Technology News You Can Use

January 2007 — Issue XXII

In This Newsletter

• Letter from the Chair
• Smart Phones
• What Kind of Computer Driver Are You?
• IT Asset Management
• Change — the People and the Processes
• Web Statistics
• Contact Us

Letter from the Chair , Zandra Pulis, CPS Energy

First and foremost, I'd like to introduce myself as the incoming North Chamber Technology Council Chair. As an in-house attorney for CPS Energy, I utilize technology everyday, whether I'm sitting in my downtown office or I'm en route to one of our power plants.  Technology has emerged as a critical aspect of almost any profession - that means greater opportunities for the Tech Council to reach out to the North Chamber membership with valuable, relevant tech information.  I believe that the Tech Council has already made great strides in this regard.  With that in mind, I'd like to extend big and heartfelt thanks to John Dickson for his leadership of the North Chamber Tech Council over the past three years.  I recognize that the Council has flourished and become a valuable resource to North Chamber members in large part because of his leadership. I definitely have some big shoes to fill!

It is with great pleasure that I present the January 2007 Technology Newsletter to you.  I am sure that you will find the articles interesting and informational.  Remember, if you are not reading about the topics in which you are most interested, then maybe it's time for you to step up to the plate and submit an article!  Contact John Tomblin or Debby Zucker if that is something you'd like to do. 

And speaking of stepping up to the plate, there are various volunteer opportunities for folks who want to get more involved with Tech Council events.  Contact Debby Zucker to learn how to help with the IT Resource Guide, a Lunch and Learn Program, or the Distinguished Technology Speaker Series.

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Smart Phones, Henry Palumbo, Wells Fargo Bank

It is my prediction that 2007 will be the year of the ‘smartphone'! The most successful businesses and business people are the ones who will find the most efficient and effective ways to stay connected to their office and existing clients while staying in front of lucrative, prospective clients.

So as 2006 fades into so many automated archive folders, it's time to look ahead at what technological bounties 2007 will provide for the mobile professionals.

RIM BlackBerry

The BlackBerry (or, I'm sure some of you have heard it been called by it's street monicker, 'The CrackBerry') is less about being a phone than it is about being a direct conduit into the constant stream of emailed data. And if you have any doubt about that statement, try to have a conversation longer than 15 minutes on an 8700 series without getting a hand cramp. Research in Motion is taking steps to ebb the flow of carpel tunnel lawsuits that were sure to come pouring into their legal department by offering some less stressful design alternatives. For example, the 7130 (offered by both Sprint and Verizon) keeps all of the BlackBerry functionality, but shaves off significant bulk by offering a variation on the QWERTY keyboard. And, even more so, the 8100 'Pearl' could pass for something out of Nokia's fashion line-up.

The bottom line -- the BlackBerry is a good phone for the individual who wants a no-nonsense answer to personal organization and connectivity. It's noticeable absence of such things like a camera and media player make it somewhat less enviable for those who aren't going to need the added layer of email security, but it does take some of the burden off the cost of the phone, something to consider when investing money on a device which might end up baked in the center console of your SUV.

Palm Treo: 

The Palm Treo is the culmination of years of innovation in the realm of PDAs (or Personal Digital Assistants), another name used for smartphones. Palm initially started with it's Pilot line of devices back in the early 90s and has been improving upon itself with each and every model. This is due in large part to this history that Treo can boast about it's almost cult following in the world of smartphones.

One of the major strengths of the Treo, especially to somebody who might be new to PDAs and smartphones, is the small learning curve. The Palm operating system is extremely simplistic and intuitive, but powerful enough to handle most low-end desktop duties. It's not uncommon for users to figure out how to work with emailed attachments (such as Word, Excel and Powerpoint documents) and forward them on via Treo's email program, VersaMail.

Beyond being extremely productive the Treo also makes good use of a built in media player for audio and video files and powerful 1.3 MP camera (on most models).

The real strength behind the Treo is the possibility for customization. Palm offers a vast catalog of peripheral devices that can interface with a Treo unit, anything from GPS receivers to barcode scanners for inventory. And with thousands of developers working over the years, Palm clearly has the advantage when it comes to software versatility.

