On Mon, 12 May 2008 03:31:43 +0000 (UTC), docdwarf@[EMAIL PROTECTED]
() wrote:
>In article <6bpc2498nqgkaokjien7j7uqrnfjn8p4g6@[EMAIL PROTECTED]
>,
>Robert <no@[EMAIL PROTECTED]
> wrote:
>>On Sat, 10 May 2008 16:43:06 +0000 (UTC), docdwarf@[EMAIL PROTECTED]
() wrote:
>>
>>>In article <3t2a24d2jqugnn7qj9tm3uklgeeuah2622@[EMAIL PROTECTED]
>,
>>>Robert <no@[EMAIL PROTECTED]
> wrote:
>>>>On Sat, 10 May 2008 00:34:34 +0000 (UTC), docdwarf@[EMAIL PROTECTED]
() wrote:
>>>>
>>>>>In article <89o924l4fbu4pl6q9u57jc6k455do7donu@[EMAIL PROTECTED]
>,
>>>>>Robert <no@[EMAIL PROTECTED]
> wrote:
>>>>>>On Fri, 9 May 2008 19:14:16 +0000 (UTC), docdwarf@[EMAIL PROTECTED]
()
wrote:
>>>>>>
>>>>>>>In article <4o472456929lf2sjljessaljgjdhgjhiv0@[EMAIL PROTECTED]
>,
>>>>>>>Clark F Morris <cfmpublic@[EMAIL PROTECTED]
> wrote:
>>>>>>>
>>>>>>>[snip]
>>>>>>>
>>>>>>>>It also
>>>>>>>>gets to be interesting when two departments disagree on the way
things
>>>>>>>>should be done or what the rules are.
>>>>>>>
>>>>>>>That's for the 200-level (sophomore) courses, Mr Morris: The
Accountants
>>>>>>>say 'Do (a)'. The Manafacturing Staff says 'Do (b)', where b does
not
>>>>>>>equal and cannot be reconciled, mathematically, to a. What does
the
>>>>>>>Programming Staff do?
>>>>>>
>>>>>>Set up an account 'Inventory, finished goods, GAAP Variance' and
book
>>>>>>the difference to
>>>>>>it.
>>>>>
>>>>>In a strict-chargeback shop, Mr Wagner, the cost of the disk space
and the
>>>>>processing-time have to be paid by *someone*... if they can't be
>>>>>costed-out to a particular department then they come out of IT's
budget
>>>>>and that decreases the CIO's bonus, with all associated unpleasant
>>>>>results.
>>>>
>>>>I said give both parties what they want and record the difference in
an
>>>>account tied to
>>>>the responsible party. Let him explain it to the auditors.
>>>
>>>Mr Wagner, when one says a and the other says b... either party is
>>equallyresponsible or not-responsible. The accounting-tallies for
>>>disk-space, CPU time and XIO counts have to wind up on *someone*'s
desk.
>>
>>Business decisions no longer revolve around computer hardware cost. They
>>did in the Good
>>Old Days. If computer cost is still a factor, the company is paying too
much.
>
>Mr Wagner, 'too much' is a matter for Management to decide, not me. If I
>disagree strongly enough with what a client believes I should do and how
I
>should do it then I find myself another job... until then I take their
>****lling.
I know. I'm also a contractor.
>>>>I recently bought a 200GB disk drive for $80, about one hour's bill
rate
>>>>for a contractor.
>>>>You can no longer use hardware cost as a club. It's now all about
people cost.
>>>
>>>You might be interested in learning thaqt not every system is the same
as
>>>the one to which you attached that drive, Mr Wagner; storage costs at
my
>>>current client's site are low-to-mid-six-figures per month.
>>
>>The disk works as well in a SAN as in a home computer. Figure $1,000 per
>>terabyte. If your
>>company is paying more, tell them to check out Brocade, McData and Cisco
>>for fiber channel
>>SANs.
>
>Mr Wagner, I've told my clients a variety of things; the responses have
>ranged from 'let's do it that way' to 'that's a good idea but there's a
>Very Good Reason why we do it this way' to 'when we want your opinion
>we'll give it to you' to 'turn in your badge'. My current client's
>storage costs are low-to-mid-six-figures per month.
Do you realize they could BUY 300 terabytes, including SAN controllers and
all, for the
amount they're paying monthly?
You like to go on and on about the function of management being efficient
allocation of
resources. Here we see an example of gross INefficiency. Management of
that company isn't
doing what you say they should.
>>If they are paying for direct attached IBM disks, the CIO should be
>>fired for gross waste
>>of company resources.
>
>Mr Wagner, you have my permission to count the number of times I've been
>asked to evaluate a CIO's performance on the thumbs of one foot.
I saved one company 50 million in the course of six years. I knew I was on
the right track
when IBM tried to get me fired.
>>>(what results, of course, are meetings about 'We have to cut costs!'...
>>>and questions like 'all right, our expenses are (n) and you say this is
>>>unsatisfactory, what number would you say is permissible?' get met with
>>>'... we have to cut costs!')
>>
>>Either you're talking to the wrong people or you're being played. Don't
>>be surprised to
>>when jobs are outsourced to cut costs.
>
>Mr Wagner, as a consultant/contractor/hired gun I am always amazed when
my
>ID badge works to open the door. Coming down off a contract does not
>surprise me.
Same here. I never hired a contractor, although there ARE valid reasons to
do so.
>>Instead of learning Latin and Greek, you should have learned Hindi and
>>Urdu. You could
>>easily get a job as Facilitator.
>
>I have a curious perversity, Mr Wagner... rather than make a living doing
>something I don't do well and don't really enjoy I concentrate on making
>my living at what I try to do moderately well and enjoy greatly.
But the job of Cobol programmer is becoming (has become?) obsolete. All
that's left is
maintenance. I wat to create cutting edge new stuff. I used to think I was
fortunate
because they paid me to do what I loved. If they didn't pay me, I would
have been doing it
on my own time. Now, it's hard to feel that way about Cobol.
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