Archive for the ‘IT Theory’ Category

Value of Certification

IT Theory, Professional Development | Posted by admin
Oct 20 2011

While reading through the most recent issue of Information Security Magazine (which is really just a Web site more than a magazine now days), I came across a well written article titled Determining the Value of Infosec Certifications. I was enjoying the article until I came upon those wonderful cloaking phrases like "in my experience" and "it did surprise me." The first statement indicates that the author doesn't care what statistics say when they disagree with his or her opinion. The second statement is an admission of the fact that the survey data disagrees with his or her opinion. The point is that the author of the referenced article is insisting that his view (certifications are not that important) is more correct than the statistics. In fact, when 54 percent of the respondents of a survey said that they received a promotion directly related to having a security certification, the author said that this was just their "perception" and that he was surprised by this.

Maybe this author should look at government employees working in security who are absolutely required to have certain security certifications if they want to continue in their roles. There is no question, regardless of anyone's opinion, of whether these employees are benefited (in their job opportunities) by having certifications like the CISSP, CWSP, Security+ and CASP.

Now the author is right about one thing: very rarely do professionals gain employment exclusively on a certification. However, this does not diminish the value of the certification. Yes, experience is important; however, give me a technologist with ten years of experience with no certifications and another with the exact same experience and multiple certifications, I'm going with the certified candidate every time. Why? Because the possession of the certification tells me something about the individual. It tells me she or he is not an arrogant know-it-all who feels that her or his methods are always right. This makes me feel more comfortable as an employer. I can trust that they will not "do their own thing" regardless of the damage it may do to my organization or my client's organizations.

I'm very appreciative of the article's author for pointing out that experience is essential. He is right about that for sure, but certifications tell us the individual is willing to learn and prove his knowledge. When someone tells me that certifications don't prove anything, here is my simple response, "Not getting certified definitely proves nothing." Think about it. The truth can't be more simple: getting certified proves you have the knowledge to pass that exam; not getting certified proves that you are not certified. Certainly, gaining certifications relevant to the area in which you wish to work cannot do you any harm.

Three Secret Motivational Methods of Thomas Edison

IT Theory, Professional Development | Posted by Tom Carpenter
Feb 08 2011

Do you every find yourself feeling beaten down by the continue complaints of users, security patches that must be applied and new information you must learn? If you do, you're just like every other technologist and you need a good dose of motivation. If you want to get motivated, study motivated individuals. Thomas Edison had to be one of the most highly motivated men in history. He was also a techie – for his day. He would not give up. May this article be a tribute to him and all who follow the motivational path.

Thomas Edison had just completed a successful test of his Marvelous Talking Machine (the phonograph) when he said these words:

I was always afraid of things that worked first time.
- Thomas Edison

This quote is an excellent starting point for our discussion. I want to talk about motivation. In this article I will reveal three ways to keep your motivation high and become a success in any area you desire.

Thomas Edison is the perfect example of motivation. After hundreds of attempts he finally found success when creating his version of the incandescent light bulb. Here is another quote from Mr. Edison:

I speak without exaggeration when I say I have constructed 3000 different theories in connection with the electric light, yet in only two cases did my experiments prove the truth of my theory.
- Thomas Edison

With this kind of motivation, I think we can certainly learn something from the man. Here are three motivational methods that I have observed in the life of Thomas Edison:

• Maintaining A Dream
• Learning From Failure
• Managing Time

Let's investigate each of these individually.

Maintaining A Dream

I have more respect for the fellow with a single idea who gets there than for the fellow with a thousand ideas who does nothing.
- Thomas Edison

Well said, Mr. Edison.

There is more to maintaining a dream than professing it. Everyone knows that maintenance of anything requires work. We must learn to work our dreams.

There was a time in my career when I dreamed of success in sales as a seminar speaker. I was working for a company that required the sales of resources at the seminars I delivered. I dreamed of what it would be like to sell more than my peers were selling. I dreamed about the feeling of that success. Then I discovered dream maintenance.

I began reading books about selling. I must have devoured five or six books in a two week period. Next I began to think through my goals. How many of this would I have to sell? How much of that? Finally I planned my words carefully. I considered objections that might arise and formulated responses.

Do you know what the result was? Simple. I became the number one sales person on the staff. This is maintaining a dream.

