Records Management in the 21st century; you have computers now, do it differently

by Frank 1. June 2013 06:32

I own and run a computer software company called the Knowledgeone Corporation and we have specialised in what is now known as enterprise content management software since 1984 when we released our first product DocFind. We are now into the 8th iteration of our core and iconic product RecFind and have sold and installed thousands of RecFind sites where we manage corporate records and electronic documents.

I have personally worked with hundreds of customers to ensure that we understand and meet their requirements and I have also designed and specified every product we have delivered over the last 29 years so while I have never been a practicing records manager, I do know a great deal about records and document management and the vagaries of the practise all around the world.

My major lament is that many records managers today still want to run their ‘business’ in exactly the same way it was run 30 or 50 or even a hundred years ago. That is, as a physical model even when using computers and automated solutions like our product RecFind 6. This means we still see overly complicated classification systems and overcomplicated file numbering systems and overcomplicated manual processes for the capture and classification of paper, document images, electronic documents and emails.

It is a mindset that is locked in the past and can’t see beyond the confines of the file room.

I also still meet records managers that believe each and every employee has a responsibility to ‘become’ a junior records manager and both fully comprehend and religiously follow all of the old-fashioned and hopelessly overcomplicated and time-consuming processes laid out for the orderly capture of corporate documents.

I have news for all those locked-in-the-past records managers. Your approach hasn’t worked in the last 30 years and it certainly will not work in the future.

Smart people don’t buy sophisticated computer hardware and application software and then try to replicate the physical model for little or no benefit. Smart people look at what a computer system can do as opposed to 20,000 linear feet of filing shelves or 40 Compactuses and 30 boxes of filing cards and immediately realize that they have the power to do everything differently, faster, most efficiently and infinitely smarter.  They also realize that there is no need to overburden already busy end users by a forcing them to become very bad and very inconsistent junior records managers. End users are not hired to be records managers they are hired to be engineers, sales people, accountants, PAs, etc., and most already have 8 hours of work a day without you imposing more on them.

There is always a better way and the best way is to roll out a records and document and email management system that does not require your end users to become very bad and inconsistent junior records managers. This way it may even have a chance of actually working.

Please throw that old physical model away. It has never worked well when applied to computerised records, document and email management and it never will. Remember that famous adage, “The definition of insanity is to keep doing the same thing and to expect the results to be different”?

I guarantee two things:

1.     Your software vendor’s consultant is more than happy to offer advice and guidance; and

2.     He/she has probably worked in significantly more records management environments than you have and has a much broader range of experience than you do.

It doesn’t hurt to ask for advice and it doesn’t hurt to listen.

A lifetime of maintenance and support?

by Frank 31. March 2013 06:00

I run a software company manufacturing enterprise content management products that has been offering maintenance on its products for nearly 30 years and that has never failed to produce at least one major update per year during that time. We have also always offered multiple year options for our software maintenance. We call it the ASU, Automatic Software Upgrade. We currently offer 1, 2, 3, 4 and 5 year terms; the longer the term, the lower the cost per year.

I got the idea for a new software maintenance offering from Garmin, the satellite navigation company. Essentially, I bought a Garmin because the manufacturer of a car I bought in 2008 stopped issuing updates to its integrated satellite navigation system and it is now pretty useless as it doesn’t know about all the new and changed road systems.

An attraction of the Garmin was that they offered a ‘lifetime’ supply of updated maps for a single fee that I could download up to four times a year. The end result is that my Garmin is always up to date with all new and changed roads and is one hundred-percent useful while the satellite navigation system in my car is now useless because it is so out of date.

As well as the advantage of always being up to date the Garmin deal was great because it was a single transaction; I don’t have to worry about renewing it every year and I don’t have to worry about future cost increases.

I thought why not offer a similar deal to RecFind 6 customers? They too have to keep up to date and they too don’t want to worry about having to budget and renew the ASU every year and future cost increases.

In our case we chose to re-name the five year ASU option to the ‘Lifetime’ option. If you choose the Lifetime option you automatically receive all updates for as long as you use RecFind 6 and you also receive free support via email and our web form for as long as you use RecFind 6.

The fee is one-time and the price is therefore fixed for life. You no longer have to worry about budgeting and contracting for renewals every year and your RecFind 6 software will continue to be relevant, fully supported and improved with new and enhanced functionality.

If at any time in the future a customer purchases new software from us or additional licences they can be added to its Lifetime ASU for a single one-time fee.

Frank’s perspective:

For the record, I buy a lot of software for our development team and none offer lifetime maintenance; all only offer annual maintenance and it is very expensive (up to 25% of the value of the software) and the price seems to go up every year. If I could convince my software vendors to offer a lifetime deal I would jump at the offer.”

