Hurricane season is here and we are seeing more and more hurricane preparedness information; from updating home insurance, collecting materials and supplies, to planning for evacuation. There is so much available information on how to protect your family and home, that if a hurricane does tear through your area, knock on wood, you have no excuse not to be prepared. But what happens to your business? Information on how to protect your business during the hurricane season is not as easily accessible, but it is just as important.

Disaster Recovery planning can be vital to companies, especially here in Houston, during the hurricane seasons. It may be too late to protect your data and other assets if you wait until the “rain drops [start] falling on your head”, as B.J. Thomas would say. Are you part of the 65% of small to medium businesses that does not have a disaster recovery plan in place? If you are, are you also aware that according to research by the University of Texas, only six percent of companies survive a catastrophic data loss, while 43% never reopen and 51% close within two years? Those odds are not very reassuring.

Most companies are still recovering from budget cuts and do not see the value in investing in disaster recovery. We can understand their point of view. Nobody wants to pay for something they won’t use. But how can you be sure you won’t need it? Like insurance, a solid disaster recovery plan is a good value even if you never need it. But it’s priceless if you do!

So what is the next excuse that we’ve come across as to why companies do not invest in proper disaster recovery planning? Our favorite excuses include:

• “My IT guy says our data is backed up, so I don’t worry.”
• “Our IT department is doing the best they can and we do not have time to learn and implement a new process.”
• “I know we should, but we can’t afford what our IT guy says we need to do.”
• “I’ve talked to the “experts” and it all seems so complicated.”

George Black, President and CEO here at RSA Corp, treats the company like a family member. There is no way he would just take somebody’s word for something this important. Running a business is a lot of work, and it would be devastating to watch it all get washed away because a short cut was taken. RSA Corp, a Managed IT Service provider, has witnessed many companies turning to us once they get themselves in the middle of a sticky situation. Of course we help them get back on track, but that takes more time and money than a preemptive strike!

We recommend that you, as a business owner, do your homework or partner with an IT company that has. RSA Corp offers our clients a range of Business Continuity Planning and Disaster Recovery planning and implementation services so they have one less thing to worry about. Wouldn’t it help you to have experts handle the difficult stuff?

During this hurricane season, RSA Corp’s clients will be singing…

“Raindrops keep fallin’ on my head
But that doesn’t mean my eyes will soon be turnin’ red
Cryin’s not for me
‘Cause I’m never gonna stop the rain by complainin’
Because I’m free
Nothin’s worryin’ me”

Hear the entire song so you can sing along when you have your disaster recovery plan in place: “Raindrops Keep Falling on my Head“

That phone is going to ring any moment now and the voice at the other end of the line is going to hold my future in his or her hands. What can I say or do to make sure that I get the option to take the next step in my search for the perfect job?

We all have faced the challenge of the telephone interview. Some are one on one, some have a team of people sitting around a conference call listening for the knocking of my knees or the stutter in my voice. It is sheer torment, and I know that there must be a way to prepare myself for this challenge.

How about this? I call it 20 Questions. I put myself into the role of “interviewer “, rather than “interviewee” and write down 20 questions that I might ask if I were interviewing me for this job. After writing those questions down, I then go back and write the answers to those 20 questions.

Two things happen. I have the time, with no pressure, to organize my thoughts and get the answers down in a complete manner, that I want to share with my interviewer or interviewers. And secondly, and most importantly, I get the opportunity to walk away from the list for a while and allow the dynamic of, “wow, I wish I had said that” to occur. In having time for that familiar dynamic, I can then get the list out and add that thought to my answer.

Experience tells me that over 60% of these questions will be asked during the interview. After all, I know what the job entails and I know the skills necessary to win such a position. In knowing that, I know what I would want to know about a prospective candidate. The key is writing these down.

And you know what? Because I did something proactive to prepare, I can take the call in a much more relaxed and confident manner. I sound better, I respond better, and I am going to win this interview.

What other techniques do you use to prepare for a telephone interview?

As a Consulting CIO, I’m called on by clients to assess the fit of their technology to the business. Quite often this follows a change in company management, a significant change in the business model, or both. At this point, the relationship between the technology staff and business management can be under strain. Typically, business management believes they have worked to align their technology staff with the business’ needs to little or no avail. That’s when company management reaches out for help.

