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In theory a raise in the minimum wage should be a nonevent economically. It should be a simple adjustment for inflation which the business has already adapted to. In fact, as inflation raises the cost of goods and the prices the business charges, one might expect the wages of workers to rise naturally to match that upward slope caused by inflation.

How you view the good or the bad of the minimum wave increase may depend on which side of the fence you reside, the employer side or the employee side. To the employer the rise in employee costs makes doing business more expensive and affects the bottom line. To the employee, the employer is just being competitive and paying his or her employees a salary that they can live on. In many cases, you may be on both sides of the issue if you own or operate a business but have people in your family who are trying to get by on the minimum wage.

The hardest hit businesses by this upward push in wages is small business. Enterprises that employ a large amount of unskilled, lower paid workers can see a huge jump in the cost of keeping employees because of state or federally mandated increases in employee pay. Many times small business enterprises operate on a thin margin of profit and any change to the cost structure can be a deadly hit to their budgets. Moreover, since the small business model is intensely competitive, there is little room to raise prices to clients or customers without risking losing business to a larger competitor who can absorb the minimum wage increase without increasing prices.

These concerns are part of the reason that from a governmental stand point, congress is slow to increase the minimum wage. There is already a tremendous resentment in the population for businesses that are relocating their production or support facilities over seas to take advantage of low paid workers to keep their bottom line on track. You have to know that employee costs are a big issue when a business is willing to relocate much of their operation to a foreign country and incur all of those costs just to tap an employee base that will work below the minimum wage.

From the worker perspective, it’s hard to understand how this trend to take low paid jobs out of the country can be changed. We are slow to stop businesses from taking actions they need to take to compete in the markets which is why passing legislation to stop the exporting of jobs is not a popular idea. While it might help the plight of the worker in this country, it goes contrary to our priority on letting the free market and capitalism play out. Sadly, when the free market does reign, sometimes good people get dealt out of the program.

The best way for American workers to combat competition from unskilled workers overseas is to stop being unskilled. By taking advantage of educational opportunities and gaining valuable skills, they can enter a new market where those skills will land them a good paying job that is not likely to go overseas because of the specialized skills the worker offers to employers. So the best way for government to fight the export of jobs due to high employment costs is not to artificially suppress the market to hinder free trade. The best move is to make our workers more skilled, more valuable and for workers to simply outwork their competition overseas. This is capitalism at work at its best and if that line of attack is followed, the outcome for everybody is a stronger work force, the retention of jobs in America and a stronger national economy as well.

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This was a particularly prevalent model when all business computer processing was done by a large centralized mainframe computer, usually made by IBM. These mega computers are and were expensive and complicated to program and operate which dictated that to be successful, a business had to keep on staff a small army of computer specialists, many of whom seemed to speak an entirely different language and come from a different culture than those in the rest of the business.

This was a natural and necessary business paradigm under the circumstances when “big iron” ruled the IT community. However, the last several decades have seen changes to how IT gets its business done. First was the introduction of smaller, powerful systems driven by operating systems like UNIX that were capable of great efficiencies that challenged the supremacy of the mainframe in business.

The movement toward network computing which was a natural business evolution to facilitate greater data access and to build stronger communications between spread out departments in the business world further eroded the need for one centralized powerful computer operated by a select few who spoke a cryptic language. Network computing started the process of democratizing computing power in the business world. With the new dominance of the internet and the need to take the business paradigm into cyberspace, the business model of decentralized data processing has taken on new meaning and importance.

In many businesses, the final stage of IT decentralization has begun to become a reality. By locating centers of operations and development authority and responsibility directly at the department level, the efficiencies of IT decentralization have become possible at every level of the business.

This trend in locating department specific applications along with the computing resources to support them to the department level is a significant change to the business culture. Not only do the departments who benefit from those applications take ownership over the operation of those computing systems, programming and development resources will be become part of the department structure as well.