Frank McKenna | Knowledgeone Corporation
CEO & Sales & Marketing Director
f.mckenna@knowledgeonecorp.com

Why aren’t more software vendors offering this same maintenance option?

What is the future for real IT professionals?

by Frank 21. October 2012 06:00

I own and run a software company called Knowledgeone Corporation that produces an enterprise content management solution called RecFind 6. As such, our business is the design and programming of complex, heavy-duty application software. This means that we do the hard stuff, including all of the invention, and that I need really clever and innovative and productive IT people (mainly programmers) to work for me.

I have written previously about how hard it is nowadays to find the quality of people I need, see my previous blog entitled “Where have all the good applicants gone?” However, there is an even bigger problem in our industry with an ongoing fall in standards that began way back with the Y2K problem in the late 1990’s as everyone panicked about the problem of date handling once the year 2,000 clicked over.

The problem was basically one of greed where emerging countries like India realized there was a lot of money in providing IT expertise and started mass-producing so called ‘experts’ and shipping them all over the world. Very soon a resume or list of qualifications or certifications was all that was needed to convince paper-bound and rules-bound bureaucrats that an individual had the prerequisite skills to either immigrate or be awarded a work permit.

And of course, young people in countries like India and Pakistan and the Philippines moved into the IT industry not because they were motivated by the prospect of becoming IT professionals but because it was their ticket out of poverty and an entry opportunity into countries like the USA, Canada and Australia. So, we started to fill up the ranks of IT professionals with people that did not have the aptitude or motivation, just a strong desire for a better life (and who can blame them?).

Greed raided its ugly head again as local executives linked bigger bonuses to lower costs and the Indian companies further reduced ‘real’ qualifications to increase the supply of experts. Universities also got in on the act, again motivated by greed (more students equals more income) and standards were again lowered to create  a production line mentality, “Just pump more out of the system, we can sell them overseas!”

The law of averaging applies and as you gradually increase the number of the less talented and less well qualified people into the talent pool the lower the ‘average’ standard becomes. It is analogous to starting with a glass of the best Scotch Whiskey and then gradually adding more and more water. After a while it isn’t worth drinking because it isn’t whiskey any more, it is just flavoured water. We have similarly diminished our IT talent pool (especially in the ranks of programmers) to the degree where the average programmer can’t actually program.

For a long while we imported tens of thousands of these less-than-adequate programmers and they filled up the holes in mainly large enterprises like banks and finance companies and the public sector where they could hide their lack of real expertise. However, and unfortunately for them, the Global Financial Crisis (GFC) has accelerated the growth of outsourcing (back to even less qualified people in places like India, Pakistan and the Philippines) and our recent immigrants are now losing their jobs to their home country-men. I find this ironic but maybe you don’t agree.

In another previous blog, the world according to Frank, I predicted a significant rise in unemployment numbers within our IT industry. I also said it has been happening for some time but that the real numbers won’t be clear until around mid-2013.

Greed will continue to drive the outsourcing phenomenon just as it will continue to drive the lowering of standards and the overall effect on our industry will be significant as the available pool of real talent becomes smaller and smaller. Similarly, local opportunities for real professionals are disappearing fast. Many of you will end up having to help justify your boss’s big bonus by approving software created overseas when it isn’t really up to scratch and many more of you will relegated to fixing the crappy code being delivered to your company from the outsourced incompetents. Not a good future for real professionals and definitely not an environment of high job satisfaction.

When I began as a programmer in the 1960s everyone I worked with was highly motivated and everyone had a high aptitude because it was such a difficult industry to enter. You had no chance of working for a mainframe vendor unless you scored at least an A+ on the infamous IBM or Burroughs or ICL or GE or CDC aptitude tests. We were a very small and very exclusive group and to my mind, a dedicated band of professionals who were in IT because we loved it and were really good at it. The average level of expertise was extraordinarily high and this is now patently no longer the case because our industry has changed dramatically since those early and halcyon days.

So what is the future for real IT professionals who are in this industry because they love it and are really good at it? Like with all things, I believe there is good news and there is bad news.

The good news is that as a true IT professional your value is higher but, probably much higher than the less-than-competent manager who is interviewing knows. This is because many incompetent programmers have now managed to become incompetent managers and this situation protects incompetent programmers but punishes highly competent ones. Basically, your manager isn’t smart enough to recognize how different you are to the average programmer in his team. This makes getting paid what you are really worth very difficult.

Ergo, if you are really good at what you do and want to be paid what you are worth and want to do challenging and satisfying work your only chance is to select a company doing challenging work and a smart manager to be interviewed by. Oh, and don’t select a company with a greedy CEO who is looking to increase his bonus by outsourcing (regardless of the result) and lowering costs to impress the board and or shareholders. Sounds like a tough ask to me, thank God I am self-employed.