Windows Mobile

Windows Mobile, much like it's big brothers (Windows 2000 and XP) is an operating system for hire. Because of this, Windows Mobile devices come in every shape and size, a definite strength for any company trying to encompass as much market share as possible in a competitive industry.

Windows might seem like a logical choice for somebody who is looking to get more out of their mobile phone because it's something that most people are going to be familiar with. If you use Excel on your desktop, Excel comes on with Windows Mobile; the same with Explorer, Word, and even Solitaire.

However, most people have found that Microsoft's attempt to keep their smaller OS too similar to the original has created devices that are too complicated to really be efficient. Rather than utilize simplified menu systems with integrated phone controls, Windows Mobile tends to be over-complicated and treats most of the phone functions like after thoughts. Windows Mobile 5.0 can be a great platform for mobile professionals, but I find that experienced “power users" tend to get more out of these devices.

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What Kind of Computer Driver Are You? Mitch Sowards, Entrust Technologies

This is a “personality test" of sorts.  While computers are not much like cars, you can get a pretty good idea of the type of “computer driver" you are by considering the kind of “car driver" you are.  Use this handy guide to help you find the right kind of computer support for your small business.  What kind of “driver" are you?

I put in gas at the pump, drive and that's about it.  If a dashboard light comes on (like for oil or temperature) I may put in some oil or check the fluid levels.  If I hear a strange sound or the something doesn't “feel" right, I will ignore it until something really breaks.

1. I am alert for “changes" and pay attention to my gauges.  If something really bothers me, I'll try to get it fixed.   Perhaps if I am going on a long trip I'll check my fluid levels and tire pressure.   I don't perform much regular maintenance.
   
   
2. I'm faithful in performing routine maintenance.  I change my oil regularly.  I check my tire pressure, water, and other fluid levels periodically.  If I hear a strange sound I'll keep tabs on it and if it gets worse, I'll look into it.  But unless something is failing, I don't perform the manufacturer recommended periodic maintenance.
   
   
3. I am pretty faithful about routine maintenance and change the oil and fluids at recommended intervals.   I perform most of the manufacturer recommended maintenance.  If I hear a strange sound, I'll take my vehicle in to have it checked out.
   
   
4. I love my car. (Or “I depend on my car".)  I keep it in tip-top shape and adhere to all of the manufacturer's recommended maintenance.

Based on your answer above, find your ideal Information Technology support organization below:

Call your brother-in-law, son, nephew or whomever will fix your computers for beer or baked goods.

1. Find a small computer support company, perhaps an independent one- or two-person firm that will respond promptly when you need assistance.
   
   
2. Seek out a firm with service offerings designed to help you conveniently and affordably keep your computers properly maintained rather than just “coming when you call".
   
   
3. Look for a firm with a greater depth of resources and service offerings and the ability to shoulder more of the responsibility for taking care of your systems.
   
   
4. “Outsource" your IT support to someone you trust completely to take care of everything for you or hire your own dedicated IT staff.

 Of course these are generalizations.  You may be a #1 driver type because you have someone else to take care of your car for you.  Either way, I hope this handy guide will tell you what type of IT service you are predisposed to be the happiest with.  Happy Driving!

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IT Asset Management, Mel Indyk, Indyk and Associates

The accounting of all IT assets throughout their life cycle from procurement to disposal-are increasing as enterprises react to compliancy pressure and realize good documentation of their assets is a foundation for many other goals especially the one of running IT as a business. IT organizations are beginning to develop true business service management (BSM) systems by doing two things: understanding the metrics their business users employ to decide if IT is providing value, and linking these metrics and their associated business services to IT infrastructure components.  One of the fundamental subsystems necessary to support BSM strategy is IT asset management (ITAM).  The reason is very simple; if you do not know what you have for assets, you cannot build and deliver sophisticated service levels. ITAM processes support the collection and the provisioning of information about an organization's IT portfolio.

Forrester Research estimates about half of large enterprises have implemented ITAM systems and processes.

Enterprise executives, shareholders, and regulatory organizations all require accurate records of IT assets for financial controlling, information security, and compliance reasons.  An enterprises IT can often account for 50% of the total enterprise base and sometimes as much as 80% of capital expenditure. Each ITAM project usually provides real cost savings for the enterprise—for example, by identifying unused software and hardware assets, more effective life-cycle management and better IT operational processing through better documentation.

