While I Compile

… I compile my thoughts about programming

Consultants are advisors, not decision makers.


I was having lunch with my friend & colleague last week and we had a disagreement about whose decision it is to make a change when you see something wrong in the client’s software.

Mechanic analogy

My colleague used an analogy about a mechanic; it was a good one, so I’ll use it here.

Let’s say you bring your car in for a $30 oil change, and your mechanic notices a problem with the timing belt.  My colleague suggests, he doesn’t just ignore it, he tells you it’s an emergency must be changed immediately (the emphasis is my friends).

Well I agree the mechanic shouldn’t just ignore it, and I was relieved my friend didn’t suggest the mechanic should simply change the timing belt, driving the bill from $30 to $930, but I’m not sure if telling the car owner they must change the timing belt ‘now’ is appropriate either.

In my opinion the mechanic should tell the customer what he found, the risk in not fixing it, outline the options to fix it, and the cost & associated risk with each option[1].  Then make a recommendation.

It’s the customer’s decision, not the mechanics, and even if the customer makes a foolish decision, it’s his decision, not the mechanics.

Fortunately, all the mechanics I’ve dealt with seem to understand this.

As consultants we’re advisors, not the decision maker

In my opinion, our role as consultants / advisors includes the responsibility to inform the client of any problems or potential problems you’ve noticed, the risks in not fixing it, options to resolve the problem, along with the costs and risks associated with each.

Unethical behaviour

To me it seems unethical to go rogue, and just start making changes the client doesn’t know about, and didn’t approve.

It’s also unethical to purposely instil fear, uncertainty, and doubt when explaining the options to the client so they make the decision you want them to; regardless of your intentions.

The client owns your time

After all, the client does own the software, is responsible for its maintenance, and they do own your time to direct as necessary.

Wait, what?  Who owns your time?

Yeah, when you’re consulting, your client (or employer) owns your time.  … you sold it to them; remember?

Every consulting and/or employment agreement is different, but if you’re charging by the hour, it probably says something like this; they bought your focused efforts to solve their problems for a specific duration.

And how they spend your time (their resource) is up to them (within reason[2]).

So deciding feature X is more important than feature Y, or bug X is more important than bug Y, is their call, not yours.

An extreme example

But what if it’s a big important issue?  What if it’s a major security flaw in the banking software you work on.  The flaw is dangerous. The flaw could potentially put users at risk. The flaw could even push the company into bankruptcy.

But your manager doesn’t want to invest the time to fix it and his manager stands behind him.  You’ve exhausted all other paths of reason, to the point of being on the verge of getting fired.

You still don’t have the right to change it … not even on your own time, because the software is their asset, not yours.

Your decision

Now I’m not saying you have no say, you can refuse.  Bottom line: if they refuse to make a change that you feel is necessary and/or potentially dangerous, you can give notice and quit.


Like everything, there are exceptions to this general rule.  Here are 2:

The first is if you are working on one task, notice another problem, and can fix it without seriously adjusting your time budget on the original task.  An example of this might be noticing and fixing a 1-off error in a loop.  I once had the responsibility of making manual year end changes to customer databases, with an estimated time of 3 days for each.  It took me 4 iterations working smart within the allotted time to write and test a utility which dropped that task to a 1 hour job[3].  The utility was separate, so I didn’t change the base product, and it cost my employer nothing.  So it is possible to make an impact working like this.

The second exception is you have built up a lot of trust with the client, and are completely unsupervised, making whatever changes deemed necessary to accomplish the client’s goals.  I’ve been in this situation a few times, and can honestly say, it’s a rare situation to be in.  It’s reserved for the situation where the client trusts your character and your responsibilities are so mysterious that they cannot make a decision, so they leave it up to you.[4]

In Summary

So basically, in my opinion, as consultants it’s not within our rights to make the decision to change or coerce the client into allowing you to change something.  It’s our obligation to inform them of the problem, outline their options along with the risks and cost of each, and make recommendations.

… that’s it.

[1] Yeah, there aren’t too many options to discuss for changing a timing belt, but we’re discussing software remember.

