August
2001 Newsletter
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The Consultant’s
Consultant?
Hardly. We’ve boasted about relationships
we have with other consultants who can be called on when
we need a fresh perspective on a challenging project. So
it wasn’t surprising when a fellow developer called
for help on a solution for a large events company.
They have three divisions, each with unique “Prep” and “Party” rates in 19 different “Skill” areas. There are 1,200 contractors, most with multiple Skills (Bartender, Waiter, Captain, etc.) to match up with their master party plans. The rates for the different divisions need to be independently calculated and seamlessly integrated. Ultimately, client invoices and payroll reports need to be generated.
This was the challenge presented. One more question came up as the proposal was being prepared, so I gave my new client a call. “How many contractors are needed for their largest events?” “Three hundred,” came the reply. It wasn’t getting any simpler.
Now, today’s computers and software can process 300 or 3,000 records in about the same time. But users can only absorb so much information. So in addition to the significant technology challenges, crucial usability issues needed to be addressed.
The core of the solution developed is a variation of a “real-time inventory” system, with contractors as inventory. Buttons and scripts instantly calculate the number of Waiters, Captains and Bartenders “Needed” and “Staffed” as they are assigned. Multiple layouts accommodate the different divisions’ rate structures once the master calculations are developed. “Start” and “Finish” times input in the original master plan database are used to calculate payroll.
Once Project Management Solutions developed the resource allocation, multiple rate structure and payroll solutions, our client resumed his development efforts and is taking it live as this is written. We’ll give a final review the solution in a future newsletter.
Chicken Bones, Anyone?
If there’s one apprehension that
virtually all prospects and clients share when it comes
to hiring a technology consultant, it’s the Chicken
Bone Syndrome. Let’s explain.
You’ve seen the expert’s presentation. His capabilities have been demonstrated. The proposal is comprehensive and professional. He’s a personable sort with good references.
But the very reason you want to hire him causes you the most anxiety. He’s got the technology “chicken bones.”
How often will you have to call on him to wave his chicken bones over the software to make it work? How much bone-waving is involved in setting up a new employee on the system? What if he goes on vacation and takes the chicken bones with him? What’s the one question or objective that’s not being considered that could double the original budget some time in the future?
Of course, we wouldn’t bring this up if we weren’t prepared to address these issues.
And it’s just been determined there isn’t nearly enough space to cover them here. But if the subject intrigues you, call, write or email and request our paper “The Chicken Bone Syndrome,” and we’ll send you a copy. Or check it out on our Web site: www.pm-solutions.net/chicken.htm.
The bottom line is…Chicken bones aren’t all they’re cracked up to be. Get it? (I’ve always wanted to be a writer in the worst way, and the goal seems closer with every sentence written).
The Bipedal Solution
We’ve just completed the initial phase of
enhancing existing Filemaker Pro databases for a
corporate ad department.
We made one unexpected recommendation: Replace the automatic scheduling system with a simpler, less automated one.
Why? Well, the existing system was unreliable, easily foiled and slow. It had been under continuous development (by another firm) for months. There are too many variables to cover every possible scheduling scenario, but there was willingness to keep trying. We’ve suggested that the ultimate tool for this complex task is a well-trained user with scheduling experience.
The jury’s still out on this one. We’ll let you know what happens.
Let’s stay in touch…
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