On Wed, May 26, 2010 at 12:46 AM, Rick Fochtman <rfocht...@ync.net> wrote:
> -------------------------------------<snip>------------------------------
> In serious line of business applications with, competing requirements from
> many internal departments, it is often that IT is the central and only
> organization that understand multiple aspects of the business and how they
> work (or not) together.
>
> How many times have you had to ask two business units to resolve the
> requirements conflicts at a business level because they are a) doing
> conflicting things; b) doing similar things in an inconsistent and
> incompatible manner; or c) wanting to do things that are proven money
> losers.
> ----------------------------------<unsnip>-------------------------------
> Sam, you're quite correct in this, but there's another piece of "management
> philosophy" that you have overlooked.
>
> "There's never enough time to do it right, but there's always enough time to
> do it over, as many times as needed."
>
> Also consider this: managers, in most of the situations I've been in, are
> far more worried about saving their own scalps than saving the bacon of the
> folks under them. Many, but not all, managers fail to understand that the
> people being managed can make a manager look either very good or very bad,
> often in ways that are very subtle. This is very much how the military
> services work. :-)  For this reason I have more respect for a "working
> manager" than for the guy who sits in the corner office pushing paper and
> only comes out long enough to scream obscenities at "the peons" (us
> technicians).
>
> Rick

Rick,

Correct on all points.  Slipped my mind when writing the response.
You are very much on the money, especially for item 2.  Performance
tuning in particular comes to mind.

Cheers,

Sam
<snip>

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