As you might expect, these assignments begin with discussions where company management expresses their dissatisfaction, confusion, and frustration with the performance of their staff. They then ask me to render an opinion on how the technology staff engages with the business, on the staff’s workload, and on the fit of the staff’s skills to business needs.

The good news is that we’ve typically found the staff to be conscientious and focused on providing support for the business to the best of their ability. Our disconcerting finding is that those responsible for managing the technology are disconnected from what business management wants from the department.

An important step in our process is to interview the staff to determine what they think their responsibilities are, what management expects from them, and how they are evaluated. The same questions are asked of management and the business function owners.  The answers quite frequently paint pictures so far apart that you could legitimately ask if both groups came from the same company.

How can this happen? Both business and technical management speak English, so why is it so tough? In some respects, it seems that those responsible for managing technology just don’t believe the business side is serious about evolving the business. This is the challenge: just when is management truly pursuing change? It’s a bet-your-job question.

When we’re invited to consult, business management is actively seeking an open and informed dialog. But the discussion is not about technology; it’s about management, processes, and user needs. Not servers, databases, Agile, or any specific technology. Business management seems to be willing to trust the technical decisions to the technology staff. Is it unreasonable for company management to want a conversation with technology management and staff that gives them the confidence that their business needs and direction are understood, accepted, and being addressed? I don’t think so.

It’s once again time to review your IT Disaster Recovery/Business Continuity (DR/BC) plan. Actually, since Hurricane season officially started June 1st, it is well past time. You do have a plan, don’t you? There is an adage from a wise but unknown sage that goes something like this: “If you fail to plan, you plan to fail”. Lofty words and a bold assertion, but they are based in fact.

Business continuity vendors like to toss out widely quoted statistics that 80% of businesses that experience system outages longer than 10 days, fail within 18 months. Searching the web for “business continuity statistics” yields widely varying and possibly even questionable results. Even so, it is clear that, based on data post Ike, Rita, and Katrina, a significant number of businesses failed to recover. Once we clear the hurricane season, there are always hardware failure, fires, theft, sabotage, even the possibility of a pandemic that could result in a partial or total loss of systems and data or availability to them.

Even if your business survives, what are you at risk to lose? eCommerce, phone, or even email sales losses can be easily computed by taking average daily sales and dividing it by 24. Chances are that if a significant portion of your revenue is generated this way, it won’t take many hours before the cost justification for protecting these systems becomes apparent.

Disaster Recovery refers to your ability to recover key systems from a catastrophic event. Business continuity refers to the ability for your business to continue to functions during that recovery. Two different concepts, but they intermesh at many points in your IT infrastructure.

Key Questions to Ask Yourself

As a decision maker for your company, how do you determine your risk? How do you balance recoverability with cost? How much protection is enough? What technologies are available for protecting critical systems and which ones are right for my needs and budget?

There are many “DR in a box” offerings (we have one ourselves) some of which only address rudimentary DR/BC needs (not ours, of course), but consideration should be made for the unique needs of your company. There are a dizzying array of products and services available that range from backup to tape or disk and storage offsite to complete duplication of systems, replication of data, and automatic failover capabilities to a secure location. Cloud services are featured prominently in many offerings. What is right for your business and your budget? A start to answering these questions would be to consider the following:

• What systems does my company need to operate on a day to day basis? (Phones and voicemail, email, data, applications)

• How long can my company do without access to those systems? You may be indefinitely without phones by using cell phones and forwarding your main number to an alternate phone, but access to data or email may be required within a single business day or even within a few hours. If your company relies on a web presence for ordering you may not be able to tolerate any downtime.

Once you identify what you need to operate and determine the maximum acceptable downtime for each system, you have determined the minimum standards for the products and processes needed to recover those systems.

Case in Point

I’ll use my company, RSA Corp, as an example of this process. As a services-based business, RSA Corp does not manufacture or distribute products, and as such we are not dependent on a specific physical location as much as we depend on access to data. When we underwent our DR/BC exercise initially, we identified that because our revenue was based on services billing that our AR, AP, Payroll, and timekeeping systems were essential.