For example, if the HR department has a suite of applications that are used to tracking payroll, benefits, etc., that application will be placed completely under the authority of HR. As such, areas of authority that were formerly the sole responsibility of IT such as systems analysis, development, programming and computer operations will become part of the HR management structure. As a result, each department develops an ability to converse in IT terminologies which results in a higher IT awareness across the business that is healthy for long-term analysis of needs and resources to meet those needs.

This is not to say that new problems and challenges do not come along with the decentralization of IT. Some IT issues must be addressed at a global level because they impact the business as a whole. So there is still need for a CIO and some high level IT controls to which each of the departmentalized systems must be accountable.

Further, the issue of systems integration and finding synergies between systems to maximize the efficiency of systems becomes more difficult when each department operates its own IT operation. If each department owns and operates its own hardware and network, communications across the business are challenged and there is a higher chance that underutilization of systems will be a result. Quality control at the systems administration level is more difficult because systems administrators may be answerable only to the department level more so than to the business in general.

These organizational issues must be resolved at a high level so the transition from a centralized to decentralized way of doing business can be successful. But the rewards of putting computing power at the department level outweigh the risks of failure and justify the effort that will go with such a large change to the corporate culture.

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What goes on around us whether worldwide, nationally, or even just in our community, is the topic of many conversations. You can be in your elevator, at the office water cooler, or your maybe even in your grocery store line-up, people like to talk about who’s being voted for what, which football team to cheer on, and what the weather is going to be like on the weekend. Being informed on these topics makes us part of the community.

How can we stay up-to-date? There is always the radio. There are several stations available on the radio that we can tune in to while commuting to work and running errands. Unfortunately, many of these radio programs do not give you a full coverage. You are probably not commuting long enough to listen to the whole program, and there are so many commercials!

Then there’s your 6 o’clock news on the television. Let’s face it…we are busy people. The children have after-school activities, we have social events, the dogs need to be walked, gym, dinner needs to be made, then there’s that thing called work. We no longer have the evenings free to ourselves to sit on the couch and watch the news.

Your best option? Definitely a newspaper. With the newspaper, you can choose what sections you want to read. You can skip the ads that do not interest you, and it is very portable! You can take it with you to read at your leisure. You even get comics and puzzles to do in most newspapers! Subscribing to a newspaper offers the most convenience.

With a newspaper subscription, you can be assured that your newspaper arrives at your door and is ready to be read at YOUR liberty. You have the benefit of not having to tune in at any certain time, you can put it down when you want if you are interrupted, you can even cut sections out for memorabilia!

Anybody who has been the victim of a lay off can empathize with the disruption and emotional trauma such a change can cause. Studies in business trends have documented that the phenomena of large scale business lay offs has been much more prevalent in the last ten years than in previous eras of the history of our business communities. So one has to ask, what has caused this shift in behavior by employers?

While economic conditions and sudden shifts in the marketplace can have a lot to do with how employers manage their staffing, that is not sufficient to explain this dramatic change of behavior in the business relationship between employer and employee. The real base cause of this change comes from a change in philosophy of employers.

The historic business model between employer and employee is one of a mutually supportive contract. Whether the contract is agreed to or just understood, the agreement is the employer will pay the employee and provide him or her with the basic needs they have to work on site for them. The employee will, in return perform his or her duties on time and well, come to work reliably and to be a loyal employee. This model is mutually supportive, creative and based on trust.

The business paradigm that has resulted in a lay off based model with a basic change to how employees are viewed such that…

§ Employees are viewed as a nuisance and a cost that many times the employer resents. This resentment is especially acute in regards to employee benefits such as insurance and vacations which the employer sees as not his responsibility.

§ Employees are expected to fulfill their role in the previous business model but to do so strictly from gratitude for the paycheck and no more. As such, the employer expects the same return from the previous model but they want to change the model in terms of employer expectations with no change from the employee side.

§ Long term benefits can be suppressed via a frequent turn over in the employee base. By replacing experienced staff, the need to see salaries rise and to provide vacations and eventually retirement benefits is reduced because the employer keeps the work force at the entry level status indefinitely.