As the single idea drove Thomas Edison to the creation of the incandescent light bulb after hundreds of failures, so let your ideas push you beyond your imaginable limits.

Learning From Failure

If I find 10,000 ways something won't work, I haven't failed. I am not discouraged, because every wrong attempt discarded is another step forward. Just because something doesn't do what you planned it to do doesn't mean it's useless.
- Thomas Edison

I like the perspective of Mr. Edison. He never failed, he only learned. I say that we should learn from failure, he said he doesn't ever fail, that he only takes another step toward success. Either way you look at it, you have to keep pursuing your dream.

I watched my son as he attempted to place a simple crayon into a crayon box recently. This crayon box had small circular holes to place the crayons in. He tried placing the crayon in on its side two or three times with no success, but he did not give up. He then tried placing the crayon in with the sharpened end down and noticed that it looked different from the rest of the crayons in the box. So he pulled the crayon out and flipped it over. Success!

You see, he learned from his failure. He continued until he found success. Persistence is a powerful tool you and I must learn.

An incident in Thomas Edison's youth demonstrates the willingness to learn from failure rather than to quit. When Thomas Edison was twelve years old he took a job as a train boy. He sold newspapers and candy to passengers. He saved all his money and purchased chemicals and tools for his lab.

Eventually the railroad company allowed him to create a lab in a baggage car so he could perform his tests during layovers. One day, the train lurched, and Edison's chemicals dispersed throughout the baggage car. A fire resulted, and Edison was kicked off the train.

Thomas Edison did not quit his experiments. He simply quit experimenting in moving train cars.

Managing Time

The thing I lose patience with the most is the clock. Its hands move too fast. Time is really the only capital that any human being has, and the one thing that he can't afford to lose.
- Thomas Edison

When you feel that your day has been wasted, it is a real motivational sap. It just sucks the positive motivational attitude right out of you.

What are you to do? How can you solve this dilemma?

The easiest way is to reclaim wasted time.

Let me say something clearly here. Personal time is not wasted time. Time with your family is not wasted time. Time alone for personal refreshment is not wasted time. Wasted time is time you spend doing things that will not help you reach any goal that you have. Or, as I mentioned before, any dream that you are pursuing.

Reclaim this time in one easy step. Do you want to know what that step is?

There is no $99.97 package that you need to buy. No two-day seminar to sign-up for (though neither of these would hurt). You simply need to plan your day.

It is estimated that one hour of planning can save three or four hours of work. This is a simple way to reclaim your time.

Summary
In closing, let me quote Mr. Edison a few more times. Listen to how he summarized his thoughts on success:

The three things that are essential to achievement are hard work, stick-to-it-iv-ness, and common sense…

Opportunity is missed by most people because it is dressed in overalls and looks like work…

There seems to be no limit to which some men will go to avoid the labor of thinking. Thinking is hard work…

Genius is one per cent inspiration and ninety-nine per cent perspiration…

A genius is a talented person who does his homework. I never did anything worth doing by accident…
- Thomas Edison

The Power of Open Questions

IT Theory, Professional Development | Posted by Tom Carpenter
Feb 03 2011

Central to successful human interaction is the ability to ask good questions. Through questions you can learn what someone is really thinking, feeling, planning and more.

Most people do not ask the right kind of questions when it comes to information gathering. If your questions can be answered with "yes" or "no", you are probably not getting as much information as you could if you would ask open questions. Open questions cannot be answered with "yes" or "no".

Yes and No Question Openers
If you start your questions with these words, you are very likely asking a yes or no question:

  • Do – Do you think the server is the problem?
  • Did – Did you reinstall the ODBC drivers?
  • Are – Are you planning to install that new driver?
  • Will – Will you be at the security training class?
  • Were – Were you the one who updated the anti-virus definitions?
  • Should – Should we consider an upgrade?

Open Question Openers
If you start your questions with these words, you are probably asking open questions:

  • What – What do you think the problem is?
  • Where – Where did you put the ODBC drivers?
  • When – When will you be installing that new driver?
  • Why – Why do you think we should attend the security training class?
  • How – How should we do the upgrade?