RSA Corp essentially has two core services offerings; IT staffing and IT services. Staffing essentially needs access to their CRM and phones to continue to function. Services needs access to our monitoring, ticketing, client data systems, and application development environments. Everyone needs access to email. Because we use telecommunications extensively in the course of business, it was also decided that maintaining our main and helpdesk phone numbers was a priority. That’s it really – no dependencies on a physical office per se. Consequently, our plan was to configure our systems in such a way that as long as a user had access to a Microsoft OS based PC with Windows XP or newer or a Laptop, and internet connectivity, they could perform any essential functions.

Because we contract to provide services to clients on a round the clock basis, we had already collocated a significant portion of our IT infrastructure to a secure hosting facility away from proximity to the Gulf. We placed our IP phone system, data storage, email, app servers, and monitoring systems in the facility which reasonably insured access to them in the event our business office should become unavailable. Our ticketing and payroll systems are web based SaaS and hosted by the provider. Our IP phone system allows users to take their phones anywhere there is a working internet connection and reconnect to our phone controller. Access to applications and email was provided by using Microsoft Terminal Server, and email was also available via Microsoft Exchange webmail for desktop users and either webmail or Outlook Anywhere for laptop users. VPN capability was established to allow transparent access to the infrastructure for laptop users as well.

Own and Host or Lease from the Cloud

One additional consideration would be whether it is financially desirable to own the equipment to be used for DR/BC, if any. And would you benefit more from accounting for the cost as a Capital Expense or as an Operating Expense? The technology you choose may impact one or the other, or even both.

Clearly, there are many considerations in producing a Disaster Recovery or Business Continuity plan that is right for your business. Why not schedule an appointment with one of RSA’s DR/BC specialists to begin working on your plan before the next major storm or thief pays you a visit?

Daily Scrums

A lot of time can be wasted in meetings that add little value to the overallresults of the project. Daily Scrums eliminate long elaborate meetings in favor of shorter productive ones.  The objective is to provide laser focus to indentify issues quickly and productively.

The Daily Scrum is a simple daily routine meeting, which helps the team self-organize, focus, identify and eliminate impediments to progress. The primary goal is to allow team members to get to the point by telling what they are working on and what they are having issues with. The meeting lasts a maximum of 15 minutes. All team members are required to attend personally, by phone or by proxy.

During this time, team member discuss progress, obstacles and daily plans.

Successful scrum meetings demonstrate the following features:

• Meeting should be 15 minutes or less
• Standing rather than sitting – this helps to keep the meeting short and everyone focused
• All project stakeholders should attend the daily scrum – to eliminate that need to repeat information
• Team members should only focus on: what was done yesterday, what will be done today, what issues may cause problems for progress
• The meeting should be held in the same place and at the same time every day
• Burndown charts and Status boards are updated during the meeting – which visibly records progress being made.

By adhering to the above practices, you can increase the efficiency of your team and improve the quality of your project by avoiding tedious and time-wasting meetings.

Conclusion

Over the past several weeks we have highlighted for you five ways that Agile works to eliminate waste. My hope is that you now have a better understanding about the advantages that Agile offers and its primary focus to eliminate waste and streamline the application development process.  There are many other advantages to using the Agile methodology, of which there are too many to highlight in this segment.

If you are interested in learning more about this topic, “Lean Software Development: An Agile Toolkit for Software Development Managers” by Mary and Tom Poppendieck, is an excellent book that defines how lean manufacturing processes can be applied to software development.

We are in another state of transition where we are hopefully looking in our rearview mirrors (for now) at the recession of 2008.  Everything is cyclical, and in staffing nothing rings more true.  So, how does a staffing company move forward in providing excellent service and benefit to prospects and clients?  There is more than one answer and always two sides to a coin……..

Businesses are regrouping and retooling internally to best position themselves in the economic upswing.  All companies have clients for their product and utilize many ways to market and sell, but people are a key cog in the wheel.  For example, you have a sales force to push your services but you had to cut back on the number of your team by half last year due to the recession.  You need to get back to meeting the numbers required for your company to be profitable.  Thus, a problem (I like to call it a challenge) arises.