Would I recommend the IT industry to any young person today in high school contemplating a future career? No I probably wouldn’t. I would probably recommend accountancy, business studies, medicine or dentistry instead. So where am I going to find the really bright, talented and motivated programmers I need in the future? This almost certainly doesn’t bear thinking about but maybe it is an opportunity as most problems are.

We need a new way to select and train IT professionals; the universities are simply not doing a good enough job. Is there anyone out there with the money, ideas and knowledge willing to set up a new kind of highly selective IT training program? If so, please contact me, I will be more than happy to be one of your first customers.

Are you also confused by the term Enterprise Content Management?

by Frank 16. September 2012 06:00

I may be wrong but I think it was AIIM that first coined the phrase Enterprise Content Management to describe both our industry and our application solutions.

Whereas the term isn’t as nebulous as Knowledge Management it is nevertheless about as useful when trying to understand what organizations in this space actually do. At its simplest level it is a collective term for a number of related business applications like records management, document management, imaging, workflow, business process management, email management and archiving, digital asset management, web site content management, etc.

To simple people like me the more appropriate term or label would be Information Management but as I have already covered this in a previous Blog I won’t beleaguer the point in this one.

When trying to define what enterprise content management actually means or stands for we can discard the words ‘enterprise’ and ‘management’ as superfluous to our needs and just concentrate on the key word ‘content’. That is, we are talking about systems that in some way create and manage content.

So, what exactly is meant by the term ‘content’?

In the early days of content management discussions we classified content into two broad categories, structured and unstructured. Basically, structured content had named sections or labels and unstructured content did not. Generalising even further we can say that an email is an example of structured content because it has commonly named, standardised and accessible sections or labels like ‘Sender’, ‘Recipient’, ‘Subject’ etc., that we can interrogate and rely on to carry a particular class or type of information. The same general approach would regard a Word document as unstructured because the content of a Word document does not have commonly named and standardised sections or labels. Basically a Word document is an irregular collection of characters that you have to parse and examine to determine content.

Like Newtonian physics, the above generalisations do not apply to everything and can be argued until the cows come home. In truth, every document has an accessible structure of some kind. For example, a Word document has an author, a size, a date written, etc. It is just that it is far easier to find out who the recipient of an email was than the recipient of a Word document. This is because there is a common and standard ‘Tag’ that tells us who the recipient is of an email and there is no such common and standard tag for a Word document.

In our business we call ‘information about information’ (e.g., the recipient and date fields on an email) Metadata. If an object has recognizable Metadata then it is far easier to process than an object without recognizable Metadata. We may then say that adding Metadata to an object is the same as adding structure.

Adding structure is what we do when we create a Word document using a template or when we add tags to a Word document. We are normalizing the standard information we require in our business processes so the objects we deal with have the structure we require to easily and accurately identify and process them.

This is of course one of the long-standing problems in our industry, we spend far too much time and money trying to parse and interpret unstructured objects when we should be going back to the coal face and adding structure when the object is first created. This is of course relatively easy to do if we are creating the objects (e.g., a Word document) but not easy to achieve if we are receiving documents from foreign sources like our customers, our suppliers or the government. Unless you are the eight-hundred pound gorilla (like Walmart) it is very difficult to force your partners to add the structure you require to make processing as fast and as easy and as accurate as possible.

There have been attempts in the past to come up with common ‘standards’ that would have regulated document structure but none have been successful. The last one was when XML was the bright new kid on the block and the XML industry rushed headlong into defining XML standards for every conceivable industry to facilitate common structures and to make data transfer between different organizations as easy and as standard as possible. The various XML standardisation projects sucked up millions or even billions of dollars but did not produce the desired results; we are still spending billions of dollars each year parsing unstructured documents trying to determine content.

So, back to the original question, what exactly is Enterprise Content Management? The simple answer is that it is the business or process of extracting useful information from objects such as emails and PDFs and Word documents and then using that information in a business process. It is all about the process of capturing Metadata and content in the most accurate and expeditious manner possible so we can automate business processes as much as possible.

If done properly, it makes your job more pleasant and saves your organization money and it makes your customers and suppliers happier. As such it sounds a lot like motherhood (who is going to argue against it?) but it certainly isn’t like manna from heaven. There is always a cost and it is usually significant. As always, you reap what you sow and effort and cost produces rewards.

Is content management something you should consider? The answer is definitely yes with one proviso; please make sure that the benefits are greater than the cost.