§ The base assumption of this new model is that there is an inexhaustible supply of skilled labor “out there” in the unemployed labor pool. Therefore, current employees can be easily replaced with eager unemployed people so the human resource equation becomes exploitive.

While this business model does make some economic sense, like any equation, the base assumption has to remain perpetually true for the model to work long term. But this equation only works in a depressed economy where there are a large amount of skilled people on the labor market. This approach to human resource management can backfire badly if there is a shift in the labor markets that eliminate that abundant supply of replacement workers.

This exploitive approach to management of employees changes the assumption of trust between employee and employer to an assumption of distrust. It can have a devastating affect on employee morale so that even employees still being employed will deliver poor performance because they no longer are in a supportive relationship with management. The answer of “Well, then we will just fire those dead beats and get new ones” is not a working solution because once the employee morale is low, productivity across the work force goes down and stays down.

This affects the ability of the businesses to support current projects and deliver quality good and services to the marketplace. And as an exploitive attitude toward workers results in poor products and services for clients, the business will begin to lose market share which is the early signals that the business is destined for extinction. This is reason enough to reexamine the business model of employment and reconsider returning to a trust relationship with the employee base in our companies, for their good as well as for our own.

The idea of a formalized project management approach has been around for quite some time. So it was not uncommon for any manager to find themselves learning the discipline of a structured project management system. That project methodology takes any given business or IT project through the same standardized steps from conception through implementation. Those steps would include…

* Project definition
* Needs analysis and requirements definition.
* Cost benefit analysis.
* Project scope.
* Project schedule and budget.
* Detailed specifications
* Development
* Testing
* Training
* Deployment

By utilizing a standardized process of doing all projects the same way, using the same reporting methods and tools, there is an economy of skills in that the project leaders and team members become adept at navigating these steps. Further, by using the same systems and criteria, a scale of evaluation as to the effectiveness of the system is developed so the ability of project teams to do well over time improves.

It was natural that this standardized method would become codified and finally developed into a well-developed system that could that molds all projects to a single standard. By developing an industry wide method that requires strict training and adherence to the same terms, tool sets and definitions of success, the “intuitive” nature of judging project effectiveness is reduced. And so “the Project Management Method” was developed whereby project managers can undergo strenuous and exacting training in a standardized method that would be enforced via certification across the whole of the business community.

Whether or not the PMM represents a curse or a blessing to the business world depends to a large extent on individual applications of the method and measurements and observations on whether the method itself introduces efficiency to the process of project management or just another layer of bureaucracy.
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There are some strong positives to utilizing a methodology that is standardized at an industry level. Those project managers who have gone through the certification process can be depended on to implement that system the same way in each business setting. As such, the process of finding qualified project managers becomes simplified because the certification process alone communicates to the business that it can expect the PMM system to be implemented correctly.

By putting into place an external method of certification and measurement of excellence, the project manager career begins to take a high level of professionalism similar to in the legal and medical fields. So the PMM movement represents a maturing of the IT and project management disciplines as they move toward greater levels of accountability and control.

The dangers come in implementation of the PMM methodology on a project by project basis. In order for a PMM certified manager to live by his credentials, all projects must conform to a standard mold. The unique nature of each project may not easily fit into the PMM process of systematization.

In addition, the PMM system is heavily dependent on a large amount of meetings to document that the project is adhering to standards and a methodical documentation process from which there is little room for variation or accommodation. The PMM is a complex methodology so the tool sets that must be used to track the process can be expensive and difficult to use.

The outcome is that the introduction of the PMM system can cause the actual business objectives of the project to take on a secondary priority to the high standards of PMM itself. Project leaders working under the requirements of the PMM can become more accountable to the methodology itself and lose sight of what is good for the business or what is efficient in terms of getting the project completed.

There is very little room for creativity or individual judgment within the confines of the PMM and that is problematic because the nature of business problems have historically depended on the judgment and creative problem solving skills of middle management. By dominating the project process with the needs of the PMM methodology, excessive cost is introduced as well as cumbersome requirements that do not benefit the business or the project itself.