"I am currently working on a number of projects that have some critical delivery requirements and these are expected to consume much of my allocated work schedule, should I be needed to take on additional work I would need meet with all concerned parties to adjust the priority of my existing projects with the new project requirements so we do not fall below expectations of the business."

You can see how the message says the same thing but in a positive manner focusing of the projects, resource time available, business and priorities of those projects. It's how you deliver and communicate the issue when faced with too much work.

In the Lab - ClearOS - Part #1

2011-01-09T18:47:00.000-08:00

Today's segment of, "In the Lab" is the building of ClearOS onto an old NetworkEngines device.

Starting out I had to pull the NetworkEngines devices from the recesses of my basement storage. This included searching through a number of boxes looking for special cables that would allow me to interact with the user interfaces. Cleaning up the unit was that big a deal.

I pulled the 20GB HD to be replaced with a 120GB. This is ATA of course. The memory 128MB installed needed upgrading so I used what I had which brought the internal RAM to 512MB. Tested everything and all proved to be operational. The BIOS identified everything to a perfect "T".

Now on to the hard part; OS installation. Because the NetworkEngine device is old, this limits how we go about installation of the OS. USB is out, PXE takes to much time to setup if you don't have it working already, CD not possible due to not setup for it, so this leaves us with some limited options. Pre-imaged HD is the way to go, but if not available, installing on a separate system first and dropping back in might work.

The method that I will attempt is "dropping in" by using another old system from Dell. This should allow the for the installation of the OS and source files so adjustments can be made once the HD is "dropped in" to the NetworkEngine.

Stay tuned.

Follow-up

2011-01-03T00:12:00.000-08:00

A communication tip or a friendly reminder to those of us within the technology fields. Follow-up with the customer, end-user, abuser, non-techie types because they have no clue what is going with what you are doing. Keep your answer short, keep it to the facts and if possible leave out the techie speak.

Above all be polite and make sure you find a way to include them in the solution or make them feel like they didn't cause the problem. This will go a very long way to improving your individual image as well as your team's.

Don't hide from the bad news either be strong and show confidence because if you don't they will smell your fear.

Post from the Quiet Office

2010-12-28T19:41:00.000-08:00

A new series start called "The iPad Adventures" on my Quiet Office blog tt highlights teleworking and home office style of life. Check it out at Quiet Office

Pidgin Update

2010-11-29T08:50:00.001-08:00

http://www.pidgin.im/download/

This update fixes the MSN issue.

Meetings... A topic of interest that I won't call a meeting for...

2010-10-08T20:57:00.000-07:00

My intent on writing about meetings is to help provide options for meetings and how to either eliminate them or make them more effective.

I will start this series with a recent post / video by Merlin Mann and his talk about meetings.

"Broken Meetings (and how you'll fix them)" from Merlin Mann on Vimeo.

The What Not to Do(s) List #1

2010-07-06T12:33:00.000-07:00

Poke your boss in the eye with your finger even on accident.
Scream at the top of your lungs without it being an emergency.
Tell your boss they are absolutely wrong in a blunt manner. (More later)
Go to work partly dressed or not at all.
Listen to socially unacceptable music while working. You never know how people will judge you.
Think that your image or how people see you doesn't matter.
Lie about making a mistake.
Point out the faults of others to hide your own.
Try not to argue with emotion.
Not smile back or say hello when someone does it in passing.

A new process? What?! Oh crap!

2010-07-06T12:27:00.000-07:00

The title says it all but fear not of a new process or method of doing things for even if the process turns out to be a real piece of work (negative meaning) you would learn something that I call, "The What Not to Do's".

Instead look at the reasons behind the change in process so you understand the motivation and can properly report on its viability while making educated suggestions for the improvement. Most people want to improve where they work and how by making some type of change but they don't typically want to go down a path that would appear like staying on a sinking ship. Communication is critical with any change so do it in a positive and productive manner.

Read every piece of material available so you understand what is expected. If there are gaps in the documentation, which is likely to happen in the beginning, ask questions in a professional manner while supporting the new process.

Map out how the process will effect your current and future work loads. What and how will you make changes to the way you currently work. Any negative impacts should be documented and communicated so a solution can be found. Providing a solution is the best method.

Become part of the new process development, get involved! If you get involved in the beginning or middle you have a better chance of making the needed changes. If you hang in the back groun and do nothing, don't complain.

Take some time and comment on what some of the motivations there are for implementing a new process.

Cheers...

Communication Tip #2

2010-04-30T00:12:00.000-07:00

The communication tip I have for you today is one that many would seem to an apparent requirement, but with technologist sometimes they seem to miss it.

The idea of asking questions when something isn't clear. This does not mean when you are looking for additional information to determine what technical solution you want to go with, because you have no idea what to deliver so you hide behind the requirements. The idea of questioning the why and what about(s) with getting to the end goal of understanding.

The asking of question when you truly don't understand. Asking the main question that was beaten out of us so many years ago, because our parents and teachers found it annoying. Asking, "Why" and not to be fearful to push for an answer.

The power of asking questions in an appropriate manner at the correct times is a skill that is learned through trail and error of practice with the additional learning and observing of the world around you. Learn this skill and you will have a power that many in technology don't have a solid grasp of.

Challenge Project

2010-04-28T21:38:00.001-07:00

So I have been working on a project for the past several months that has consumed much of my sanity and time. I look forward to the end and have recently started to have little or no patience with the crap-o-la that seems to try and get piled on daily.

