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Monthly Archives: March 2012

When you get someone else to do something for you, that doesn’t mean it’s not being done, or that getting it done is not important, or even that you don’t have to worry about it any more. And when you get someone else to do something for you that’s critical to your business, you’re going to want to manage it carefully! Read More »


Flabbergast!  What’s a Gasting Flabber?!?

I was in a meeting recently, having to do with a project I’m working on. It doesn’t matter what the project was about – it was I/T but it could just as easily have been building construction or political nominations or charity volunteer co-ordination anything else at all that involves several teams co-operating on a complex interwoven timeline. The point is that something came up that makes me Always Grumpy. So of course I have to write about it here.

For several days before this meeting I had spent a significant portion of my working time keeping up with our progress on this project. I read boring e-mails and wrote some of my own. I reviewed minutes and timelines and charts, oh my! I flipped through presentations and combed through spreadsheets. I invested a good deal of mental effort to make sure I was up to date, as one of course should.

The meeting was small and brief; just three of us including the chair, for only a half-hour to review a specific set of material. As the meeting started, our chairperson started reading aloud from one of my e-mails about this topic. With our short time in mind, I interrupted to say we didn’t need to hear him read my boring e-mail verbatim… but he responded that he needed to read it to review the material. Really!?! Read More »

I don’t understand why people and organizations sometimes stop thinking halfway through a problem. We see something that costs money and we avoid it even though we know it’s needed. Or we get rid of it without wondering why it was implemented in the first place, then have to replace it with other, less effective tools and processes that cost more. I’ve done it myself – remember, I’m Often Dopey!

But it’s one thing to make a mistake and another to wilfully look the other way when we know that a decision that’s good in the short term or narrow view is bad in the longer term or broader scheme of things. We should all expect ourselves to place the long-term good of society above that of the enterprise, and of the enterprise above the division or department and so on down the line. Whatever level we work at, we should expect our managers and leaders to do this even more as they rise in responsibility and seniority. The more we move up the organizational ladder, the more we should be expected to demonstrate breadth of vision in both time and space. So it upsets me when I see any organization make a decision that is good for one area or the short term, but bad for the larger enterprise or the longer term. Sadly, it happens all the time in governments and corporations and even homes. And people wonder why I’m Always Grumpy.

Chargeback, or cross-charging, or internal billing if you prefer, is one of those things. Read More »

Oh, this is going to be a good one. I’m going to let loose one of the biggest, meanest bees in my very full bonnet. This is one of the things that makes me Always Grumpy, but you know the old saying: the bigger they are, the harder they fall! This won’t take long to describe so it will be a shortish post.

If you’ve been reading my blog you know that I work in I/T. I work in an “enterprise shop”, which is some people’s way of saying that the corporation I work for has a large I/T footprint. It’s true! And like most large I/T shops we have many kinds of CPU, from big, blue mainframes down to servers under desks. We also have many kinds of network switch and router, but we won’t get into that here.

Servers are often categorised into three groups: Read More »

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