 

Why isn’t Linux the universal desktop operating system?

by Frank 9. September 2012 06:00

I own and run a software company building enterprise content management solutions (RecFind 6) and I have a love/hate relationship with Microsoft Windows.

I love Windows because it is a universal platform I can develop for that provides me access to ninety-percent plus of the business and government organizations in the world.  I only need one set of source code and one set of development skills and I can leverage off this to offer my solutions to virtually any organization in any location. We may say that Microsoft Windows is ubiquitous.

I hate Windows because it is overly complex, unnecessarily difficult to build software for, buggy and causes me to have to spend far more money on software development than I ought to. There are many times each year when all I really want to do is assemble all the Microsoft programmers in one place and then bang their heads together and shout at them, “for heaven’s sake, why don’t you guys just talk to each other!”

Linux on the other hand, even in its many manifestations (one of its main problems), is not ubiquitous and it does not provide me with an entry point to ninety-percent of the world’s businesses and government agencies. This is why I don’t develop software for Linux.

Because I don’t develop application software for Linux I am not an expert in Linux but I have installed and run Ubuntu as a desktop operating system and I really like it. It is simple, clean and easy to use; more ‘Apple-like’ than ‘Windows-like’ to my eyes and all the better for it. It is also a great software development platform for programmers especially using the Eclipse IDE. It is also free and most of the office software you need (like OpenOffice) is also free. It also runs happily on virtually any PC or notebook and seems to be a lot faster than Windows.

So, Ubuntu (a flavour of Linux but a very good one) is free, most of the office software you need is also free, it looks good, runs on your hardware and is easy to use and uncomplicated. So why isn’t it ubiquitous? Why are people and organizations all over the world paying for (and struggling with – who remembers Vista?) inferior Windows when Linux varieties like Ubuntu are both free and better? Why are users and organizations now planning to pay to upgrade to Windows 7 or Windows 8 when alternative operating systems like Ubuntu will do the job and are free?

I read a lot of technical papers and IT blogs and I notice that the Linux community has been having similar discussions for years. As an ‘outsider’ (i.e., not a Linux zealot) it is pretty obvious to me that the Linux community is the main reason Linux is not ubiquitous. Please read the following ZDNet link and then tell me what you think.

http://www.zdnet.com/linus-torvalds-on-the-linux-desktops-popularity-problems-7000003641/

When I read an article like this two terms come immediately to mind, internecine bickering or sibling rivalry. How many versions of Linux do we need? The Linux fraternity calls these distributions or ‘distros’ to the insiders.  At last count there are around 600 ‘distros’ of which 300 are actively maintained.  Ubuntu is just one of these distros. How would the business world fare if there were 300 versions of Windows? Admittedly, most of the 300 have been built for a specialised use and the real list of general use versions of Linux is much smaller and includes product names such as Ubuntu, Kubuntu, Fedora, Mint, Debian, Arch, openSUSE, Red hat and about a dozen more.

But, it gets worse. On Ubuntu alone there are there main desktop environments to choose from, GNOME, KDE and Xfce.  Are you confused yet? Is it now obvious why Linux is not the default desktop operating system? It probably isn’t obvious to the squabbling Linux insider community but it is patently obvious to everyone else.

Linux isn’t the default desktop operating system because there is not a single standard and there is never likely to be a single standard. No software developer is going to invest millions of dollars in building commercial applications for Linux because of this. Without a huge library of software applications there is no commercial market for Linux. Windows reigns supreme despite its painful problems because it provides a single platform and because software developers do invest in building millions of commercial applications for the windows operating system.

Until such time as the Linux community stops its in-fighting and produces a single robust, supported version of Linux (when hell freezes over I hear you say) the situation will not change. The inferior desktop operating system Windows will continue to dominate and Linux will remain the plaything of propeller-heads and techies and old guys like me who really like it (well, the Ubuntu version that is, there are too many distros for me to become an expert in all of them and that is the core of the problem).

Could you manage all of your records with a mobile device?

by Frank 2. September 2012 06:00

I run a software company and I design and build an enterprise strength content management system called RecFind 6 which among other things, handles all the needs of physical records management.

This is fine if I have a big corporate or government customer because the cost is appropriate to the scale of the task at hand. However it isn’t fine when we receive lots of inquiries from much smaller organizations like small law forms that need a records management solution but only have a very small budget.

A very recent inquiry from a small but successful engineering company was also a problem because they didn’t have any IT infrastructure. They had no servers and used Google email. However, they still had a physical records management problem as well as an electronic document management problem but our solution was way outside of the ballpark.

Like any businessman I don’t like to see business walk away especially after we have spent valuable consultancy time helping the customer to understand the problem and define the need.