The project itself from a technical position is a no brainer or would be if the responsible parties had a brain. Sometimes all I want to do scream at them, "Are you frakin' nuts!". I don't but the project has gotten to a point were I need to dig in my heels in an effort to protect the interests that I have been charged with.

How to do this? Well, the first thing is you need to understand what your position or your group's position is and start from there. Second, you need to communicate the entire situation with the group you represent so you have a foundation of support when things start to get ugly and most likely they will. Always be honest with what the position you represent is, so the other sides fully understands. Repeat yourself if needed and get it in writing if possible.

The other side doesn't have to agree with the position, only have to understand that is what the position is. Force the other side to make the next move or choice, because many times they will evaluate the situation and determine that it'll be to costly or to much effort. Use logic and standards to build your position so it comes from a place of strength.

Remove the emotion from the conversation. How? That's the tricky part, which if you remove it from your position and the other side does not, just repeat yourself in a calm manner and it is highly likely that they will explode or realize that they have hit a wall.

Understand that the tactic I have written about is for situations where changes to a position would impact the said position negatively and cause severe issues that could potentially cacade. The other reason to use this, would be to prove a point. :)

Cheers...

Change

2010-02-06T01:11:00.000-08:00

What is change? Only you can answer that - really. If you perform work with or on technology you should be able to manage change much effectively than suppose that HR / Sale person at the end of your personal cube villa. Why? The technology crap changes all the time and you should be used to it.

But wait! What about the changes outside of technology with the stuff you don't really understand, like organizational or financial changes? The easy answer is to point you to your local library or favorite search engine and have you learn more. The other answer is a whole lot more complicated and would require more of an understanding of who you are and the environment you operate within.

Point is this: change is going to happen; good and / or bad; you need to adjust with it. Simple steps to follow:

Learn about the changes planned
Ask questions
Get involved
Study and learn
Listen
Make your adjust plan
and relax because you are use to change and can handle the weird stuff to.

Resource / Time Management #1

2010-01-25T11:35:00.000-08:00

I am often asked how is it that I seem to have so many things going on and none of them appear to be falling apart. What is my magic secret?

I normally chuckle a bit and reply that I have no secret, it's life. I have no less and no more than the other person, what I have is what appears to be what I can handle at the time. The appearance of having many balls in the air, in my opinion is a farce and not what is truly going on. The idea of time management comes into light, but I reflect back on my experiences and realize that time management to a guise for what we should be referring to as resource management.

Again I have no more or less time than any of you, but what I do have are resources available to me that you might not. These resources allow me to take on tasks, projects and commitments that those without them might not effectively managed with their current resource pools.

When asked what are resources, many would say people and raw materials like fuel, wood etc. When I look at resources I see a gambit of possibilities in front of me. Everyone and everything is a resource of one kind or another and how you tap into them will increase your tools available to you.

The experiences, knowledge and education are resources as well. These skills along with any other item that is inter-personal allows you to understand more of what I call, "The What Not To Do(s)". Those things that you know don't work make finding the things that do work that much closer to reach.

I am going to end this post with giving you some homework. Look at the resources around you and try to think about how you might tap into them.

Communication Tip #1

2010-01-21T22:42:00.000-08:00

Hey technologists!!! Stop hiding behind your computer monitor and email accounts. Learn how to pick up that phone and dial someones phone number. You know who you are.

Almost once or twice a "insert time frame here" I see an email thread that looks more like a chain letter or an impromptu book with no substance discussing an issue among way to many parties.

The email started out innocently enough with a cc or two maybe 3 to 8 more to inform someone that they need, want, can't or whatever something with something else. The person who received the email responds maybe with a statement, question or forwards. The response might add some confusion or tension where the original sender or one of the cc'd responds creating a bigger mess and then the email explodes into a life of it's own. Understand?

Maybe the simple problem was a misunderstanding.

It's easy to avoid all of this by picking up the phone and talking to the other person first prior to sending an email that might create tension. After the call you follow up with an email outlining your conversation so the cc'd people know that you have things under control.

Point here is - STOP hiding behind email and talk to people, 10,000 plus years of doing business by word of mouth has a better foundation than 20 years of doing business with the stroke of a few keys.

The IT (IN)Sanity

2010-01-20T08:21:00.000-08:00

Welcome, welcome, welcome.

The first post of "The IT (IN)Sanity" will outline the intent of this blog and give you the reader some insight into who I am.

My interest in technology stems back almost 30 years with professional experience going back 20. I started out in technology as a means to pay for college and because it came to me as easy as breathing. You might say that I am a natural "geek". Funny that the term geek is a positive these days.

I have learned many different things over the years and many of them have contributed to my professional and personal success. The school of hard knocks if you excuse the phase. Most of those teaching learn have centered around those soft skills and unwritten rules that I would imagine 90% (my figure, not found in science) of the world naturally have. The technology part is easy as I said.

So on to the purpose of the blog, which is very simple. A way to give back and help many of those twice exceptional, technology, engineering types a way of getting ahead without having been knocked on the head as many times as I have. Now, if you are in that 90% group, you are welcomed too, because you might learn something about us that will help any relationships you have.

Mind you (DISCLAIMER TIME), everything posted here are based on my own or those I reference experiences and are given "As Is". Should you require professional help, please seek it out.

Thanks for stopping by,

Christopher