Do you see the difference? (yes/no)

How do you think you can apply this knowledge? (with users, managers, consultants and vendors)

As you can see in these last two examples, yes and no questions can work as leaders to open questions. There is certainly a place for yes and no questions, but they are not the most powerful information gathering questions.

Examples of Open Question Rephrases
Here are a few examples of commonly asked yes or no questions rephrased as open questions:

  • Did you do anything to the computer before it stopped working? (yes/no)
  • What happened to the computer before it stopped working? (open)

 

  • Are there any problems I should know about before buying this software? (yes/no)
  • What are the biggest problems you've had with this software? (open)

 

  • Have you worked with other companies in the same industry as ours? (yes/no)
  • What other companies have you worked with in this industry? (open)

 

  • Did you try rebooting? (yes/no)
  • What have you tried so far? (open)

 

  • Do you see the picture I'm painting in this article? (yes/no)
  • What is the picture this article is painting in your mind? (open)

Summary
In summary, let me remind you of the important facts. There are times when we want to use yes and no questions; however, you'll gather more valuable information by asking open questions. Learn to rephrase your questions as open questions and you'll become a much better technical communicator.

Going to Level 3 Communications

IT Theory, Professional Development | Posted by Tom Carpenter
Jan 23 2011

Three basic levels of communications exist. In this article, I will share an overview of the three levels of communications and then suggest the importance of using Level 3 Communications as much as possible.

The three levels of communications are:

  • Level 1 – Intellectual
  • Level 2 – Emotional
  • Level 3 – Intellectual/Emotional

Level 1 Communications
Intellectual communications are very common in technical roles such as accounting, technology and engineering. It is a very important communication technique as it focuses on the practical side of any situation. When communicating intellectually you are communicating facts, figures, statistics, and processes.

Level 2 Communications
The emotional side of situations is also important to consider. There are many situations where the primary focus should be on the emotions involved such as some conflict resolution scenarios. Many times, the other party simply needs an empathetic ear. When you communicate emotionally you are communicating feelings, desires and sympathies.

Level 3 Communications
In most life situations, you will be most effective if you communicate both intellectually and emotionally. This is the core of what I call Level 3 Communications. At this level, you are communicating facts, figures and other intellectual information, but you are also considering the interest and concerns of the receiving party.

Level 3 Communications also allow you to listen effectively as you are focusing on the emotions of the other party and not just the words they are saying. It is important to remember that, in general communications, more than seventy percent of the meaning comes from the tone and body language of the communicator. Tone is often a reflection of emotion, as is body language. If you can learn to read facial expressions, tone of voice, and other subtle hints, you will be able to communicate with your work partners more effectively.

Summary
In the end, you will find the greatest effectiveness by combining intellectual and emotional communications into what I can Level 3 Communications. While I cover this in much greater detail in my Communicating IT book, seminars and audio program, this should get your thinking started in the right direction.

SPEED: The Great IT Offering

IT Theory, Professional Development | Posted by Tom Carpenter
Jan 11 2011

Information Technology (IT) provides value in many ways, including better, faster, cheaper, more and continuity. In this article, I'd like to give some thoughts on the speed (faster) benefits provided by IT and how we can communicate this benefit to stakeholders, management and others we need to influence.

I find it interesting that discussions take place based on the question: Does IT provide a competitive advantage or is it a commodity? It is my conviction that the only reason these discussions can take place is that we (the IT professionals) have failed to communicate the value we provide. If we really understood the importance of communicating our value benefits, and placed the appropriate emphasis on it in our technical schools, we would not be having these conversations.

Consider this: If you are continually innovating (improving the speed of communications, reducing transaction times, providing better information, etc.), you must have a competitive advantage for some window of time. That window of time, which I refer to as the CAW (competitive advantage window), is the time between when you implement an innovation and when your competitor implements the same or similar innovation. This is the reality of competitive advantage in any industry – not just IT.

One key area where we can provide true competitive advantage is in the area of speed. Let me illustrate this value and how it can provide a competitive advantage.

Imagine there are two widget stores in your city. We'll call them Widget World and Widget-Mart. Widget World believes that IT is a commodity and, therefore, does not seek competitive advantage in this area. In contrast, Widget-Mart has a CIO with a strong belief in the competitive advantage of speed provided by IT. This CIO, Sarah, communicates the speed advantages provided by their current order processing system and, through extensive analysis, discovers optimization points which will allow them to reduce each order processing cycle by twenty seconds.

