Foundational Elements of
Design & Support....

  Why would I want to automate my operations?

There is ultimately only one fundamental reason for any organization or individual to computerize their important operations...... ... to ASSERT PROCESS DISCIPLINE. By computerizing your important business processes you assert improved processing discipline... thereby decreasing the negative effects of randomness ... thereby improving process consistencies' ... thereby improving process efficiencies .... thereby improving process effectiveness ... thereby improving process measurements ... thereby allowing for future process refinements ... thereby improving process stability's ..... thereby stabilizing operations and costs ... thereby improving profits.

  The RULES.... (or how things really work...)

Decades of experience have taught many tough lessons about how systems are built, and more importantly, how systems actually  function within the real-world. The following design adages and understandings rule our approach to serious data system design and support.  They are known as "THE RULES"... The penalties for not heeding these rules are paid in TIME, ENERGY,  and MONEY.   THE RULES 1   "FFF"  Form Follows Function 2   "KISS" Keep it Simple.... 3   Things should be made a simple as possible; but no simpler    than they really are." -Albert Einstein 4   Everybody's an expert until something goes wrong.... 5   Everybody's an expert until they have to do it..... 6   Evolutionary designs deliver evolutionary problems... 7   "Functional" level designs assume.....    "Working" level designs verify and assure.... 8   The laws of physics are not negotiable. 9   The laws of probability apply to everyone equally. 10   A chain is only as strong as the weakest link.... 11   There are only two types of people in the world....    ...those who have lost data...and those who will... 12   That which cannot be measured cannot be controlled. 13   When there is no penalty for failure, people live down to expectations. 14   FUNCTIONAL designs are less expensive UNTIL they are discovered        to be in failure..... 15   Why is it that there is never enough time to do a project well,    but there is always enough time to do it over?.... 16   All systems experience failures at sometime; the real question is            whether the failures are recognized, safe and manageable. 17   It is easy to design a weak system. 18   If it does'nt even work on paper, then it won't have a prayer of    working in the real world. 19   Be careful if you don't know where you are going....    because you may end up there.... 20   Good data is not an accident. 21   Dirty data asserts false realities.... 22   Fail-safe designs are not accidental, they are designed. 23   Nobody thinks about their tire jack until they need it. 24   When planning, hope for the best, but prepare for the worst. 25   The universe conspires against a working system. 26   The average viewer / user has a 5-7 second attention span. 27   If you find yourself in a hole, the first thing to do is stop digging. 28   Good judgment comes from experience and a lot of that comes   from bad judgment. 29    Never ask a barber if you need a haircut. 30    If it doesn't seem like it's worth the effort, it probably isn't.

  US Marine Corps Leadership Principles

Know yourself and seek self-improvement. Be technically and tactically proficient. Develop a sense of responsibility among your subordinates. Make sound and timely decisions. Set the example. Know your marines and look out for their welfare. Keep your marines informed. Seek responsibility and take responsibility for your actions. Ensure assigned tasks are understood, supervised, and accomplished. Train your marines as a team. Employ your command in accordance with its capabilities.

    TOP 10 MISTAKES MADE BY DATA SYSTEM DESIGNERS/IMPLEMENTORS ....

1 Poor understanding of the processes to be implemented... -A rush to code...- 2 Poor data normalization.... -Data inconsistancies- 3 Inconsistant design features.... -User/operational confusion- 4 Lack of internal system feedback... -"It must be working because its' not smoking..." 5 Lack of internal support features... -"We'll jump off that bridge when we come to it...."- 6 Lack of operational monitoring/qa.... -"It looks ok....,right?- 7 Implementation of changes without beta testing... -"What, me worry?" Alfred Newman of MAD Magazine 8 Poor data backup/recovery features and processes... -"We do backups, but..... 9 Poor documentation of the internal system processes... -"We can do that later..."- 10 Poor training of users/operators/managers... -"A-S-S-U-M-E....."-

  US Marine Corps Leadership Traits

Dependability - The certainty of proper performance of duty. Bearing - Creating a favorable impression in carriage, appearance and personal conduct at all times. Courage - The mental quality that recognizes fear of danger or criticism, but enables a man to proceed in the face of it with calmness and firmness. Decisiveness - Ability to make decisions promptly and to announce them in clear, forceful manner. Endurance - The mental and physical stamina measured by the ability to withstand pain, fatigue, stress and hardship. Enthusiasm - The display of sincere interest and exuberance in the performance of duty. Initiative - Taking action in the absence of orders. Integrity - Uprightness of character and soundness of moral principles; includes the qualities of truthfulness and honesty.  Judgment - The ability to weigh facts and possible solutions on which to base sound decisions. Justice - Giving reward and punishment according to merits of the case in question. the ability to administer a system of rewards and punishments impartially and consistently. Knowledge - Understanding of a science or an art. the range of one's information, including professional knowledge and an understanding of your marines Tact - The ability to deal with others without creating offense. Unselfishness - Avoidance of providing for one's own comfort and personal advancement at the expense of others. Loyalty - The quality of faithfulness to country, the corps, the unit, to one's seniors, subordinates and peers.