How do you meet these numbers with half the resources? Quite simply, the old adage of “you have to spend money to make money” should be on your radar.  You invest in people and people will bring revenue to your company’s bottom line.  Going in the woods to fight a bear with a wooden pencil is not a recipe for success.  Invest in your sales force and get that revenue stream rolling while landing new clients and satisfying existing ones.

“But I don’t have the budget for additional headcount.”

Your organization began a 2 year implementation of a global ERP system that cost several million dollars.  The project budgeted for X amount of consultants but had to be reduced in headcount, and the timeline to completion has been pushed back 12-18 months.  Along I come, from a staffing company, with the ability to get you the talent and expertise to get your ERP project back on time.  You tell me that you cannot afford to replace the 3 consultants that you scaled back on last year.  Hmmm…..the problem (remember, I like to call it a challenge) is not that you don’t have budget for additional headcount. It’s that the VALUE of the ERP project is not being considered.  Taking an additional 12-18 months to complete will probably cost a lot more than the additional headcount.  If I provide you with the right candidates, and you see that they will bring immediate value to getting the project back on track, THAT is something that can be measured.

Not every situation is the same.  My job is to find new opportunities.  I define opportunity as a situation to be a measurable resource.  If I help a client fill their jobs, that is success.  If I market a candidate to a company, open job/project or not, and the client can utilize this person within their organization, that is success.  Remember, everything is cyclical…….just like life, enjoy the ride!

I’ve been asked this question a lot recently – what is the value of working with an IT managed services company? I’ve heard several business owners, clients, and end users ask about the benefits and risks of having a company of IT geeks come in and manage their computers, network, software, and anything else that runs on electricity.

First, a disclaimer: Yes, I work for an IT managed services firm. No, I have not always worked for an IT managed services firm. Yes, I have contracted an IT managed services firm before. No, it wasn’t a pleasant experience. Remember this as you read on.

I used to be an IT manager for a geographically disperse, highly profitable company in the Midwest, focusing on retail, wholesale, and commercial services and distribution, as well as manufacturing. In practice, that meant I was the Level 1, 2, and 3 support person for an entire company of 250 users, across five Midwestern states, with only one other associate working with me. Trust me, I was busy. I spent quite a bit of my time traveling to distant sites, working on end user issues, and supporting our infrastructure, frequently from the road or from another location.

An associate of mine recommended an IT Managed Services company. I agreed, and brought them onto a 20-hour retainer for the next calendar year. The firm was friendly, but had a dreadful follow-up – I asked them for help on only two issues, and to date, only one was ever answered. I didn’t renew, and continued for the next few years running around trying to keep up.

I made a mistake. However, the mistake wasn’t necessarily the IT company I selected. Those lessons are what I would like to share with you, so you can make an educated decision on whether IT managed services is right for you.

Here are my top considerations:

• Be realistic about who is supporting your infrastructure. Some companies have Bob or Alice, who is the office resource in case anything breaks. Bob (or Alice) will come and take care of you – never mind that Bob is the CFO, and Alice owns the company, and have more critical issues than printing. If your entire network consists of three PCs and a printer, that may be fine; others may need to pass it off to someone else. Whether Bob is the CEO or receptionist is irrelevant; how much of his time is being devoted to IT issues is what’s important.

• Be realistic about your personnel needs, and what you can afford. Good system administrators are hard to come by these days, and they are not cheap. If you have a smaller, brand-new infrastructure, a system admin fresh out of school may be a great fit. If you have had your network for a while, or if you have unique setups in your network, a more seasoned veteran may be a better fit. If you already have an IT staff, and he is typically working 60+ hours a week, a newbie system admin may be a good fit to alleviate the load.

• Be realistic about your security. Any new hire into your organization will be entrusted with your most sensitive data. Be sure anyone you bring in has a reputation for excellence and ethical behavior with your infrastructure.

• Know what to expect (and what not to expect). Any system administrator needs to have a clearly defined role. I’ve seen admins brought into companies, where the role wasn’t defined, or the restrictions made the position a failure before the first day of work.