We have had a lot of similar inquiries lately and it has started me thinking about the need for a new type of product for small business, one that doesn’t require the overhead and expense of an enterprise-grade solution. It should also be one that doesn’t require in-house servers and a high overhead and maintenance cost.

Given our recent experience building a couple of iOS (for the iPhone and iPad) and Android (for any Android phone or tablet) apps I am of the opinion that any low cost but technically clever and easy-to-use solution should be based around a mobile device like a smart phone or tablet.

The lack of an in-house server wouldn’t be a problem because we would host the solution servers at a data centre in each country we operate in. Programming it wouldn’t be a problem because that is what we do and we already have a web services API as the foundation.

The only challenge I see is the need to get really creative about the functionality and the user interface. There is no way I can implement all the advanced functionality of the full RecFind 6 product on a mobile device and there is no way I can re-use the user interface from either the RecFind 6 smart-client or web-client. Even scaled down the user interface would be unsuitable for a mobile device; it needs a complete redesign. It isn’t just a matter of adapting to different form factors (screen sizes), it is about using the mobile device in the most appropriate way. It is about designing a product that leverages off the unique capabilities of a mobile device, not trying to force fit an application designed for Windows.

The good news is that there is some amazing technology now available for mobile devices that could easily be put to use for commercial business purposes even though a lot of it was designed for light weight applications and games. Three examples of very clever new software for mobile devices are Gimbal Context Aware, Titanium Mobile SDK and Vuforia Augmented Reality. But, these three development products are just the tip of the iceberg; there is literally a plethora of clever development tools and new products both in the market and coming to market in the near future.

As a developer, right now the Android platform looks to be my target. This is mainly because of the amount of software being developed for Android and because of the open nature of Android. It allows me to do far more than Apple allows me to do on its sandboxed iOS operating system.

Android also makes it far easier for me to distribute and support my solutions. I love iOS but Apple is just a little too anal and controlling to suit my needs. For example, I require free access to the file system and Apple doesn’t allow that. Nor does it give me the freedom I need to be able to attach devices my customers will need; no standard USB port is a huge pain for application developers.

I am sorry that I don’t have a solution for my smaller customers yet but I have made the decision to do the research and build some prototypes. RecFind 6 will be the back-end residing on a hosted server (in the ‘Cloud’) because it has a superset of the functionality required for my new mobile app. It is also the perfect development environment because the RecFind 6 Web Services SDK makes it easy for me to build apps for any mobile operating system.

So, I already have the backend functionality, the industrial-strength and scalable relational database and the Web Services API plus expertise in Android development using Eclipse and Java. Now all I have to do to produce my innovative new mobile app is find the most appropriate software and development platforms and then get creative.

It is the getting creative bit that is the real challenge. Wish me luck and watch this space.

 

Do you really want that job you are applying for?

by Frank 26. August 2012 06:00

I own and run a software company that builds, sells, installs and supports an enterprise content management solution called RecFind 6. As such, I employ programmers, support specialists, accountants, consultants, trainers, pre-sales people and sales people to name but a few categories. This means I am always hiring and always reviewing applications from candidates.

Basically, most of the applications I receive are rubbish. They are badly written, badly formatted, not ‘selling’ documents and almost never focussed on the position I am advertising.  This is very sad but it does make vetting an avalanche of resumes pretty easy. I would probably spend no more than a minute or two reading each resume in the first pass to separate the real candidates from the flotsam. I move the results into two folders, one called possible and the other called ‘No way’.

This may sound a little impersonal but I have no patience with people who waste my time by firstly not reading the advertised job description properly and then by sending in a non-selling document. In fact, most resumes I see are great big red flags saying, “Please don’t hire me, I am a dope who didn’t read your ad properly and then couldn’t be bothered even getting the spelling and grammar correct or trying to sell myself in any way”.

So my first advice is if you are too lazy to allocate the time and effort required or can’t simply be bothered to sell yourself in the most professional manner possible then don’t bother because all you are doing is wasting your time and the time of any prospective employer. Prospective employers also have long memories so rest assured your next application to the same firm will be instantly relegated to the waste bin.

I only hire professionals and professionals do not send in a non-professional job application.

I only hire people who respect my time and I only hire people who manage to convince me that they really want the job I am advertising and are the best person for that role.

I figure that the effort you are prepared to expend on what should be your most important task at this time (i.e., finding employment) is indicative of the quality of work I can expect from you as an employee. If you send me a poor quality application then I assume everything you would do for me as an employee will be of a similar poor standard. If you are too lazy or too careless to submit a winning application then I can only assume you would also behave in this manner after employment so I have zero interest in you.

This is the bit I struggle to understand. How come the applicant doesn’t understand the obvious correlation any prospective employer makes between the quality of the job application and the quality of the person?

