Grandpa Ham - Grandpa Can do IT!

Looks like I will stay with the DMV through October at least.  I am currently writing the formal process documentation as well as helping the DMV folks prepare for collaborative design activity with their chosen development vendor (still TBD).  This is truly a big project.  We have identified over 1000 business use cases so far.  The software use cases to be built over the next few years my reach 10000 although half of them will probably be out of scope initially.  Comprehensive to say the least.   Wow!

Spent the last couple of weeks helping to design a single place in the logical data structure for all aspects of information a DMV might want to consider. The Customer Information Quality Specification from OASIS provided the basic structure, but a lot of new material is needed to make it work. The key is to allocate the data to the correct place in a hierarchy of Party Types and to the roles that are “playable” by each type. It is a thought provoking exercise. It also make you well aware of the potential data quality pitfalls of mis-allocating data to a less advantageous entity within the overall data architecture. (Note to readers: this is just the beginning ov some very cool stuff.)

What is the difference, if any? I would contend that there are differences. Simple outsourcing occurs when a company or government agency wants something done that it either does not want to do itself, or can get done at less cost from outside. Consultants, on the other hand, are normally hired to do a task cannot be done with in-house resources. As such, they are generally fairly expensive. Usually, consultants are hired to get an outside view, to get objective recommendations, or to do a one-time task that requires special expertise. In such cases they are a good use of resources.

There is a downside however. When a consultant is hired to do perform a repetitive task, and he simply performs that task, again and again, he is no longer a consultant. He has become a high-priced outsource contractor. It is also possible that he makes his contribution indispensable to mission performance. Now he is not only high-priced, but a risk. From an organizational viewpoint, any indispensability is risky. Indispensable consultants or consulting companies are even more so.

So, what do you do when there is a long term task that must be done, but cannot be done with in-house resources. One way to handle the situation is to grow some in-house resources. You can send folks to training. Sometimes, however, training needs follow-up, reinforcement, and a bit of friendly supervision. This kind of activity is known as mentoring. Mentoring can be done in-house if there are sufficient resources. Often, however, in-house mentoring is a one-on-one activity and carries intimation of favoritism because of hierarchical relationships between mentor and protege. For less direct mentoring activity, some large companies have large separate mentoring/training divisions. This works well where tasks an procedures are well-defined and folks simply need non-threatening help to understand their work environment.

So, what about something new? You want to follow a new and exciting way for doing something. You want to adopt a cutting edge technology or methodology. If you can find the right person, a professional mentor might be the right answer. A good mentor is less concerned with his accomplishments than those of the folks he is helping. A good mentor is helpful, but no overly directive. It is actually useful to allow proteges to fail on occasion. The learning is valuable. A mentor never competes with his proteges for favor or glory. His value is in multiplying their capability. It is not in his personal glory.  A mentor has the goal of working himself out of a job, as he makes everyone else more productive. A good mentor does not allow himself to be indispensable in the long term. His goal must be to achieve the exact opposite result.

This goal seems to go against human nature. Maybe that is why really good professional mentors are not easy to find (and why good ones are actually in demand because of their scarcity). In order to avoid the human tendencies that lessen the value of my mentoring activity, I have developed a creed. I try to follow Grandpa’s Creed in all my work with the Virginia DMV and with other consulting clients where mentoring comes into play. In general, I would say it works. I am certainly better for it.

Check this link for a short (and really good) blog on how coders look at the world.  This play on the Obama title actually does give me hope.  It is short, yet thought provoking.  Code is a “good thing.”

http://www.brianalvey.com/news/2008/03/26/the-audacity-of-code/

The Disaster Management - Open Platform for Emergency Messages (DM-OPEN) was recently moved to hopefully permanent quarters at the Stennis Center in Mississippi.  After a bit of testing, those of us who believe in the Emergency Messaging as Government Infrastructure concept have noted that response time has improve significantly.  This should my the work that Lee and I are doing to extend open source connectivity for OASIS Emergency Management Standard Messages easier to sell to other vendors and government programs.  Let us build to CAP, EDXL-DE, EDXL-RM and HAVE.  Folks, it is there.  It works.  Lets use it, so they cannot take it away!

Lee Tincher from Evolution Technologies is building some new open source connection code for DM-OPEN that adds to my previous test code. This addition will include database connection code for oracle and MySQL that will let developers retrieve Common Alerting Protocol (CAP) alerts from DM-OPEN and directly put them into a relational database for further processing. We plan to put the updated code up on the EM Forum site for others to use as desired. Cool stuff. Eventually we plan to add to this code so that it handles Emergency Data Exchange Language (EDXL) Distribution Element (DE), Resource Messaging (RM), and Hospital AVailability Exchange (HAVE). Emergency Managers every where - While I am of some assistance, Lee is doing real work that supports you! I am sure that he will appreciate your gratitude and support.

I continue to work with the Virginia DMV in support of their Systems Redesign project. It is their process, but I have the great pleasure of helping them decide how they want to approach the many issues that come up every day. The whole thing is based on choosing the best approach to preparing for actual implementation using the Iconix Software Engineering process, but doing so in a way that supports the specific needs of the Virginia DMV. The project is large, and so is the BPR team, so the need for specific requirements traceability is is perhaps more pronounced than it is for typical Iconix implementations, where teams are generally smaller and less diverse in technical and functional background. The DMV has defined an approach. I think that they are on the right track. I look forward to a very busy Spring and Summer helping them make it work.

Since my general business model does not work under the Federal Acquisition Regulations (FAR), I have partnered with Evolution Technologies, Inc. to provide my services to Federal Clients. State and Local Agencies with similar regulations may also find this relationship to be advantageous. Evolution Technologies also has a GSA Schedule that makes contracting relatively easy to do.

I am now committed to the Virginia DMV through June. Good folks. Good work. More importantly, a real saving of taxpayer money. It is amazing what can be achieved when a group of dedicated people actually follow a defined, clear process for planning the future.

The project I am working on for the Virginia Department of Motor Vehicles has put up a web site. Click here to see to see what it is all about. I have also added the link to my “Partner Links” in the menu.