I disagree. He's made a request, but what you really need to understand is WHY he has asked for the requirement of 10-15 years. Is it because he doesn't want to learn how to use a new system? (A legitimate concern), or is price his primary concern? Considering the cost of hardware now that might be something that you can educate him about.
Sell a solution to your customer's needs, by asking questions, listening and digging into the root need,and in the end they'll probably have a better solution that they realized they could have.
IANAL- But if it were me, I'd look up these terms "Anti-Dilution" , "Drag-Along Clause" and "liquidity event". Also, while "profits" are nice, its very easy to prevent a company from making a profit, by paying board members etc nice hefty salaries. Good Luck.
But that's insanity. Are we humans, or are we computers? Yes, it exists, but it's crap. Call it what it is. Is it a training problem, or is it a computer problem?
This is entirely why I founded mindbottling.com. If you want good results from a supply chain (in this case knowledge) you need to align incentives, meaning you need to reward them for their contributions. Computers can't understand certain things about knowledge, but they can only parse what a person puts in. Humans have a huge base of tautologies from which they make decisions...
Additionally (and this does add some difficulty) it's not a home, it's an apartment in a high rise, for maximum airburst. At this point your engineering failures as far as getting maxmimum power from the burst are somewhat mitigated by the height of the dirty cloud.
I pray to god that our Orwellian government has implemented nuclear detectors to protect from something like this.
Oh wait, they'd just let it happen so they can seize more power.
IANAL-However, Code that is not created by someone who has signed a work for hire agreement could create a title defect. My IP lawyer (who probably reads this site) says they're like cockroaches, and give investors nightmares, because it can create SERIOUS issues. Well, I mean, only serious issues if you like owning your company, being able to raise capital, not getting your pants sued off (sin pantolones es no beuno!)
I agree. This is the path that I chose after spending 10 years in IT. From what I'm learning in school right now, a LOT of the skills that served you well in IT will serve you well in management. Pattern recognition, problem solving, ability to focus (well ok, this is probably all the caffeine), time management, opportunity recognition, curiosity.
Another advantage is that a few years away from the grind gives you a HUGE amount of perspective and a break from the idiotic mess that is corporate America.
I would personally recommend doing something that you're passionate about. That will be what gets you out of bed in the morning for years and years and years.
Thanks to a vendor at my last place of employment I've gotten to meet with several of the people who wrote the first edition of ITIL. They all said basically the same thing;It takes 3-5 years for the culture to change, but if you keep pushing it will change.
I'm a former IT guy and current MBA student. What I've seen in school is that there are a LOT of IT people in MBA classes right now. I think that you'll see a LOT of former IT people who've gone to business school hitting the market as managers soon.
and focusing on root cause, not the current fire. Get things working again and then take the time to find out why things went wrong. 85% of service interruption is caused by human error. Companies and techies spend money and time constantly fixing the same things over and over again. If you take time to find the root cause, using ishikawa and other techniques you can actually stop running from fire to fire. One huge thing though is that a LOT of IT people like being the firefighters because they get more glory, and unfortunately a LOT of managers don't reward employees who aren't firefighters, and fix problems before they impact production. When things are quiet, that means that someone did their job right. Proper problem management will decrease calls to the service desk (helpdesk) and decrease first level resolution rates- you're not solving the same problem over and over again. A knowledgemangement system helps with this.
Check out the ITIL definitions of problem and incident management: Problem Management-http://en.wikipedia.org/wiki/ITIL#Incid ent_Management Incident Management-http://en.wikipedia.org/wiki/ITIL#Probl em_Management
Another good one- http://serviceinnovation.org/ I've seen Greg Oxton from serviceinnovation speak and here's a link to where he describes the true impact of errors on the user community. (starts really getting into impact on slide 11)
How will it stop the next time? How many video camera's, wiretaps and emails didn't stop July 7th from happening?
How fortunate for leaders that men do not think.