Please allow me to give you some simple common-sense advice that comes from a very experienced employer of people.

Always:

  • Read the job ad very carefully. Note the prerequisites and requirements; the employer put them in for a reason and he/she would really appreciate it if you didn’t waste his/her time by applying for a position you do not qualify for.
  • Always include a cover letter personalized for each and every job application. Your objective should be to convince the prospective employer that the job advertised is perfect for you and that you are in turn a perfect fit for the job.  If your past experience or skillset isn’t a perfect fit, use the cover letter to explain why it isn’t a problem and why you are still the right person for the job being advertised. All potential employers are impressed by someone who takes the time and trouble to align their skills and experience to the job on offer. Most importantly, use words and phrases from the job ad in your cover letter. This helps convince the potential employer that you have really thought about the position and have put intelligent time into your application.
  • Clean up your resume, spell and grammar check it and convert it to a PDF for a much better and more professional looking presentation effect. All potential employers can’t help but appreciate a well presented and professional looking resume; it sets you apart.

In the end it is all about the initial impression you convey to the prospective employer. You have one shot so make sure it is a good one.

You need to convince your prospective employer that you selected their advertised job to respond to because it really interests and excites you and that you have the attitude, aptitude, character, experience and skillset required to make the most of this position. You have to convince them that you would be an asset to their organization.

It doesn’t take long to write a personalised cover letter, maybe an hour or two at the most and it should never be more than one page long. My final advice is that if you don’t think the advertised position is worth an hour or two of your time then don’t respond because you will be wasting your time. Don’t ‘shotgun’ job opportunities with multiple low-quality and non-selling applications. Instead focus on just the jobs you really like and then submit a smaller number of high-quality and personalised applications. I guarantee that your success rate will be much higher and that you will be asked to more interviews and that you will eventually get the job of your dreams.

The simple message is that you will get out of the process precisely what you put into the process. It is a tough world but in my experience effort is always rewarded. For your sake, please make the effort.

Are you addressing the symptoms or the problem?

by Frank 19. August 2012 06:00

We are a software company building, selling and supporting our product RecFind 6 as an information management system and enterprise content management system. We have an in-house support department (we don’t outsource anything) and thousands of customers that contact it with questions and reports of problems they are having.

However, like I suspect happens at most software vendors, it is often very difficult for my support people to initially diagnose the real problem. Obviously, if there is an error message then it is easier to resolve but in most cases there is no error message, just an explanation of what a user thinks is the product not working properly.

If we can connect in to the user’s workstation using GoToAssist then we can usually ‘see’ firsthand what the problem is and then help the customer. However, this is not always possible and in a lot of cases my people are working ‘blind’ via phone or email and the only recourse is a question and answer dialog until we get to the point where we can define what the user thinks is going wrong and we can get the history of the problem. That is “When did it start to happen? What changed? Does it happen with everyone or just some users?” Etc., etc.

My people are pretty good at this process but even they get caught occasionally when the customer describes what he/she thinks the solution is rather than what the problem is. This usually takes the form of the customers telling us the ‘fix’ we need to make to the product to solve his/her ‘problem’. The wise support person will always ask, “What were you trying to do?” Once you can determine what the customer was trying to do, you then understand why they are asking for the particular ‘fix’. In most cases, the real problem is that the customer isn’t using the right functionality and once shown how to use the right functionality the need for a ‘fix’ goes away.

Problems also arise when my support people start mistakenly addressing the symptoms instead of the problem. In all fairness, it is often hard to differentiate the two but you can’t fix a problem by addressing the symptoms; you have to go back further and first define and then fix the root problem. Once the root problem is fixed the symptoms magically disappear.

For example, a customer reports multiple documents being created with the same auto number (i.e., duplicate numbers) as a problem. This isn’t really the problem though that is how the customer sees it. It is in fact a symptom and a clue to the identification of the real problem. In the above example, the root problem will be either an auto-number algorithm not working properly or an auto-number configuration with a flawed design. The former is what we call a ‘bug’ and the latter is what we call ‘finger trouble’; the configured auto number configuration was working precisely as designed but not as the customer intended.

Bugs we fix in code but finger trouble we fix by first clearly understanding what the customer wants to achieve and then by helping them to configure the functionality so its works as expected.

All experienced support people get to know the difference between:

What the customer thinks is the solution versus the problem; and

The symptoms versus the problem.

In my experience these are the two most common challenges faced when handling support calls. Recognizing both as early as possible is critical to achieving a speedy resolution and minimizing frustration. Not recognizing both as early as possible leads to longer resolution times and unhappy customers.

If we extend our support experience to real life we realize that these same two challenges face us in everyday life and in all of our social interactions. It why we often argue at cross-purposes; each party seeing the problem differently because of different perceptions of what the real problem is.

