Voice of the DBA

Tag: business

  • The Loss of Knowledge

    This article has a great opening quote. It says: “We are drowning in information but starved for knowledge”. It’s from John Naisbitt, who wrote the book, Megatrends in 1988. I think this quote can be very apropo in organizations as we have data, we have plenty of reports deriving information, but sometimes we don’t have a lot of knowledge, especially when there has been turnover in our staff.

    We can train new people on many things, but not everything. The knowledge of the culture, of what others know, of the little strange bugs or behaviors that can’t get fixed, the tribal knowledge accumulated by living in an environment. These are the learnings that can’t easily be replaced, and until they are, often new employees are less productive.

    Of course, sometimes new employees will view the world in a different light and find solutions others haven’t considered. That happens, but it’s more likely that they will make mistakes, break something, or just be less effective than their predecessors.

    There are no shortage of articles, like the one above or this one, that discuss the concerns IT leadership has about employee turnover. Perhaps the leadership does see that as a problem, but often first level managers don’t. Often leadership doesn’t realize how poorly trained or effective first line managers are in working with their technical staffs. I sometimes think that the world in Dilbert is far too prevalent precisely because of very poor management skills. It certainly seems that efforts made to retain employees are relatively rare in many companies.

    In my career, we’ve had some boom and bust times in the market for developers. There have been times where anyone with a certification or a hint of experience could get hired (or get a raise). There were other times when people were careful to hold onto their jobs because finding a new one could be hard.

    I think employers should not only invest in their staffs, but work to train and upskill them, demand more from them over time, but treat them fairly with more than just a paycheck. The dividends from a hardware allowance, a training budget, and more can easily pay for themselves with better productivity and the lack of fees to recruiters. You should certainly hold staff accountable and responsible for getting work done, but make sure you also treat them fairly and support them.

    That’s if you also spend time managing your managers and ensuring they balance the demands they make of employees with the support needed to ensure their staff performs well. If you ignore the managers, you might as well ignore the staff, set aside more recruiter fees in your budget, and hope for the best.

    Steve Jones

    Listen to the podcast at Libsyn, Stitcher, Spotify, or iTunes.

  • Living With Broken Software

    I travel quite a bit every year. Over 20 trips in 2022 and five trips in the first quarter of 2023. To make life easier, I have a few routines that I use to ensure that travel goes smoothly and I don’t forget things. One of those routines is using a parking service near the airport.

    This company used to have a fairly manual process, though it improved over the years. The pandemic forced them to move to more contactless service, which I appreciated. I could make a reservation online, get a QR code, and use that to both enter and exit the facility without interacting with anyone or handling money. A bit safer, but the big win for me was that this process was quicker for me move into and out of the lot.

    This service worked great in 2021, but sometime in the spring of 2022, I was making a reservation on the mobile app on the way to the airport. After completing the form, I clicked submit and got an error. I wasn’t sure what to do, so I double-checked everything I’d typed and resubmitted.

    Again, an error.

    I tried a third time, feeling a bit frustrated. I’d stopped for coffee and needed to start moving to the airport. For some reason, I decided to check my email. To my surprise, I found a confirmation of the reservation. Actually, I found three, which necessitated me asking for refunds for the two I didn’t need, while then trying to ensure I actually used the correct QR code to get in and out.

    Since then, I’ve used this mobile app multiple times to make reservations, and it always errors but sends a confirmation. I’ve sent a note to the company, but nothing has changed. The web app doesn’t seem to want to work correctly either but has different problems. I’ve tried a couple of other services, but I like this one. I just need to remember to make one reservation, ignore the error, and check my email.

    The tech is broken somewhere. Yet it works. It’s mildly annoying for me, perhaps much more annoying to others. This might dissuade new customers from using the service, though the parking lot seems fairly full most of the time. It’s the kind of thing that I, as a software developer, would want to fix.

    It’s also the kind of thing I could see management not caring about, and instead asking me to focus on new features or other bugs that are preventing customers from using the service.

    There is often more work queued up for software than there are time or resources to tackle them. When anyone is building software, they are constantly making choices about priorities and focus. What do I work on? What should be done first? What bugs need fixing and what bugs can we live with? Working for a software company has helped me keep perspective on the larger picture for a business.

