tag:blogger.com,1999:blog-1005196875375123554.post2559551720422673376..comments2024-03-27T13:06:58.438-06:00Comments on Harry Tucker - Observations and Musings: Quantum Physics and Problem SolvingHarry Tuckerhttp://www.blogger.com/profile/10329922320940535781noreply@blogger.comBlogger2125tag:blogger.com,1999:blog-1005196875375123554.post-37599611791799723442013-07-25T11:15:18.602-06:002013-07-25T11:15:18.602-06:00Hi Bruce,
Thank you for your comments - I really ...Hi Bruce,<br /><br />Thank you for your comments - I really like your perspective. Too many people get TOO caught up in what IS and end up down a rabbit hole of minutiae, getting lost in what is and never getting to what needs to be done.<br /><br />Your approach provides clarity while not forgetting that once the ultimate destination has been determined, one still needs to figure out the present state in order to get from here to there.<br /><br />Create a great day!<br /><br />HarryHarry Tuckerhttps://www.blogger.com/profile/10329922320940535781noreply@blogger.comtag:blogger.com,1999:blog-1005196875375123554.post-1595866275259166762013-07-25T11:09:44.966-06:002013-07-25T11:09:44.966-06:00At least for the way my mind framed what you were ...At least for the way my mind framed what you were saying … <br /><br />What you bring out is why I say that the “current system” should NEVER be looked at when defining requirements. It is also why I tell the business that I don’t want to look at their processes (how they organization themselves to get the work done) but rather want to understand the essence of what they need to do as a business.<br /><br />If I understand what they need to do, rather than how they do it, then I can actually provide insight in better more streamlined ways to get there … and throw away the chaff that has accumulated over decades of manager’s introducing new reports, ideas, methods.<br /><br />This in essence removes the frailty of the observer problem you identify … I think.<br /><br />Once I know what they need to do and can formulate a way to do it, I can then evaluate the ‘current system’ to determine if it makes sense at all to that end. I can then draft a strategy to get them from where they are to where they need to be.<br /><br />I guess one can either try to fix the observer problem (which is in itself an observer problem), or see it as irrelevant to the understanding of a problem.<br /><br />This perspective I have comes from having worked on over 200 projects and many methodologies. There is nothing simpler, for example, than a G/L system, yet the G/L systems out there are incredibly complex and convoluted. They get that way when people fail to grasp what G/L is in essence. (Debit, Credit, Transfer of cash amongst accounts with the odd thing thrown in like currency, budget vs actual vs proforma, etc.)<br /><br />Bruce L.Anonymousnoreply@blogger.com