Forecasts, Women, Fire, and Other Dangerous Things

He just got back from Shenzhen last night (where he claims all the action is these days), and although he’s badly jet-lagged, looking like he’s had a spoonful of Nembutal mixed in with his coffee, he’s all-business, being of course a very busy man, as not least his BlackBerry humming faster than the heartbeat of a hummingbird would indicate. In fact, nailing my thirty-minute “catch-up” meeting with this high-powered head of global supply-chain strategy for one of the largest and most admired IT firms was a lot harder than getting Tosca tickets at La Scala. (Although I always marvel at the inventiveness of that particular scheduling term, as this is but only our second meeting, and I’m hardly catching up with an ol’ college buddy here.)

I enter his office, and I might as well – judging from the computational horsepower on display – be stepping onto the trading floor of the Chicago Merc or into launch command at Cape Canaveral, were it not for the costly collection of Bonsai, carefully manicured and magnificently cared for (its continuous cultivation, he says, reminding him daily that the devil is in the details, that one’s job is never quite done, and that the locus of all the action is these days – where else? – in Asia.) Pleasantries and pastries are quickly consumed, and he gets straight into it by asking me a straight-forward question which I have my reasons to skirt (first mistake), and rather than answering instead I just tell the man not to worry (second mistake). These admittedly hollow words have barely passed my larynx, when he retorts in his trademark 140 Decibels “‘cause-you-evidently-didn’t-hear-me-the-first-time” wail (which happens to be the sound intensity of artillery fire and is clinically classified as “nearly deafening”): “What do you mean ‘don’t worry’? I always worry. Worrying is what I do for a living. If I’d stopped worrying, we’d all be screwed, our business partners included, such as yourselves!” Ouch!

This high-octane executive and Bonsai cultivator (no, timid and taciturn are not the words that leap out at you to describe his professional demeanor) does worry a lot. About where, for instance, a company the size of his – that, in a good year, would have to add the entire revenue line of a smaller Fortune 500 company just to meet its annual growth target – will find the most cost-effective and sustainable supply of both human and material resources to allow for future, profitable growth. By background, our man is 1/3 applied mathematics professor (in a former life, of course), 1/3 proud company-lifer and procurement careerist, and 1/3 street-fighter – a mixture that would normally appeal to me, were it not for the middle part, where I find myself invariably on the receiving end of this consummate procurer’s incessant worrying about how to squeeze ever more costs out of his global supply base (whereof our company is proudly a part). (As far as world-class professional worrywarts go, it must be said that our friend is leagues apart from the phlegmatic fretting of say a Woody Allen; but still, asking him to “lighten up” on his patented procurement anxiety that anything in this world that can be bought, ought to be bought for the cheapest price possible, would be like asking Frodo Baggins to shave his feet, dispense with that peculiar Hobbit habit of having second breakfast, or stop that premonitious whining about gloom and doom by some monoscopic flame-ball in the sky – in other words, unlikely to happen.)

And all I was asked to provide was a detailed forecast of all the hot IT skills in all the different geographic markets so that this one procurement strategist could better gear his formidable world-wide skills acquisition machinery for optimal world-class results. If I knew the full answer to that question I wouldn’t even tell my own mother, for this is real leverage, having a window of time to be able to build up a privileged on-demand skills pool in the hopefully correct anticipation that these skills will soon be hotly in-demand. The “don’t worry” comment was meant to imply that indeed our company Talent Trust (http://www.talenttrust.com/) does very much exactly that: the analytical forecasting and anticipatory sourcing across a very large number of IT skills, functions, and disciplines and across all applicable geographies. Since Talent Trust operates as both a demand- and supply aggregator, we have uniquely powerful insights into what technologies and related skills are on the rise or demise, if a “bleeding edge” programming language is turning “leading edge” overnight, or if a specific legacy skill-set is turning red-hot again for lack of available talent (e.g., try COBOL-with-PowerBuilder). And since we operate a “virtual bench” of trusted partners – all highly specialized, mid-market IT firms in various low-cost countries – we have significant operational advantage when it comes to very rapidly mobilizing these hot skills (e.g., Ruby on Rails, PHP 5, Flex), because we are not constrained by any single organization or geography. In fact, our network (which we call the “Talent Trust Alliance”) has the breadth, depth, and ready availability of IT talent no single supplier, no matter how large, can match. Think of it as a whole forest of Bonsai vs. the single giant oak tree. Yes, our friend does like that analogy, and now he gets my meaning that by virtue of partnering with us, our clients will automatically enjoy the benefits of tapping into our dynamic knowledge of the marketplace for skills, be it onshore, nearshore, or offshore. So don’t you worry, my friend, after all.