    At the same time, I feel the frustration of a customer when things don’t work as I’d want them to work. Especially when an error is involved. This seems like it should be an easy fix, either catch the error and do something, or at least swallow it from the customer perspective. However, I have no idea how widespread this error is, or if I’m the only one for whom it doesn’t work. A good DevOps process would have instrumentation and monitoring to learn the scope, scale, and criticality of this, and other, bugs.

    Either way, it’s been alternately annoying and humorous to me. It works, and I live with it, sometimes amused that it’s still occurring. Perhaps I’ll even miss seeing the message when or if it gets fixed.

    Steve Jones

    Listen to the podcast at Libsyn, Stitcher, Spotify, or iTunes.

  • The Chief Data Officer

    I don’t know if I’d be a chief, but I am glad that more companies are recognizing that data is one of the most valuable assets in most companies and starting to hire Chief Data Officers (CDO) to manage governance and security projects, as well as oversee data quality and management. With Chief Information Officers (CIO) and Chief Technology Officers (CTO), it appears that technology is becoming a force in the executive ranks.

    Most of the companies I’ve worked for only had one chief-anything to do with technology. It seemed that anything to do with computing fell under that individual. Adding a CIO and, now, a CDO shows that there there is a complexity in working with computer systems. The infrastructure and architectures of systems are important, but how we capitalize on information is crucial. I see a CIO as more of a business role than a technology one.

    The CDO seems to be a specialist that owns the data and ensures that it is well cared for, protected, and more importantly, managed appropriately. That would include knowing what data we have, how it is classified, how data should be protected, when to dispose of it, and how to assess the risk of keeping data around. It seems like a mix of strategic and tactical areas that a CTO or CIO might be tempted to consider low priority issues.

    I think data is one of the most important assets in many companies. We are always searching for ways to better understand our environment and make decisions that improve the way our organization works. We depend on data, and these days data is often something we lean on heavily. We need to protect it, especially as more regulations appear all the time that require us to change how we use and handle data.

    I don’t know how many of you have a CDO in your organization, or how quickly this will become common. I do know that the growing importance of the functions of this role are impacting more and more people who deal with data. While they might feel like a pain to adjust to, the more that we pay attention to how data is handled, the better off we all will be.

    Steve Jones

    Listen to the podcast at Libsyn, Stitcher, Spotify, or iTunes.

  • Wellness Week

    I work for a great company, one that I feel cares about me as more than a “resource”, gives me opportunities (with responsibility and accountability, and has some nice benefits. I actually used one of those last week. I get a volunteer day every year, where I can spend time with a charity and get the day off. I used mine to volunteer for Habitat for Humanity in Denver.

    During the last two years, Redgate has approached the pandemic and remote work with the idea that we need to be reasonable with each other. We need to understand that some employees might have more people in their homes during work hours and may need to provide care for others. They might have other challenges, or just be struggling to cope. We were asked to work with people, rather than against them, and try to support each other as best we could. I think it worked out well, and it showed us that company cares about us.

    I know some other companies have done this, though not many. When a friend talks about how their employer supported them or others in difficult times, it’s always a surprise, and I am often impressed with how the organizations behave. I thought about that last month when I saw Spotify take a “wellness week” where they closed all their offices for a week. It won’t necessarily cure stress and overwork, but it is a bonus chance to let some people unwind.

    A few organizations have closed between Christmas and New Year’s, or around the holidays, often when they don’t have much business taking place. Often this is a chance for them to avoid some costs, and a fair number of them have done this without paying people for that time. It doesn’t affect white-collar workers, but it does affect blue-collar ones, and I think that’s a very poor message to send to your staff. Giving people an option of more time off is nice, but don’t prevent them from working if they need the paycheck.

    Lots of organizations slow down around this time of year, and they accept a lower amount of work getting done. I think that’s a better strategy, especially if you give people more flexibility to spend time with family or take care of business. Personally, I’d like to see more companies close down for the week and pay employees. If you’re not accomplishing much, maybe you should accept that and gain some goodwill by giving people a break.

    I know there are lots of roles where this isn’t easy. Knowledge workers have it easy compared to those that need to interact with people or things in the real world. We do know, however, the engaged and happy workers will do a better job. They’ll get more done, and they’ll produce more quality work. I like the idea of “wellness time” where possible to give employees a break. Even if you had to split your employees into two groups and give each half a break during different days, it might be a good investment to make in your staff.

    Steve Jones

    Listen to the podcast at Libsyn, Stitcher, Spotify, or iTunes.