The challenges of misunderstanding are also often harder to overcome in real life because unlike a support call which has form and structure, our social interactions are mostly unstructured and opportunistic. We don’t start with a problem, we start with a casual dialog and don’t realize we are about to enter a conflict zone until it sneaks up upon us.

So if you find yourself in an argument please take pause and take the time to ask yourself and the other party, “Just what is it exactly we are arguing about?”  Which upon reflection, is exactly how we should handle each and every support call.

If we take the time to properly define the real problem we would spend far less time arguing and making people unhappy and far more time enjoying the company of our customers and friends. It is a no-brainer really, who wants to go through life in constant conflict?

For my part, I will just continue to ask to ask, “Before I address your request for a change would you mind please explaining what you were you actually trying to achieve; can you please show me?” And “What were you doing when you first saw that problem? Please start from the beginning and walk me through the process.” These two questions have worked for me for a very long time and I certainly hope that they work for you.

 

Is Information Management now back in focus?

by Frank 12. August 2012 06:00

When we were all learning about what used to be called Data Processing we also learned about the hierarchy or transformation of information. That is, “data to information to knowledge to wisdom.”

Unfortunately, as information management is part of what we call the Information Technology industry (IT) we as a group are never satisfied with simple self-explanatory terms. Because of this age-old flaw we continue to invent and hype new terms like Knowledge Management and Enterprise Content Management most of which are so vague and ill-defined as to be virtually meaningless but nevertheless, provide great scope for marketing hype and consultants’ income.

Because of the ongoing creation of new terminology and the accompanying acronyms we have managed to confuse almost everyone. Personally I have always favoured the term ‘information management’ because it tells it like it is and it needs little further explanation. In the parlance of the common man it is an “old un, but a good un.”

The thing I most disliked about the muddy knowledge management term was the claim that computers and software could produce knowledge. That may well come in the age of cyborgs and true artificial intelligence but I haven’t seen it yet. At best, computers and software produce information which human beings can convert to knowledge via a unique human cognitive process.

I am fortunate in that I have been designing and programming information management solutions for a very long time so I have witnessed first-hand the enormous improvements in technology and tools that have occurred over time. Basically this means I am able to design and build an infinitely better information management solution today that I could have twenty-nine years ago when I started this business.  For example, the current product RecFind 6 is a much better, more flexible, more feature rich and more scalable product than the previous K1 product and it in turn was an infinitely better product than the previous one called RecFind 5.

One of the main factors in them being better products than their predecessors is that each time we started afresh with the latest technology; we didn’t build on the old product, we discarded it completely and started anew. As a general rule of thumb I believe that software developers need to do this around a five year cycle. Going past the five year life cycle inevitably means you end up compromising the design because of the need to support old technology. You are carrying ‘baggage’ and it is synonymous with trying to run the marathon with a hundred pound (45 Kg) backpack.

I recently re-read an old 1995 white paper I wrote on the future of information management software which I titled “Document Management, Records Management, Image Management Workflow Management...What? – The I.D.E.A”. I realised after reading this old paper that it is only now that I am getting close to achieving my lofty ambitions as espoused in the early paper. It is only now that I have access to the technology required to achieve my design ambitions. In fact I now believe that despite its 1995 heritage this is a paper every aspiring information management solution creator should reference because we are all still trying to achieve the ideal ‘It Does Everything Application’ (but remember that it was my I.D.E.A. first).

Of course, if you are involved in software development then you realise that your job is never done. There are always new features to add and there are always new releases of products like Windows and SQL server to test and certify against and there are always new releases of development tools like Visual Studio and HTML5 to learn and start using.

You also realise that software development is probably the dumbest business in the world to be part of with the exception of drug development, the only other business I can think of which has a longer timeframe between beginning R&D and earning a dollar. We typically spend millions of dollars and two to three years to bring a brand new product to market. Luckily, we still have the existing product to sell and fund the R&D. Start-ups however, don’t have this option and must rely on mortgaging the house or generous friends and relatives or venture capital companies to fund the initial development cycle.

Whatever the source of funding, from my experience it takes a brave man or woman to enter into a process where the first few years are all cost and no revenue. You have to believe in your vision, your dream and you have to be prepared for hard times and compromises and failed partnerships. Software development is not for the faint hearted.

When I wrote that white paper on the I.D.E.A. (the It Does Every Thing Application or, my ‘idea’ or vision at that time) I really thought that I was going to build it in the next few years, I didn’t think it would take another fifteen years. Of course, I am now working on the next release of RecFind so it is actually more than fifteen years.

