Referral Karma

I give and get a lot of referrals. In fact, just this week I referred a company I had just met to my business banker, who has been a great resource for us. I was happy to do it, happy to be able to help my new contact, and certainly happy to give my banker the opportunity. Now in the interest of full disclosure, the new company is a prospect, but I have done the same, many times before, for companies and individuals that were not prospects.

Recently we’ve had three different people ask about compensation for referrals that lead to business. I have to confess, I was a bit surprised – I had never thought of doing that before.

I’m happy to give referrals without any expectation of getting something in return. Especially, in the kind of economy we’ve had for the past year or so, I feel like anything any I can do to help a good business prosper is a positive contribution, and besides, it just feels good! We’ve gotten so many referrals over the years, so I also feel a bit like I’m paying it forward. I also like to refer business in which I have confidence.

I wonder, is there a “conflict of interest” if you are receiving payment? I can’t help but wonder, what do others do? Do you pay for referrals? Do you expect something in return?

Stop Trying so Hard

Last year one of our big initiatives was to find strategic partners – companies we could work with, offer more to both of our clients, and help both business grow. We really did look hard and didn’t have much success.

When doing our business planning this year we decided to try other things. After all, that did not work out so well.

Well funny thing is happening – all those valuable strategic partnerships we were dreaming of seem to be falling into place. Who knows where they will lead, but it sure is funny that they’re happening now. Maybe there’s something to the theory of relaxing and letting things happen. Sure seem to be working for us!

Can the iPad help to usher in a new age in medical record keeping?

Now that the dust is settling and millions of words have spewed forth over the eventual “success” of the yet to be sold iPad, I would like to weigh in. Most of what I have read about the product and its potential has to do with the consumer. I am confident that Apple’s marketing clout will make the iPad a hit among consumers even considering the relatively high initial price. I feel I am in good company here, since many analysts are predicting millions of units sold in 2010 alone!

However I am more interested in the use of the iPad as a business application device. This is the first hand-held “tablet” which in my opinion could really facilitate the transition from a paper based medical community to a digital one. There are many reasons why I think this product may be a game changer.

PC based tablets have been around for a number of years. They are typically small notebook computers with a touch screen that can be inverted and lay closed over the keyboard. A typical weight is about 3+ pounds. Kind of heavy to carry throughout the day up and down the halls of a typical hospital while making rounds. They are typically pen or keyboard based. A bit clumsy to use when on the go.

On the other hand the iPad addresses several of the negatives preventing widespread adoption of the PC tablet. Here are some of the major ones. It is a relatively light-weight (1.6 lbs) device with an amazing display. User interaction leverages the multi-touch iPhone/iTouch gestures that are familiar to millions of users. When needed a virtual keyboard facilitates data entry. The 9.7 inch screen with 132 pixels per inch resolution screen (1024 by 768 pixels) is sufficient for viewing medium resolution medical images along with patient information. WiFi and 3G connectivity allow access to medical data from anywhere.

With the creation of novel medical software applications, the iPad may just accelerate the change over to the digital age replacing the medical profession’s clipboard and paper based systems

Is the buying cycle different for services vs. goods?

I’m a shopper. It’s not that I like to shop, but when I do, I tend to shop around, read reviews, decide what I want then try to find the best price. But – that’s only for goods – computers, printers, cell phones, cars, an oven, etc. I recently noticed when shopping for services (or hiring which is kind of like shopping for services) I tend to make decisions MUCH differently. The funny thing is that I make those decisions much more quickly with much less comparison shopping, even when the dollar value is higher.

One example – we recently hired a marketing agency (Response Marketing – check them out they’re awesome!) and although my business partner and I had not intended on hiring them, or any other marketing agency, we had made our decision before our contact had gotten into the elevator. Now, we both know of many other agencies and sole practitioners, so why didn’t we shop around? Easy – we like and trusted the owner of this firm, we were comfortable with the price, and we believed that they could help us.

I find comparison shopping for services to be somewhat problematic. After all, you can’t assume that a $100/hour service provider is better, worse, or the same than a $150/hour service provider. It has everything to do with the person or company and their process, and if you feel comfortable with them. On the other hand, an iPhone 3Gs with 16 GB is an iPhone 3Gs w/ 16 GB (not that you’re going to get a deal on that). When shopping for a service provider, I want someone I am confident is going to do an excellent job. On goods – I still love a good deal!

Is Contingent Staffing a trend?

I read an article today that talked about Contingent Staffing, which they defined as the use of temporary or freelance labor, as a trend. I don’t agree with this. This is nothing new; companies have been doing this forever. I think what we’re seeing is a cycle. We have noticed in our business when the economy is booming companies want to hire full time people, to minimize the “brain drain” when the contingent folks leave, and impacts in internal morale from hiring them in the first place. In 2004-2006, we were seeing far more opportunities for full time placements than consulting engagements. Conversely, when the economy struggles, companies still want to complete their projects so they hire temporary or contract labor, as their doing now. I suspect in the coming years, we’ll see the pendulum move back towards a more balanced approach of full time people and contract, temporary or contingent workers.

What do you think?

Keys to a Successful Development Project

I was reading an article about startups recently and the author claimed that success was not due to one big thing, but a lot of little things. We had a business coach a few years back that said the same thing – when we reach the level of success we’re aiming for we won’t be able to look back and put our finger on one thing, but instead, we’ll see it was many little things contributing and working together.

It got me thinking – is that true of software projects as well? Probably. This may be one of those universal laws like the Pareto principal (aka the 80-20 rule), that seems to apply to everything.

Is there one thing, one big key that will make a project successful? If I had to pick only one, I would say it would be the team, but is that enough? I don’t think so. Even the greatest team can’t be successful with a lousy idea, bad requirements or no funding. Sure they may be able to get something out the door, but will it sell in the marketplace? Will it really meet a need? Probably not.

Ok, so I guess we’ve established that I don’t believe in “silver bullets”. So back to the original premise – what are all those little things? Well certainly the team, but what about tools, processes, appropriate budgets, management support, a great idea, customer need, stellar marketing, support, sales, etc……

It really does take a village!

What does a software developer need to begin design?

Too many projects begin without even a hint of a written understanding about what is to be built. Unfortunately many of us have been there and lived through the pain of redesign and project slippage. At the other end of the spectrum some write suffocatingly detailed Requirements Documents. Masterpieces of literature that developers and managers don’t actually understand if they read it all! As in the case of no written requirements, the project usually ends up in the same predicament --- redesign, rework and missed opportunity.

In my experience developing embedded systems or software applications the big picture requirements must be spelled out. They should contain at a minimum the following: performance goals, safety factors, Human-Machine Interaction, testability, external interfaces, deployment, and target cost for hardware designs.

Defining the products requirements does not have to take a very long time. I find that in most cases this phase should take on average 2 - 4 weeks working collaboratively with the major stake holders.

The important point to keep in mind is that the requirements document must be be in a form that is easily understood by the technical team as well as non-technical management. Keep it as jargon free as possible. Define all terms.

INCLUDE PICTURES!

For example, an excellent way to define the user interface level independent of the actual technology used are pictures. It is more effective to draw a screen or touch panel then to try to describe it. Even more effective, use a rapid prototype application to create a demonstration of application. This is the most effective way to create a common vision between developer and manager of the look and feel of the resultant product. Be sure to include one or more block diagrams to illustrate the system and interfaces.

The next time you start a project please don’t settle for 10 bullets on a napkin!