[2] There are limits of course, everybody will have their own personal & ethical limitation, and many (not enough though) will have professional limitations of what they’re willing to do.  Professional limitations might include, I was hired as a programmer, not a janitor, or worse yet, and Access developer.  ;-)h

[3] I could’ve dropped it to 5 minutes, but 1 hour is where the 80/20 principle told me to stop.  Somebody did this after I left, and it took significantly longer.

[4] Neither my colleague or I are currently in this situation.

February 2, 2011 Posted by | Consulting | , , | 2 Comments

Large Application Estimation in 2 Weeks

This is post 2 from a 7 part series entitled Technical Achievements in my Last Project.

My role in this project started out by being asked to assess the existing project, provide insight into options to move it forward, with one of those options being a rewrite*. An estimation was needed for the rewrite option, so I was given 2 weeks to do it.

This post explains how I was able to pull off this massive estimation undertaking in a mere 2 weeks.

Ideally, the project documentation from the existing system could be used to give an excellent estimate, but this is a blog post, not a fairly tale. Or a thorough specification could have derived from an in depth analysis of the existing application, which business could have adjusted as needed, and used to conclude a reasonable estimate. But this is the real world, and this is a real business; and I was given a real (short) deadline.

Now I should also mention this wasn’t a 20 KLOC project, it was a fairly complex piece of software with over 500 KLOC** and almost 1800 database objects along with satellite applications. Everybody understood how this short timeframe severely limited the accuracy of anything I would be able to provide, but I was determined do the best job possible.

So my next goal was to figure out how to do a somewhat accurate estimate, provided the constraints, where I wouldn’t be setting myself up for a lynching at the end of it. I explored many different ways to get a rough idea about the entire projects scope.

This is what I finally settled on:

  1. Dumped all Microsoft Access Objects
    First I modified an Access VBA script I found for exporting objects to text files and exported everything.
  2. Dumped all database DDL
    I wrote a little command line utility to loop through a SQL Server database, pull the DDL for each object using the sp_helptext stored procedure, and write it out to text files.
  3. Created an analysis database
    Created an analysis database primarily comprised of three tables; one for all the entities the application is comprised of, a second for linking which entity called which, and the third for linking menu items to all dependent forms.
  4. Collected the names of all objects into the database
    I wrote another little command line utility to read each code file dumped out in steps 1 & 2, and add the objects name and a few other statistics.***
  5. Determined all entity relationships
    I wrote another command line utility which traversed each code file, reading in the code, and determining which of the known entities it was dependent upon. This information was stored in the second linking table in the analysis database.
  6. Determined dependencies of each menu item
    Wrote yet another command line application to traverse the dependencies to determine which menu item could eventually load which forms. Certain forms were ignored in the calculation including, a) previously calculated forms (obviously), b) menu item starting point forms, and c) specific forms which could load almost every other form in the application.
  7. Ball park estimated each GUI component
    Loaded each of the nearly 400 forms and 200 reports, and did ball park estimations on each one, deriving what business logic I could glean from the UI. I used the CRUDLAFS estimation technique to ensure I didn’t miss any basic functionality.
    Other than trying to figure out how I would do the estimation, this was the most time consuming task. Just think, even at a mere 3 minutes per form, we are still talking 30 hours of tedious effort.
  8. Totaled the estimates
  9. Menu estimate breakdown
    In order to determine the time to replace one complete menu item with all functionality from that starting point, I needed to sum the estimates from all dependencies from that form onward. So I queried the times for each menu item starting point, summing all dependency estimates and added it to my report.

Now there are some serious issues with this strategy, like the high probability for; missed complexity, missed functionality, and just overall inaccuracies, but these issues were known and pointed out at the time with the estimate.

Was the estimate a success? Was it accurate? Honestly, I’d say it was a success, but it didn’t turn out to be accurate.

…. Wait! What?

How could an estimate be a success if it wasn’t accurate?

Well, let me revise that by saying some of the core underlying assumptions were changed dramatically 5 months into the project which increased complexity far beyond the simplistic web design the estimate was based on.

The big lesson learned from this task wasn’t so much about estimation as it was about managing requirements and sign off. …. But I digress. 😉

Anyway, I think the estimation I performed was well grounded in something, even if that something was not as thoroughly researched as would be ideal. I believe the executed strategy had a good return on investment.