Happily, I now market RecFind 6 as an information management solution because information management is definitely back in vogue. Hopefully, everyone understands what it means. If they don’t, I guess that I will just have to write more white papers and Blogs.

Business Processes Management, BPM, BPO; just what does it entail?

by Frank 15. July 2012 06:00

Like me I am sure that you have been inundated with ads, articles, white papers and proposals for something called BPM or BPO, Business Process Management, Business Process Outsourcing and Business Process Optimisation.

Do you really understand what it all means?

BPM and BPO certainly aren’t new, there have been many companies offering innovative and often cutting-edge technology solutions for many years. The pioneering days were probably the early 1980’s. One early innovator I can recall (and admired) was Tower Technology because their office was just across from our old offices in Lane Cove.

In the early days BPM was all about imaging and workflow and forms. Vendors like Tower Technology used early version of workflow products like Staffware and a whole assortment of different imaging and forms products to solve customer processing problems. It involved a lot of inventing and a lot of creative genius to make all those disparate products work and actually do what the sales person promised. More often than not the final solution didn’t quite work as promised and it always seemed to cost a lot more than quoted.

Like all new technologies everyone had to go through a learning process and like most new technologies, for many years the promises were far ahead of what was actually delivered.

So, is it any different today? Is BPM a proven, reliable and feature-rich and mature technology?

The answer dear friends is yes and no; just as it was twenty-five or more years ago.

There is a wonderful Latin phrase ‘Caveat Emptor’ which means “Let the buyer beware”. Caveat Emptor applies just as much today as it did in the early days because despite the enormous technological progress we have all witnessed and experienced we are still pushing the envelope. We are still being asked to do things the current software and hardware can’t quite yet handle. The behind the scenes technicians are still trying to make the product do what the sales person promised in good faith (we hope) because he didn’t really understand his product set.

Caveat Emptor means it is up to the buyer to evaluate the offering and decide if it can do the job. Of course, if the vendor lies or makes blatant false claims then Caveat Emptor no longer applies and you can hit them with a lawsuit.  However, in reality it is rarely as black and white as that. The technology is complex and the proposals and explanations are full of proprietary terminology, ambiguities, acronyms and weaselly words.

Like most agreements in life you shouldn’t enter into a BPM contract unless you know exactly what you are getting into. This is especially true with BPM or BPO because you are talking about handing over part of your core business processes to someone else to ‘improve’. If you don’t understand what is being proposed then please hire someone who does; I guarantee it will be worth the investment. This is especially true if you are outsourcing customer or supplier facing processes like accounts payable and accounts receivable. Better to spend a little more up front than suffer cost overruns, failed processes and an inbox full of complaints.

My advice is to always begin with some form of a consultancy to ‘examine’ your processes and produce a report containing conclusions and recommendations. The vendor may (should) offer this as part of its sales process and it may be free or it may be chargeable.  Personally, I believe in the old adage that you get what you pay for so I would prefer to pay to have a qualified and experienced professional consultant do the study. The advantage of paying for the study is that you then ‘own’ the report and can then legally provide it to other vendors to obtain competitive quotes.

You should also have a pretty good idea of what the current processing is costing you in both direct and indirect costs (e.g., lost sales, dissatisfied customers, unhappy staff, etc.) before beginning the evaluation exercise. Otherwise, how are you going to be able to judge the added value of the vendor’s proposal?

In my experience the most common set of processes to be ‘outsourced’ are those to do with accounts payable processing. This is the automation of all processes beginning with your purchase order (and its line items), the delivery docket (proof of receipt), invoices (and line items) and statements. The automation should reconcile invoices to delivery dockets and purchase orders and should throw up any discrepancies such as items invoiced but not delivered, variations in price, etc. Vendors will usually propose what is commonly called an automatic matching engine; the software that reads all the documents and does its best to make sure you only pay for delivered goods that are exactly as ordered.

If the vendor’s proposal is to be attractive it must replace your manual processing with an automated model that is faster and more accurate. Ideally, it would also be more cost-effective but even if it is more costly than your manual direct cost estimate it should still solve most of your indirect cost problems like unhappy suppliers and late payment fees.

In essence, there is nothing magical about BPM and BPO; it is all about replacing inefficient manual processes with much more efficient automated ones using clever computer software. The magic, if that is the word to use, is about getting it right. You need to know what the current manual processing is costing you. You need to be absolutely sure that you fully understand the vendor’s proposal and you need to build in metrics so you can accurately evaluate the finished product and clearly determine if it is meeting its stated objectives.

Please don’t enter into negotiations thinking that if it doesn’t work you can just blame the vendor. That would be akin to cutting off your nose to spite your face. Remember Caveat Emptor; success or failure really depends upon how well you do your job as the customer.

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