Although my foray into micro-journalism has been greeted by my corporate host with admirable support (and I’m no longer called a “mean dodgeball player” who doesn’t answer his client’s questions), I’m reminded that there is a special circle in hell reserved for NDA-violators, and so I shall refer my reader to a recent public-domain but nevertheless very useful ranking of hot IT skills in the market (this one courtesy of IT Business Edge and Dice.com):

  1. Informatica
  2. Virtualization
  3. ETL (Extract, Transform and Load)
  4. Python
  5. Service-Oriented Architecture
  6. Sybase
  7. WebLogic
  8. SOAP
  9. Data Warehouse
  10. SharePoint
  11. MySQL
  12. E-commerce
  13. JavaScript
  14. VMware
  15. CSS (Cascading Style Sheets)
  16. Business Analyst
  17. ITIL
  18. Ajax
  19. Perl
  20. Business Intelligence

(Finally, an editorial note before the Comment section swells up like an English complaint box: the title of this blog is barefacedly lifted from George Lakoff’s 1987 seminal work in cognitive linguistics called “Women, Fire, and Dangerous Things.” Its readers will ask themselves what the terms we use reveal about the way we go about doing the things that involve said terms. This happens to be an important insight for anybody trying to do proper forecasting and trending involving qualitative measures. A good read.)

Afraid of The Invisible Man (or the Remote IT Worker), Part II?

If anybody needs convincing that viable communication is about mostly standards of expression, lots of common sense, and just a little of that black magic known as linguistic sensibility, there is, at least this week, a sign for all visitors of the 10th floor of the steel-and-glass-enshrined headquarters of a Western European banking power to read: “WC out of order – use floor below.” That much, of course, for linguistic sensibility. Who needs a sense of subtlety when communicating about IT topics, you might ask, where – heaven be thanked – there are standards that most IT professionals recognize? But, as my mentor in all things ITIL used to note, the good thing about IT standards is that there are so many to choose from.

Since I mentioned the “Parity Principle” in my last blog just a few days ago, I’ve received a handful of responses from IT managers who’ve been kind enough to supply empirical data points to support said assertion: namely (and as a reminder) that the additional managerial overhead required to supervise a team of remotely located (as opposed to locally stationed) IT workers is, very, very roughly put, 120% of the comparable supervisory effort involved in working with regular, local folks. For an IT organization that has, for that very purpose of managing in a distributed work environment, implemented a set of best practices around standardization, formalization, and overall project management discipline, the resultant increase in productivity has been judged to be at an equal 120% of work output levels prior to “having to become a little more formal and disciplined” (similarly, these are rough, rough estimates – as we shall get more scientific later on). Voilà: if you spend a little more time managing remotely you gain the same back in terms of improved efficiencies. (The additional benefits of working with a remote person, such as cost savings through lower, offshore wages or access to specialized and perhaps locally unavailable talent have, of course, not been factored into the equation yet!)

As we wait for Google Wave with bated breath to give us the project war room to end all IT wars and war rooms, here are a number of communication tools that clients have found indispensable when managing remote IT workers:

Collaborative sites:

  • Google Sites;
  • SharePoint;
  • Wikis (see wikipatterns.com for adoption).

Messaging tools:

  • Campfire;
  • Digsby.

VoIP:

  • Google chat;
  • Skype with business control panel.

Issue tracking systems:

  • Google Sites;
  • Jira.

Project management tools:

  • Agile Buddy;
  • Google Sites;
  • Pivotal Tracker;
  • Xplanner.