This is post 2 from a 7 part series entitled Technical Achievements in my Last Project.

* For the record, I already had more consulting work than I could handle at the time, so while a rewrite was interesting, steering the client into an unwarranted rewrite was not beneficial for anybody.

** LOC sizes include comments, white space, and database object DML.

*** The other statistics, LOC, etc.., was actually one of my false starts in how to do this analysis.

Copyright © John MacIntyre 2010, All rights reserved

March 25, 2010 Posted by | Consulting, Process, Programming | , , , | Leave a comment

Technical Achievements in my Last Project

I’ve wanted to write this series for a long time, but hadn’t gotten around to it. Now, however, with my contract ending soon, I feel if I don’t write some of this down, I will never find the time, and it will be lost forever, which would be disappointing since I feel there are some really interesting things I did on this project which could benefit others.

This isn’t about the kludges needed to fix Microsoft’s dysfunctional webforms architecture to work the way I need it to. It’s not about how to fire a server side event from a client side created button or how to write JavaScript for an ASCX used multiple times on the same page, when you don’t know what the rendered ID will be, and it’s not about overcoming resistance created by bizarre vendor API paradigms or outright bugs. It’s about overcoming the big requirements challenges placed before me.

The project basically revolved around a significantly large and complex Microsoft Access application which had many issues. It was determined the best course of action was to rebuild it as an ASP.NET web application. However two important constraints placed upon me were; a) development could not be done in parallel, switching everybody over all at once upon completion, b) the new web application must be run from within the existing MS Access application and interact seamlessly until the MS Access app is completely replaced. The first constraint wasn’t a big deal until you consider the fact that the existing database was a total mess, needing refactoring, and the Access app was a spaghetti code nightmare where changes could potentially drag into eternity. It was wisely decided very early on that we would not do anything to upset the stability of the existing application.

The series will cover some of the more interesting things done on this project and will be over 7 parts:

  1. Introduction and Overview
    Introduction to the series, brief run down of the general requirements and intention of the project.
  2. Large Application Estimation in 2 Weeks
    How I assessed the condition of a very large and complex MS Access application with 540 KLOC and almost 1,800 database objects, and how I was able to provide a very rough estimate to its reconstruction with a 2 week deadline. I expect to be able to piece together how I did this from memory and rough notes I have, but if I’m unable to come up with something meaningful, this may get nixed.
  3. An Abstract Data Model
    Because I did not want to unsettle the existing software and needed to keep the data in synch, while simultaneously refactoring the database and providing a good data model to serve as the foundation of the new application, the new data model was simulated. This was an interesting approach which I’ve never seen anybody else do.
  4. A User Configurable List Mini-Framework
    Unnecessary and/or missing list columns came up repeatedly in conversations with users, so I designed a configurable, flexible, and extendable mini framework for quickly building data lists which allowed for user selected and positioned columns, advanced filtering, sorting, and exporting.
  5. Embedded Web App to MS Access App Communications
    Communicating from client side JavaScript to the container Access application the webpage is being run within, was one of the more innovative solutions on this project. But what’s even more interesting was that I was able to un-intrusively inject the functionality with a simple 70 LOC JavaScript file which can be switched out to remove the functionality.
  6. The Plug In Architecture
    Intrusive integration is a major problem, tying companies to specific vendors and creating unnecessary dependencies. I designed a simple plug in architecture to allow a developer to implement an interface, make one configuration change, and run without any changes to the underlying application.
  7. HTML Table Column Sizing similar to Excel
    Users didn’t like the standard HTML tables and wanted Excel like column sizing functionality. Finding information on how to do this proved impossible, so I sat on it for a while and eventually created a small JavaScript function which adds column sizing to any HTML table without messing up existing cell editing script.

I hope you find this series beneficial. I expect to complete the next 6 posts over the next 2 weeks, but make no promises. I am currently looking for a new contract after all.