At a management meeting, Sarah presents here improvements as follows:

As you know, we currently have a wait time of four minutes in our checkout lines, which is the same as our competitor Widget World. On average, there are four people waiting in any given line. The reason for the four minute wait, is the simple fact that it takes about sixty seconds to process the sales for the average customer.

Through our analysis, we've discovered a way to reduce the transaction time by twenty seconds. This means a reduction in wait time from four minutes to only two minutes and forty seconds. We predict that line size will drop to three, if we choose to run the same number of registers. We can also run thirty percent fewer registers and still maintain a wait line four deep. This would allow funds to be diverted to other areas.

Here's how we can accomplish this…

Do you see how Sarah is communicating the value of speed? Do you see how this provides a competitive advantage? When I present this type of scenario to my training classes, without fail someone suggests that it is only a short-lived competitive advantage. I would agree with that speedily and then add another important thought: What long-lived competitive advantages are being created today?

Due, in part, to the rapid speed of communications (another example of a past IT advantage) most innovations are adopted quickly by the competitor. The key is to keep on being first in as many areas as possible.

Think of it like this. If you had been visiting both of the widget stores, in our example, and then noticed the shorter lines at Widget-Mart, wouldn't you lean toward that store more often than not? Wouldn't you internally decide to make your purchases at Widget-Mart (assuming all else equal) instead of Widget World, if at all possible? Sure you would. We've seen this play out in the retail marketplace again and again.

In the end, I think the key question is not whether IT provides a competitive advantage, but, rather, how long does a competitive advantage remain so? We are in an age of continual innovation and change and we must learn to cope with that.

I would suggest, then, the importance of communication of value and discovery of the same. This has not changed and is not likely to change in the near future.

The IT Disconnect

IT Theory, Professional Development | Posted by Tom Carpenter
Oct 31 2010

And now… a word from the IT Communications Doctor

The bad news: There is a tremendous disconnect between the average IT professional and the other groups in most organizations.

The good news: There is an easy solution.

The Disconnect

The average IT professional is extremely busy. With all the systems we support, applications we develop, data we warehouse and infrastructures we maintain, it seems impossible to get it all done. However, this busyness has caused many of us to seem disconnected from the rest of the organization.

Have you ever heard comments like this?

 

  • “Those IT people just don’t understand what we need to get done.”
  • “If the programmers just knew something about the business we’re in, we might be able to make some progress.”
  • “I don’t understand why we need a new system. The old one was doing just fine.”

 

As the IT Communications Doctor™, let me diagnose these symptomatic statements.

 

Diagnosis: There is a disconnect between IT and these individuals – sometimes entire departments.

Prognosis: The IT group will have difficulty obtaining needed budget dollars and will be under continual stress from lacking accomplishments.

 

You may be thinking something like, “Tom, these people are just not technical enough to understand.” Are you ready for harsh reality? The problem is not entirely with “them”. It’s usually not that they are not “technical” enough. It’s usually that we, the IT professionals, are not “business” enough.

In order to connect with your cUStomERS, you must understand them. You must know how they do business. You must know what their business goals are. You must realize how they do their job and the reason they’re doing their job.

For example, can you answer these questions about the marketing manager in your organization?

 

  • What is the marketing manager’s primary focus right now?
  • What are some of the problems she/he is facing at this time?
  • How does his/her department research a new product?

 

I know. You’re thinking, “I don’t have time to learn these things. I have my own job to do.”

You’re partly right. You don’t have to know all the nuances of how the marketing manager runs her department, but you should know the basics. The next time you’re tempted to say, “That’s not my job” ask yourself this question:

What is my job?

Here’s the answer. You are an Information Technology professional. What does this mean? It means you implement, manage and/or develop technologies that are used to manage, store and/or deliver information. Did you catch that? Information. Information!

How can we possibly implement technologies to deal with information if we don’t know what information we need to deal with or how our cUStomERS need to deal with that information? We can’t.

This is why we must remember that it is our job to understand how our organization operates from a business perspective.

If I am a database administrator, I need to understand how our databases are being used. I should know why information is being stored, how it is being retrieved and, at least basically, for what it is being used.