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I disagree. He's made a request, but what you really need to understand is WHY he has asked for the requirement of 10-15 years. Is it because he doesn't want to learn how to use a new system? (A legitimate concern), or is price his primary concern? Considering the cost of hardware now that might be something that you can educate him about. Sell a solution to your customer's needs, by asking questions, listening and digging into the root need,and in the end they'll probably have a better solution that they realized they could have.
IANAL- But if it were me, I'd look up these terms "Anti-Dilution" , "Drag-Along Clause" and "liquidity event". Also, while "profits" are nice, its very easy to prevent a company from making a profit, by paying board members etc nice hefty salaries. Good Luck.
But that's insanity. Are we humans, or are we computers? Yes, it exists, but it's crap. Call it what it is. Is it a training problem, or is it a computer problem?
This is entirely why I founded mindbottling.com. If you want good results from a supply chain (in this case knowledge) you need to align incentives, meaning you need to reward them for their contributions. Computers can't understand certain things about knowledge, but they can only parse what a person puts in. Humans have a huge base of tautologies from which they make decisions...
Additionally (and this does add some difficulty) it's not a home, it's an apartment in a high rise, for maximum airburst. At this point your engineering failures as far as getting maxmimum power from the burst are somewhat mitigated by the height of the dirty cloud.
I pray to god that our Orwellian government has implemented nuclear detectors to protect from something like this.
Oh wait, they'd just let it happen so they can seize more power.
IANAL-However, Code that is not created by someone who has signed a work for hire agreement could create a title defect. My IP lawyer (who probably reads this site) says they're like cockroaches, and give investors nightmares, because it can create SERIOUS issues. Well, I mean, only serious issues if you like owning your company, being able to raise capital, not getting your pants sued off (sin pantolones es no beuno!)
Again- IANAL
Different folks, different strokes.....
I agree. This is the path that I chose after spending 10 years in IT. From what I'm learning in school right now, a LOT of the skills that served you well in IT will serve you well in management. Pattern recognition, problem solving, ability to focus (well ok, this is probably all the caffeine), time management, opportunity recognition, curiosity.
Another advantage is that a few years away from the grind gives you a HUGE amount of perspective and a break from the idiotic mess that is corporate America.
I would personally recommend doing something that you're passionate about. That will be what gets you out of bed in the morning for years and years and years.
Thanks to a vendor at my last place of employment I've gotten to meet with several of the people who wrote the first edition of ITIL. They all said basically the same thing;It takes 3-5 years for the culture to change, but if you keep pushing it will change.
I'm a former IT guy and current MBA student. What I've seen in school is that there are a LOT of IT people in MBA classes right now. I think that you'll see a LOT of former IT people who've gone to business school hitting the market as managers soon.
and focusing on root cause, not the current fire. Get things working again and then take the time to find out why things went wrong. 85% of service interruption is caused by human error. Companies and techies spend money and time constantly fixing the same things over and over again. If you take time to find the root cause, using ishikawa and other techniques you can actually stop running from fire to fire. One huge thing though is that a LOT of IT people like being the firefighters because they get more glory, and unfortunately a LOT of managers don't reward employees who aren't firefighters, and fix problems before they impact production. When things are quiet, that means that someone did their job right. Proper problem management will decrease calls to the service desk (helpdesk) and decrease first level resolution rates- you're not solving the same problem over and over again. A knowledgemangement system helps with this.
d ent_Managementl em_Management
d =19
Check out the ITIL definitions of problem and incident management:
Problem Management-http://en.wikipedia.org/wiki/ITIL#Inci
Incident Management-http://en.wikipedia.org/wiki/ITIL#Prob
Another good one- http://serviceinnovation.org/
I've seen Greg Oxton from serviceinnovation speak and here's a link to where he describes the true impact of errors on the user community. (starts really getting into impact on slide 11)
http://itsmf-tampabay.org/WordPress/?attachment_i
My 2 cents
How will it stop the next time? How many video camera's, wiretaps and emails didn't stop July 7th from happening? How fortunate for leaders that men do not think.