Copyright © John MacIntyre 2010, All rights reserved

March 22, 2010 Posted by | Career, Consulting, Programming | , | Leave a comment

The CRUDLAFS Technique for Software Estimation

I have always, like so many other programmers, had a problem with software estimation and costing out a software project. Most of my career was plagued by software estimates so bad that I made significantly less money on my independent projects than I did at my low paying day jobs. This was not the reason I was working through my vacations!

The turning point came when I realized the CRUD acronym encompassed most of the functionality of the line of business applications I was writing and could be used as a check list to ensure I wasn’t missing functionality. Later, this checklist was refined to CRUDLAFS.

Wait! What? CRUDLAFS? … did I just coin a new acronym? …. Hmmm, looks like I did!</egosmirk>

While I’m sure you are already familiar with the CRUD acronym, here is CRUDLAFS:

Create All functionality around validating and creating an entity
Read All functionality around reading and displaying an entity
Update All functionality around validating and updating an entity
Delete All functionality around deleting an entity
List All functionality around querying and displaying a list of entities
Additional  All additional functionality related to an entity
Filter All functionality around filtering a list of entities
Sort All functionality around sorting a list of entities

I set up an Excel spreadsheet with CRUDLAFS as column headings, all my known or probable entities down the left, and probable hours to accomplish each in the cells, like so:

An example of a CRUDLAFS estimate

An example of a CRUDLAFS estimate (numbers are totally contrived)

So in my example, the estimated time to create a list of orders is 5 hours.

And when I say known or probable entities, I mean; on smaller projects, I usually have a pretty good idea what all the entities will be, but on big projects, I charge hourly until requirements, data model, GUI design / functional specifications, and initial risk assessment is complete. Most larger projects just have too much back and forth communication and the customer usually doesn’t even have more than a vague idea of what they want. This was a very important distinction which has kept me out of bankruptcy.

I get the feeling this may not work well with agile approaches, but for Big Design Up Front projects, it has been a major leap for me.

Copyright © John MacIntyre 2010, All rights reserved

March 19, 2010 Posted by | Consulting | , | Leave a comment

When to start looking for another job

Last week I listened to Seth Godin’s audiobook Linchpin. It really resonated with me and I had a few significant insights.

One of the interesting ideas he promoted was the idea of ‘gifts’. A gift as he explains it, is any additional work above and beyond what is required as part of the ‘transaction’. The transaction is fulfilling your end of the bargain for their end of the bargain. Seth Godin explains a transaction as

If I sell you something, we exchange items of value. You give me money, I give you stuff, or a service. The deal is done. We’re even. Even steven, in fact.

And he explains a gift as

If I give you something, or way more than you paid for, an imbalance is created.

Lets say a client is having an issue and after some digging, you have an insight where a slight change not only resolves the current problem, but prevents a similar problem from occurring throughout the entire application. The client did not offer to pay for it, and you can’t charge them, as a matter of fact, if you are a consultant, it will reduce future billable work from the client to fix the future problem. The insight and change is a gift.*

Seth continues with regards to the gift:

That imbalance must be resolved.

So how is this imbalance resolved? … Appreciation

Yep … that’s it.

If you have a particularly astute client/employer, you may receive additional work and referrals as a consultant, or a bonus, raise, and/or promotion as an employee, but these are peripheral. Appreciation is the critical element for the recipient to experience**. If your gifts are not appreciated, the client/employer does not value what you have to offer and both of you should seek out more compatible relationships.

So why give a gift? Personally, I give gifts because I want to create the best software I am capable of creating. Creating beautiful software, not just meeting requirements, is the very nature of craftsmanship. Beautiful software is a gift. I can’t write software without gifts. I am actually repulsed by the thought of merely delivered what was asked for since the requirements are always missing something. Yes I’m repulsed. It reminds me of those Mad magazine comics; ‘If kids designed their own xmas toys’. With few exceptions, the results would be horrendous!

Unfortunately, I’ve noticed a downward cycle with the reception of my software gifts. I’ve noticed when starting a new position, gifts are recognized and appreciated. You are ‘the man’ (or woman) and everybody is ecstatic with every gift. However the appreciation always seems to dissipate. Maybe it’s a ‘familiarity breeds contempt’ type of thing, or perhaps it’s just me (but I don’t think it is).

