Ever since the US Thanksgiving holiday (i.e., since the of November), I’ve received quite a lot of contacts about consulting work both from potential end-customers as well as from larger consulting firms looking to subcontract. It’s been pretty crazy, actually.
People get into arguments about what programming language is best to use for laboratory software projects. Some people argue for C#, others for Java, and we get into heated discussions about which languages are “real” programming languages and which should be dropped to the bottom of a deep ocean. In the end, for most projects, it doesn’t matter.
I’ve worked for, with and as a project manager, and for and with managers, as many of you have. Among them, some have been great, others horrible, many mediocre. What brings this to mind is that I was having a conversation with someone not long ago who was talking about their project manager and just making some general comments, neither positive nor negative, but merely descriptive. In hearing the comments, I realized both that the person had no idea what a project manager actually does and also that their project manager doesn’t actually do project management. As an aside, I’d been reading “The Spy and the Traitor” and realized that story is relevant to this (which I will get to later in this post).
In the last post, I talked about how micro-consulting can be useful for customers. While there might be advantages in using the largest firms, there are just as many disadvantages. One disadvantage is that using the larger firms can be more expensive. Here are three reasons why a micro-consulting firm is less expensive.
These days, it seems as if we can get micro-anything-we-want. We can get micro-greens, micro-brews and micro-distilling, just to name a few. In any case, I knew that micro-roasting (of coffee) was a “thing” but I was quite surprised, the other day, when I ordered coffee and each bag I received had information not just about what coffee was in the bag, but it said it had been specifically brewed for me (it had my actual name on each bag) and gave the date and time roasted.
Even though GeoMetrick Enterprises does not supply training services, most of us do eventually have to take part in training, whether assisting trainers to understand a new implementation or in taking training, ourselves. Some training is better than others and people learn in different ways, but some ideas work for very few people, regardless. Here are the ideas that are ineffective in training, but are actually seen all too frequently.
Finally, GeoMetrick Enterprises has made its move to Carroll, Iowa, which now makes this the center of the LIMS universe (to us, that is!).
A few people had noticed that there was a new picture on my blog but that it was not a picture of me. This is one of those situations where I accepted an upgrade, it had unintended consequences (the picture of someone else popping-up on my blog) and I decided not to roll it back – that there are more good features than problems and, also, that I didn’t currently plan to devoting time to kicking that person off my blog, being busy with other things. And, in that, it’s the same issue we face with LIMS, ELN and LES upgrades.
Right now, as I’m trying to do my own business development for the season, what I’m getting is lots of people asking if I know anyone to do validation work. But all the validation people seem too swamped to take anything new on. Is validation actually the place to be?
I had announced that the GeoMetrick Enterprises office will be moving. Now, I’m fairly certain that the move date will be in early September. I have notified current customers. Unlike past office moves, this time, I plan to take off a week to make the move in a leisurely fashion. I will be giving more information on the exact week of the move at a later time. Obviously, ongoing customers have priority with me during that week. For anyone wishing to contact me about starting new work who contacts me, that week, I will probably put you off until the following week.