Based on these considerations, here are the top reasons why an IT managed services firm like RSA Corp (yes, I am biased) are a great fit for so many clients:

• Be realistic about who is supporting your infrastructure. RSA Corp’s Technical Assistance Center is a phone call away, and anyone can call (or only one person can call, it’s your choice). Our ENCOMPASS agreements allow for complete support of your infrastructure, from the most complex servers to the simplest desktops, including provisions for on-site support as needed.

• Be realistic about your personnel needs, and what you can afford. Most companies cannot afford their own IT staff, or have an IT person that is not prepared for the tasks ahead. RSA Corp’s TAC team is fully trained on a wide variety of platforms, including Windows, Linux, Mac OSX, and Sun Solaris; our training is open-ended, and always in development. Further, the average RSA Corp technician has 10 years’ experience in supporting diverse environments. Most importantly, RSA Corp’s clients are backed by a team of technologists with direct access to all the major manufacturers, not just “the IT guy”.

• Be realistic about your security. RSA Corp’s interview process for the TAC team is handled by RSA Corp’s Staffing division, which includes careful screening of potential clients to ensure that any environment we go into will remain safe. RSA Corp knows that anyone on the TAC team will be RSA Corp’s representative in the field, and we will ensure that the face is always pleasant, and working in the best interests of our clients.

• Know what to expect (and what not to expect). Any new client of RSA Corp has a detailed proposal and contract which shows exactly what our expectations will be – no surprises. If surprises do come up (something is not covered due to virus infection, accidental erasure, etc.), we have options for prepaid hours to make sure your business doesn’t suffer.

I think RSA Corp is a great firm, and a great fit for many clients, if you make them your partner, and a true extension of your business model. Don’t make the mistakes I made – talk to people and learn more about IT managed service firms that are out there. Discuss with other business partners, with team members from other IT firms, and your own team members.

I would love for you to come to RSA Corp, but that’s just me….

In today’s business world, where overhead and costs must be controlled in order to remain competitive, Human Resources professionals find themselves constantly short on the resources required to fulfill the broad range of tasks in their job descriptions.

Benefits administration, employment processes, training, college campus recruiting, job analysis and classification, compensation support and analysis, company policies and procedures development, operational analysis, employee assistance and welfare, employee relations and labor relations, EEO and affirmative action policies and procedures are a few of the tasks incumbent in the Human Resources Professionals’ day.

Oh, did I forget one? Recruiting experienced talent to drive profits and performance of the company should be high on the list, but how does one prioritize when the list is long and the hours are short?

The pressures from within, to be an effective recruiter or recruiting organization, are crushing. Operational and strategic managers and officers  must have good, talented folks in order to satisfy   the needs of the business.

HR Pros must make a decision. “Do I concentrate on recruiting and let the other tasks fall where they may, or do I find a way to make my recruiting time efficient? I know how to go to Monster or Dice or Career Builder or LinkedIn or Facebook and find a lot of folks who might fill my needs! But is that the best use of my limited hours? What if I only had to consider the best three candidates from all of those sources? Would that free up more time to take care of the other important tasks in front of me?”

Choosing a Pro Contingent Fee Recruiter provides a partner who spends 100% of his time recruiting for you. That is his only job. He is one who provides those three truly qualified candidates, makes the recruiting process the most efficient that it can be. And I do mean a Pro. Recruiters who fill your inbox with resumes clipped from the job boards are not what the HR Pro needs. Embracing the recruiter as a partner will provide expert consultation on market conditions, salary requirements, and best hiring practices that will guarantee that the company hires the best candidate for the job. All of this for a fee that is not due until the talent is on board and happily working. What a deal! And what efficiency! The partnership cannot be beat.

Next, in our series on how Agile eliminates waste in the custom application development process, we focus on Backlogs and how they are used to make projects more efficient and ultimately more successful; meaning more likely to be on-time, on-budget, and exceeding client expectations.

Backlogs are logs that contain lists of User Stories (see part 3 of 5).   There are two types of Backlogs, Product Backlog and Sprint Backlog. Both have a specific purpose directed toward eliminating waste and maximizing value.