I believe there are 5 phases of perception regarding the receipt of your gifts:

  1. Worshiped – You are new with the client/employer and your gifts are truly unexpected, recognized as such, and are appreciated. You get thanked a lot by every recipient.
  2. Valued – You’ve been here for a while, and although these above and beyond tasks are appreciated, they’re not exactly unexpected anymore. You don’t get thanked much, but they realize you are a valued service provider.
  3. Unappreciated – Your gifts are expected and/or unrecognized, but unappreciated any way you slice it.
  4. Tolerated – Your gifts are viewed as a time consuming waste of effort, but tolerated. You continue to provide them out of a desire to do a good job.
  5. Rejected – Your gifts are rejected and no longer tolerated. Every suggestion of doing something with additional benefit is rejected.

In my opinion, the transition from Worshiped to Valued is normal, expected, and even desired. People can’t run around thanking you for the rest of your life, nor would you want them to. It might get a little creepy. 😉

The transition from Valued to Unappreciated is your cue to leave. This is a downward slide, and it’s unlikely that things are ever going to move back up to Valued***. You are in a great position to find other work, you have plenty of time to find the ideal next job or project, and you are leaving on a high note with a favorable memory still in their minds. However, you do need to be objective in your observation, your gifts may still be recognized and appreciated, but the feedback you are receiving is based on another pressing issue at the company and is misleading.

If you’ve moved to Tolerated or Rejected; you have completely missed your cue to leave and there is an obviously serious disconnect between what you are offering as a gift and what management perceives as valued. Regardless of the reason, both you and the client/employer might need to seek more compatible relationships***.

So what if the problem is not in the ‘perception’, but you have actually become complacent and are no longer delivering the gifts? If this is the case, you had better get back on track, because these gifts are your value added proposition and the only thing separating you from the lowest cost outsourcing alternative.

EDIT (03/08/2010): Ben Alabaster added a great comment about how an IT department being viewed as a Cost Center or Profit Center will impact on how your gifts are perceived.

*This is not a gift if the change took a significantly larger amount of time which the client did not agree to.
** The appreciation does not have to be communicated, but it must be felt by the recipient.
*** It has occurred to me that gifts could be ‘adjusted’ to more closely align with what management values. However, I think this idea is flawed since your ‘gift’ is your best ideas at improving the software, where as management is mostly interested in features, which is completely different.

Copyright © John MacIntyre 2010, All rights reserved

March 8, 2010 Posted by | Career, Consulting | , | 7 Comments

Time management – Don’t just work in order of importance

I think every time management book, article, & blog post I’ve ever read tells you to put all your work in order of importance and then work in order of importance. This is great, since the easiest / fastest stuff is always deceptively drawing you in, but never seems to end … and most of it really isn’t important to your goals.

However, I don’t know about you, but my most important tasks seem to be 100+ hr sub projects, and simple 5 minute job never become the most important task, even though you can knock em down in minutes!

So here’s how I attack my work now:

  1. I work on my most important task first.
  2. Then I work on the fastest & easiest tasks.
  3. Then I work on my oldest tasks.

I also pay attention to the time, and never spend more than a day on the easy stuff, so I don’t spend my whole life on it.

December 3, 2009 Posted by | Consulting | , | Leave a comment

2 Rules for a Happy Client while Billing Hourly

Some of my projects are a fixed rate and some are hourly. If the scope of the project is small enough to accurately estimate, risks are minimal, and nailing down requirements is practical, I may propose a fixed price. Working on fixed price projects are a piece of cake, I go home, work on it, provide periodic updates via email, phone, or in person. When I finish it I install it and give them a CD with all the binaries, documentation, and source code.

However, I’ve found working on an hourly rate to be a little different than doing all the above while just counting my hours. There is a lot of distrust with hourly professionals which is only compounded with a mysterious process like software development. After all how do they know you aren’t home watching soap operas, working on your own projects, the project of another client, or even sitting on the beach? How can they tell they aren’t being over charged? The problem with trust, is even if you are honest, a false perception can still destroy the relationship.