A complete ITAM system:

1. Supports the full life cycle of an asset from planning through to procurement, operations, install/move/add/change-end of life and disposal.

2. Contains a history of asset characteristics and configurations that include RAM , hard drive space, processors, OS, applications, and file structure.

3. Manages all cost and contract data related to the asset including changes made throughout an assets life within the organization.

An IT organization with a full ITAM practice with vendors like BMC 's  Remedy Asset Management, HP's OpenView Asset Center, Altiris' Asset Management Suite, USU 's Valuemation, MRO 's Software Maximo ITAM, and PS' SOFT QP are all Asset Management Suites with competitive options for medium-size organizations.

The evaluation of the ITAM application market is intended as a starting point only. 

Readers are encouraged to view detailed product evaluations and adapt the criteria weightings to fit their individual needs. Companies like Forrester have an Excel-based vendor comparison tool.

As a level setting dialogue regarding building an ITAM system for the enterprise, we need to understand that ITAM is more than Enterprise Asset Management. Most firms use their ERP apps for the bookkeeping/depreciation of IT assets, and they do not want to invest in ITAM specifically. ERP vendors like SAP , PeopleSoft, and Lawson include ITAM in their solution scenarios. While integration between ERP and ITAM is certainly important, a standalone management system for IT professionals is also necessary.  IT assets require configuration and characteristics data that no ERP-based system would be able to maintain at the required granularity. ERP's concentrate on financial value of the asset to the organization and generally reports this information to the general ledger that keeps track of the capitalization and depreciation of the asset.  Accountants usually require a consolidated view of assets and are rarely interested in the costs of individual IT assets.

In summation, position ITAM similarly to accounting: as a technology metrics function that is capable of yielding information that supports tactical decision-making and, more importantly, as a function that sheds light on the strategic optimal application of technology through properly derived metrics.  With millions of dollars invested in IT and ongoing profitability riding on that investment, operating without a definitive measurement system is inconceivable.

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Change - The People and The Process, Dave Patrick, Holland and Davis

Walk into a typical organization that is going through a major change to the way it operates – in most cases involving IT changes – and you will likely see a high activity level of teams and task forces working in somewhat of a chaotic environment.  On top of that environment of change, you might also see the organization's people struggling with the critical need to serve their current customers with current products and services.  Talk to workers at random and ask what is going on . . . and expect to hear words like “hectic, confusing, stressful, unclear, don't know what is happening and wasted effort."  Ask workers how they feel and expect to hear from many, “pulled in two directions, exhausted, de-motivated and disconnected."  Sound familiar?  

While some companies are doing an excellent job making frequent changes in the way they do business, others are still struggling with change, trying to deal with change in ways that are ineffective and/or inefficient.  Those struggling companies often have three things missing - -

1)     The realization that change is no longer the exception but the rule,

2)     A formal change management method used along side their method for running the normal, day-to-day business, and

3)     A way of posturing change that allows their people to see and understand why it is happening.

To the first point, it seems many companies today have not yet accepted the notion that change is with us to stay. The 1980s were the decade of “change discovery" . . . the 1990s the time of “change management" . . . and the 2000s are seen as the decade of “change mastery", when successful organizations finally accept the fact that change is no longer the exception but the rule.  Successful companies accept the reality of a continuous stream of market, customer, technology, and people changes that present both problems and opportunities for future prosperity. Successful companies realize they need to master change, to handle change really well and skillfully, both as an organization and individually.

A second missing factor in companies struggling with change is having a formal means of managing change.  Many companies do not as yet have a formal and defined management process and structure for dealing with any kind of complicated change -- most often involving significant IT changes. The key ingredient to overcome this missing factor is a change management method that is integrated with the normal management method of the company . . . the formal method that focuses on the ability to successfully Run the Business (RTB) while at the same time successfully Change the Business (CTB).  Adopting this dual perspective means that every person in the organization must keep both directions in mind as they do their daily business.

The third factor missing in most struggling companies is a means of addressing change and focusing on “the people side of change".  It is quite common to find side-by-side in an organization a clear picture of the daily operation (e.g., organization charts, job descriptions, etc) yet, at the same time, no clear picture or vision of the change.  This is where the major disconnect occurs.

So what can we do as change agents to lead and embrace this people side of a change?