Product Backlog

The Product Backlog is a list of User Stories, generated and prioritized by the Product Owner in order of value and business importance.  At this stage, the User Stories are defined at a high level and lack the details needed to turn them into functions. This is intentional; why waste time defining or documenting functions that may never be used or are not sufficient in value?

The Product Backlog is dynamic; it is constantly changing based on the measurement of business value and business priorities.

We select User Stories with the highest priority, as described on the Product Backlog, as candidates to be included in the next development iteration, also known as a “Sprint”. Next, we estimate how many of those User Stories can be completed within the iteration (see part 1 of 5).

Sprint Backlog

Which brings us to the Sprint Backlog … the selected User Stories are further defined into development tasks that will comprise the Sprint Backlog for the next Sprint or iteration.  The Sprint Backlog includes the Stories and tasks that become the planned work for the upcoming Sprint.

A Sprint is a two or three week cycle of planned development work, that will deliver one or more fully functioning features, based on the User Stories in the Sprint Backlog.

After each Sprint is completed, this cycle is repeated.  Users Stories are reprioritized on the Product Backlog by the Product Owner, refined into tasks on the Sprint Backlog, and delivered upon completion of the Sprint.

Tying it all together

The process of User Stories moving from the Product Backlog to the Sprint Backlog, ensures that only those Stories or functions with the highest value make it into the Sprint.  It eliminates any wasted effort spent on User Stories or functions that brings little or no value to the business, freeing up resources for more valuable work.

And most importantly, your company benefits from more ROI for its IT dollars.

Stay tuned for the final segment on how Agile eliminates waste in the application development process.

How are you using Backlogs to refine your businesses return on ROI?

Here’s number 3 of the 5 top wasters that Agile addresses.  In the previous segment, we discussed iteration cycles and how that they can be used to eliminate waste in the software development process.

Standish reports that 64% of software functionality is never or rarely used.  By eliminating wasted functionality we can spend 64% more time and money on functionality that adds value and creates ROI.  Why waste money and time on functionality that will never be used?

Agile provides a way to eliminate wasted functionality by the use of User Stories and Product Backlog

Software projects often times involve requirements that are roughly defined; we rarely get the opportunity to have fully defined requirements at project start-up.  Requirements normally start out at a high level and become clearer, as you move through the project.  Why waste time developing coding and design documentation before the requirements become clear?  Often information is created so early in the process that it becomes inaccurate and obsolete, even before the functionality is delivered.  Why waste time developing documentation for requirements that will change or may never even get implemented?

Agile focuses on the just in time concept of refining and documenting requirement details, as the information is needed.  This is done through the simple use of User Stories.

User Stories

Project requirements are created as User Stories, story cards that describe the expected outcome from the deliverable from Stakeholder/Product Owners point of view.  User Stories are used to defined requirement functionality at a level that the Project Owner can describe and understand.  Project Owners are directly involved with the creation of the User Stories and in many cases become the owners of the Stories.

Each User Story describes only one function.  It should describe the role, the desired function, the reason for the function and the acceptance criteria for that function.

Example:
Role: External Customer
Function: View account information
Reason: External Customer is interested in knowing what they have ordered and payment balances
Acceptance: External Customer will be able to view account activity and transactions, both history and current.

We then estimate each story using a points system.  Each story is estimated in points, given the expected effort, complexity and clarity.  The points will be used later to measure the velocity (productivity levels) of the team.

The User Story needs to be brief taking only a few minutes to define.  It is recommended that each be written out on a 3×5 card to consciously enforce the idea of smallness.  User stories reduce waste by eliminating wasted hours spent on elaborate documentation that will never be read by the project team.

We focus on the high-priority, well formed requirements leaving the less formed requirements for future iterations where they will become more defined or eliminated.  This reduces time wasted on ill formed requirements that have no described value or acceptance criteria.

Product Backlog

These stories are then prioritized and placed on the Product Backlog by the Product Owner.  The prioritization of the User Stories becomes the iteration plan for the next release.

User Stories are refined and redefined as they more through the iteration process.  Stay tuned to find out about how to manage User Stories using the Product Backlog.

Questions

Are your teams using Scrum?
Are your teams using User Stories?
How would User Stories help define better requirements?