I know this too well. Once in the late 1990s I was working from home, charging hourly, and I got a call from one of the newer partners of my biggest client (only client at that point). While talking I rebooted to clean out my system* and when the system came back up it played the 20th Century Fox theme, a configuration change I thought was very cool, and he said ‘Are you watching TV?’ I said ‘No. Why?’ … Seriously, I didn’t even making the connection. Two days later I was called in for an unscheduled meeting where my invoices were questioned, I heard a lot of “we’re not accusing your of inflating your hours…”, and the next day, feeling insulted and unappreciated, I resigned. I didn’t make the obvious connection until much later. It doesn’t matter that I was under charging both in terms of my rate and what I charged for, and would never inflate my hours! It doesn’t matter, because the perception was corrupted. It was a tragic misunderstanding since I loved working there and provided a competent, yet naively discounted service.

That’s when I came up with rule # 1
1. Work at the client site when charging hourly.

While following this rule gave my clients assurance that I was actually working, it still left them in the dark as to my effectiveness and what exactly I was doing. I soon realized that working on site isn’t enough. I need to communicate my challenges and accomplishments more effectively as well.

So I came up with rule # 2
2. Provide detailed invoices.

Until this point, my invoices had the typical, single ‘All services rendered’ line item. I changed it to include every single thing I did. I’m not kidding. Here is a sample from an invoice I wrote a couple years ago, after establishing this rule:

App F – Investigate & Fix bad XXXXX data

App A – Altered data tables to use the datetime data type for the create_dt & update_dt fields. This is needed to have a granular time for list updates. Communication /w Coder X and answering his questions. Conversation with Coder X about Stored Procedures. Discussions with Coder X about the stored procedures. Generating Business objects.

Feature X – Add Save & Save to Profile to the IFeatureX specification. Alter the Feature X specification document to include autosuggest searching ability in the IFeatureX interface. Reviewed Coder Xs progress.

Planning – Discussions with Manger Y about the purchase of App R, project status, and got permission to take the API documentation for App R off-site for review.

Website – Added new user.

Notice how it’s written for the target audience (a non-programmer, IT manager in this instance)? Notice all the detail? Notice I explained why I was changing the data types? Notice the descriptive verbiage (investigated, fixed, altered, reviewed, etc…)? Notice how even something as basic as adding a new user to the website, a 5 minute task is included? Notice I confirmed my permission to take confidential documentation off premises?

There is some terminology which might be unfamiliar to my client, but these terms were introduced to the client before hand, so they understood every thing said on that invoice when it showed up in their inbox.

All this detail may seem like overkill, but it gives the client a level of transparency into the mystical world of software development. It provides a record of activities, allowing the client to feel in control, knowing the priority decisions they made are being acted upon as agreed. It reveals a shadow of tangible evidence on an outwardly invisible service. But most of all, it gives the client comfort and I believe raises the level of trust.

I should also point out, the invoice sample above is not based on a 50-60hr work week, but from a week where I put in 14 billable hours. A 50-60hr work week would usually be 500 words or more.

… hey! Don’t freak out, you can write a detailed invoice without spending your weekend on the first draft. Here’s a brief list of things you can do to reduce the time you spend writing monster invoices:

  1. Maintain a detailed time log filled out as you do things. This takes discipline, but almost no time.
  2. Make detailed source control comments and do a report at the end of the time period.
  3. Make detailed bug tracker notes and list all the bugs/tasks/tickets you worked on during the time period. You can just list the bug ids, but I usually write something like ‘Investigated and resolved ticket # N – User receives 404 error when clicking customer link’.

The key to any of these is to write with your client as your intended audience, this way you just cut and paste into your invoice.

More than a decade after reluctantly getting into consulting, I’ve realized that Perceived value is directly related to the quantity and quality of communication with the client. An invoice can be a key communication device with your client and a powerful marketing tool if you make the effort.

*It was Windows 95 after all. At that point I was rebooting 10 times a day at least.

Copyright © John MacIntyre 2009, All rights reserved
WARNING – All source code is written to demonstrate the current concept. It may be unsafe and not exactly optimal.