• Show that everyone must be involved in both RTB and CTB. Talk openly and often about “change is the rule" and the new agreement the company needs to have with all employees.  Build the buy-in.

• Show our people the leadership that powers both perspectives – without leadership, organizations tend to lose momentum on both the RTB front and especially on the CTB front.

• Provide a clear vision for our people to guide change. This means that all the managers and workers in an organization need to have a clear idea of where we are taking the organization so that all can ensure that day-to-day RTB does not compromise the eventual destination of CTB.

• Show our people  two clear agendas/plans which provide clear goals and project lists for both perspectives, i.e., RTB and CTB

• Show dual scorecards and consequences for both RTB and CTB.  If we want results, items on both agendas must have a measure, someone must be held accountable for results of that item, and somebody's compensation must be tied to the result.

• Conduct two separate forums for managing results.  Most well-run companies already use management forums for their RTB results – have a separate change forum for discussion of change results.

• Lead change through opportunities.  Look for opportunities to tie a Change initiative to a key Run the Business initiative so that two things get done at the same time.

Running the Business while Changing the Business takes a huge quantity of guts and determination.  Gutsy, dedicated leadership embracing the “people and process sides of change" while following the steps above can get real results.

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Web Statiscs, Johnny Harvey, Security Service Federal Credit Union

A number of solutions exist for collecting the data for these measurements: server logs, JavaScript tags, cookies, or some combination. As well, the solution may be homegrown, provided as shareware, or commercial. Operating within your budgetary constraints, choose the method that best suits your needs. Knowing what you require is basic to deciding how and what to collect. A wealth of data is available, but it is unlikely that all of it is useful. Therefore, before mining the data and reporting the information, define your goals and key performance indicators (PKIs) so you identify what statistics are beneficial.

Commonly collected data, useful to increase a site's value, includes referring pages, platform and browser types, screen resolutions, paths taken through the site, and unique and returning visitors. By knowing these facts, you can understand how to build your site to better support your audience, discover how visitors arrive at your site and those drivers (e.g., campaigns, search engine referrals, etc.), and infer why visitor types are such. After visitors get to your website, it's helpful to know what they are doing once through the door. That is, on a person-by-person basis or as an aggregate, determine what parts of the site are in use, the level of activity in those areas, and how visitors are navigating from one point to the next.

In addition to knowing what visitors are doing, you can identify how long they are staying in a particular area, if they are acting as expected, and where they are leaving. This type of information corresponds to the form and function of a site. How visitors get around in your site significantly influences what they do, as does processes such as placing an order. If inactivity in areas is incongruent with assumptions or a particular page shows an unusual level of abandonment, it may point to confusion by the visitors. It may also indicate that the content, product, or service does not work towards attainment of users' goals.

Possibly, there is nothing inherently wrong with what your site provides, but maybe you're missing the target audience. Alternatively, maybe the website should be catering to several identifiable market segments. The collection of demographics will assist in identifying your target audience(s) to rectify any misalignment between reality and perception. Correctly identifying your audience is particularly important to target content, such as the display of certain products and services for promotion based on what you know about your visitors (e.g., user-specific data like income levels).

Less concerned with marketing, but still important to the overall user experience, is monitoring of server performance and page errors. Statistical analysis can show if the current server configuration adequately supports current site traffic, and data extrapolations can show if it will support future needs. As well, you can identify error-prone pages. If errors are at intolerable levels, you can be sure end-users are being frustrated in accomplishing their tasks. Do not expect visitors to email you about their woes, but do expect them to leave without saying a word.

By using the statistical tools appropriate to your needs, you should be able to improve your online presence continually. The sought-after answers are not explicit, but the derived knowledge from statistical analysis will facilitate informed decision-making. Site owners knowing more about their visitors, their behaviors, and how they arrived can maximize efforts where they are most in need and ensure investments are made in support of those efforts.

To locate analytics specific to your needs, you might start with Google by conducting a search on "web stats." Of course, the top-ranked result will be Google's very own, Google Analytics, which is a free, hosted option for sites receiving 5 million or fewer page views monthly. From personal experience, you can't go wrong with this choice. If you're looking for a commercial solution, possibly with an option to include an Enterprise Marketing Management (EMM) package, look into Coremetrics, WebTrends, and Unica. All three are highly rated by Gartner and Forrester research services.

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