If I am a programmer, I should comprehend the processes in which my application will be used, how the process works from start to finish, what problem/need the process is intended to solve/fill and anything else that will have an impact on the users of my application.

Creating the Connection

Are you ready for the easy solution? It’s really simple: You have to create the connection.

Don’t rely on the other party to create the connection. Remember, you’re the expert in this scenario. They will be afraid to approach you. They will fear they might look stupid or unlearned. You have to create the connection.

How? By asking questions. Questions like these:

 

  • What is the biggest challenge you’re facing at this time?
  • How has technology impacted your group in the past year?
  • What is the single most important area where we, the technology group, can help you do your job more efficiently?
  • What is your short and long-term vision for your group?

 

Do you see how these questions create a connection? I am not trying to make the IT group look good. I am expressing a sincere interest in the other person’s problems, needs and dreams. When you do this, you begin to create connections.

Now, if you think you have the connections you need, answer this question honestly:

Can you remember a time in the last sixty days when you sat down with someone from another department or group and asked questions like those I’ve mentioned in this post?

If not, you don’t have the connections you need. The good news is that you can do this once or twice a month and it will begin to create these needed connections. The discussions will usually last less that thirty minutes to one hour and the rewards you reap will be tremendous.

Where do you start? That’s easy. Start with the group or individual that you feel is your biggest problem area. The group from which you hear the most complaints. The group that you think has a real problem with you. Begin to relate to this group or individual.

Before you meet with the group manager, prepare your questions and be prepared to listen without taking anything personally.

When you do these things you’ll begin to form connections that will lower your stress levels and really begin to show the “value of you” as an Information Technology professional.

To understand the issue from the cUStomERS' perspective, visit this blog post at another site titled The Great IT Disconnect. Or view other Professional Development posts here at TomCarpenter.net for the IT professional.

-Tom

Little Known Windows 7 Shortcuts

IT Theory | Posted by Tom Carpenter
Oct 04 2010

And now for some shortcuts I'll bet you didn't know… or maybe you did and you forgot… or maybe you don't care… anyway, here they are:

Windows Key + Pause – Display the system specifications

Windows Key + Up Arrow – Maximize the current windows

Windows Key + 1 through 0 – Launch the corresponding taskbar app (try it, you'll see)

Windows Key + R – Display the good old Run dialog

CTRL + SHIFT + ESC – Display the Task Manager (this is my all time favorite)

Hopefully, you enjoy these little nuggets. I use these shortcut keys all the time and find them extremely useful.

The 10 Commandments of the PC Tech

Fun, Inspirational, IT Theory | Posted by Tom Carpenter
Jun 07 2010

Mike Myers and LearnKey released a great little video today over at the LearnKey blog titled "The 10 Commandments of the PC Tech". I think you'll like it so make sure you take a look. It's very funny and yet oh so true!

ICACLS Syntax for ACL Management

IT Theory | Posted by Tom Carpenter
May 23 2010


One of the great new tools in Windows Vista and Windows 7 is the ICACLS command line command. While I’m very annoyed with Microsoft for not supporting the old CACLS syntax and adding the features of ICACLS (all our old CACLS-based batch files break), I have to admit that a few capabilities are very welcome. One such capability is the function used to export and import ACLs from and into objects.

For example, imagine you are about to make several permission changes to a directory structure. You want to ensure you can revert to the current permission structure if you make mistakes. ICACLS allows you to quickly export the permissions for an entire directory structure with the /save switch.

The ICACLS syntax for ACL (or permission) export is as follows:

ICACLS folder_name\* /save filename.acl /T

The /T switch is used to indicate that directory recursion should be used. The /save switch is used to export the results. For example, to save the permissions in a directory named HORSES on the C: drive and all subdirectories and folders, execute the following command:

ICACLS C:\HORSES\* /save horses.acl /T

The file, horses.acl, will contain the permissions in text format. Later, you can import the permissions with the /restore switch if required. To restore the permissions, execute the following ICACLS syntax:

ICACLS C:\HORSES /restore horses.acl

Of course, the ICACLS command provides syntax for permission management as well as backing up and restoring the permissions; however, this new feature is one of the most important to know about. Hopefully, you find this information useful.

Millennials In the IT Department

IT Theory, Professional Development | Posted by admin
May 04 2010