July 9, 2009 Posted by | Consulting, Non-Programming | , | 1 Comment

How to eliminate analysis paralysis

Over the first decade of my programming career, one trend became very obvious to me. I noticed that I could always increase my efficiency dramatically in the 11th hour before a deadline. It took a long time to see (like a decade), but I finally saw the truth…

I now know:

  1. Without the deadline; I had Analysis Paralysis
  2. Analysis Paralysis is caused by fear
  3. Analysis Paralysis is specifically caused by the fear of making decisions

In the 11th hour before a deadline, I made decisions immediately, where as without the deadline, I’d ponder endlessly. Once I realized this, it was very easy to fix; Get all the information, give myself a time limit (1-5 minutes), make a decision, and start.

This was an incredible productivity boost!

Here’s how I streamlined my own personal development process to ‘get all the information’:

  1. I list all my options for each design decision
  2. I pick the best option(s) based on pros/cons (may be more than one)
  3. I list the risks of the best option(s)
  4. Then for each risk, I design & write a ‘conclusive’ proof of concept
  5. If the proof of concepts prove it will NOT work, then I toss the idea, pick another one & repeat.

A few things to keep in mind:

  1. A ‘Proof Of Concept’ is a minimal app to prove something. (mine are usually 1-6hrs)
  2. If 2 or more options are equal, I give myself a time limit (1-5 minutes) and make a decision … any decision, and don’t look back.
  3. Trust yourself to be able to deal with any problems you hit which were not take into account at design time.

Copyright © John MacIntyre 2009, All rights reserved

WARNING – All source code is written to demonstrate the current concept. It may be unsafe and not exactly optimal.

March 19, 2009 Posted by | Career, Consulting | , , | Leave a comment

Obviously unethical consulting … but why?

A few years ago I did some research into CMS applications and it occurred to me, that an unscrupulous web design company could easily sell a website and deliver nothing more than an installed, free, open source CMS app with a simple custom skin. They could basically; install the CMS app, create, buy, or even steal a skin, then cut & paste the clients copy into it. A fairly sophisticated (aka expensive) site could be launched in one evening, and the client would never even know the difference. Heck, many clients wouldn’t even care if they knew the difference and a carefully worded contract would protect the web design company if the client did care.

It’s easy to speculate that others may be doing this right now, been doing it for years, and some may have even made fortunes doing this.

… wait … what? … fortunes? …

… and with this, my rational mind kicked in and argued that as an ‘Entrepreneur’, isn’t this exactly what I was supposed to be doing? Trying to make as much money as quickly as possible, while minimizing my costs? Isn’t that what business is all about? Isn’t this providing the customer more value faster? Maybe this is the way to go!

Think about it; StarBucks is praised for quadrupling the price of a cup of coffee by adding foam … foam! … Air with a thin milk film separating the $5.00 air from the free air. How is it StarBucks is praised for selling foam, while what I described above is clearly wrong?

To be honest, I had a very tough struggle with this … not IF I should do it, but why is it wrong? I mean you could probably do this ‘legally’, while the ethical question was very difficult to quantify and easy to argue against with simple business logic.

It really comes down to the question; what exactly is unethical about this?

After wrestling with this question for weeks, I finally realized the answer.

As a consultant, there is an implied promise to use ALL my knowledge and skill to advance the clients interests.*

The ethical issue in this specific situation arises when information about an easily implemented solution is withheld from the client. This is the problem … this is why the above scenario would make anybody with a conscience uneasy.

This situation can be made ethical by a disclosure of the advantages of using the particular open source package and what exact you will bring to the arrangement. By selling the installation, customization, and configuration of open source software, not burying the term in the contract while implying a custom solution, and you are being ethical.

You can still make a lot of money doing this and it’s ok to charge a high rate. Charge $50/hr, or $80, or $100, or $150, or $200, or $2000, or more if you want … that’s totally fine, as long as information is not hidden from the client. After all, everybody likes money right? 😉

Now as far as I know, there is nothing illegal about the above scenario, but just because something is legal doesn’t make it moral.

Agree? Disagree? Can you add a clearer distinction? Add a comment.

* With exception to confidential information acquired outside of this client.

Copyright © John MacIntyre 2009, All rights reserved

March 15, 2009 Posted by | Consulting | , | 1 Comment


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