July 22, 2015
Broken Arm, Broken Metro
Not old, not young--she was sitting in a handicapped seat.
What happened to her?
She told me how this last year as she was riding the train, it had suddenly and ferociously jerked forward, and then backwards.
The fierceness of jerking motion breaking the top of her arm--the humerus--vertically right down the middle in a horrible break.
As she was talking her eyes glazed over remembering what happened.
She found herself on the floor of the train lying in excruciating pain.
One kind lady stayed with her as the paramedics were on their way.
She overheard others on the train actually complaining in earshot that they were being delayed "because of her!"
She was taken to the ER, and ended up spending 2 1/2 months in the hospital and rehabilitation center.
As explained, they couldn't cast this type of break, and she wasn't allowed to sleep laying down--she had to sleep in a chair--again she said how the pain was so bad and unlike anything she ever experienced, incuding childbirth and bypass heart surgery.
Professionally, she was a lawyer for the government, but ended up not suing Metro, shaking her head that it just wasn't worth it.
In her wallet, she showed me her Metro disability card that they gave her so she could sit in the special seats now and get a reduced rate riding the train.
Shaking her head, she exclaimed that even though she is mostly healed now, she never stands on a moving train anymore, always making sure she is sitting and nestled next to something.
I could see the emotional pain on her face as she told me her story, and she seemed generally afraid of ever going through anything like that again.
At the same time that she was talking to me, in eyesight was a younger man hanging out by the center doors on the metro, overfident and not holding on--actually leaning way back on his backback against the doors, almost daydreaming.
Not everyone heard this lady's story...maybe they should.
Overall, Metro seems chronically underfunded or mismanaged and in desperate need of major repairs and replacements--train, tracks, escalators, elevators, everything.
The system is a mess and it needs urgent attention.
Why does it always take a tragedy to finally get action?
Coincidentally, I saw today that Metro (WMATA) is advertising in the Wall Street Journal for a new General Manager and Chief Executive Officer--yep, good luck to that person, they will definitely need it and a lot more! ;-)
(Source Photo: here with attribution to Christian).
July 18, 2015
The "Real" Reason Behind The Iran Deal
Why would the United States make a bad deal with Iran?
- Where Iran gets to keep their nuke infrastructure.
- Where they get restrictions for a mere 10-15 years and then presumably get the coveted BOMB.
- Where "managed access" for inspections has a ridiculous 24 days waiting time.
- Where the arms and ballistic missile embargo is lifted.
- Where Iran gets a windfall of $150 billion released to them for which they acknowledge they will tap for use to support terror worldwide.
- Where Iran's leadership continues to chant "Death To America," burn our flag and President in effigy, hold Americans hostage, threaten us, and insist that their hatred and fight against us will go on.
Are we going crazy?
No, there is actually a rational reason for all this.
So what's the reason--let me explain from my simple-minded thinking about all this (follow carefully)?
Iran is a Shiite nation.
Shiite's make up only a small percentage of the Islamic world around 15% (or 200 million).
However, the Sunnis make up the other 1 billion Muslims.
The Sunnis are moving through terrorist movements such as ISIS, Al Qaeda, Boko Haram, Hamas and more to create a Sunni Caliphate throughout the Middle East and North Africa (and maybe beyond).
The Western world fears the terror and destruction that can come about from a Sunni Caliphate.
Also, on 9/11, The U.S. was attacked by Al Qaeda (Sunnis) and where 15 of the 19 hijackers were from Saudi Arabia (a Sunni Country).
The answer is the enemy of my enemy is my friend...Iran.
Iran is the largest Shiite Country with it's own ambitions for a Shiite Caliphate.
Arming and funding Iran is a bulwark against the predominant Sunnis and their ambitions for power and hegemony.
Notably, guess what? Iraq is another country with a large Shiite population, like Iran.
Hence, this is why the U.S. went into Iraq to dethrone Saddam Hussein, a Sunni, who was holding power over the Shiite population--now the Shiites there are in power.
Voila, Shiites in Iran and neighboring Iraq empowered to fight Sunnis.
They mostly terrorize and murder each other instead of seriously battling the West.
Since 9/11, there has not been a major terrorist attack on the U.S.
And if Iran is on the road to the Bomb, and this sparks a nuclear arms race in the Middle East with Saudi Arabia etc., perhaps the thinking...maybe that's not such a bad thing after all.
Unfortunately, Israel who is threatened by a nuclear-armed Iran who explicitly wants to "annihilate" them is caught in the middle of all this.
But the West is more concerned with the Sunnis and Shiites battling it out, then with the fate of Israel, who we figure can be placated with some "compensation" armaments to protect themselves.
But is that enough for a country where one nuclear missile hit can mean a second Holocaust?
I am not a conspiracy theorist and never have been.
But this seems too easy. ;-)
(All Opinions My Own)
(Source Photo: Andy Blumenthal)
The "Real" Reason Behind The Iran Deal
August 23, 2008
Building Enterprise Architecture Momentum
Burton Group released a report entitled “Establishing and Maintaining Enterprise Architecture Momentum” on 8 August 2008.
Some key points and my thoughts on these:
- How can we drive EA?
Value proposition—“Strong executive leadership helps establish the enterprise architecture, but…momentum is maintained as EA contributes value to ongoing activities.”
Completely agree: EA should not be a paper or documentation exercise, but must have a true value proposition where EA information products and governance services enable better decision making in the organization.
- Where did the need for EA come from?
Standardization—“Back in the early days of centralized IT, when the mainframe was the primary platform, architecture planning was minimized and engineering ruled. All the IT resources were consolidated in a single mainframe computer…the architecture was largely standardized by the vendor…However distributed and decentralized implementation became the norm with the advent of personal computers and local area networks…[this] created architectural problems…integration issues…[and drove] the need to do architecture—to consider other perspectives, to collaboratively plan, and to optimize across process, information sources, and organizations.”
Agree. The distributed nature of modern computing has resulted in issues ranging from unnecessary redundancy, to a lack of interoperability, component re-use, standards, information sharing, and data quality. Our computing environments have become overly complex and require a wide range of skill sets to build and maintain, and this has an inherently high and spiraling cost associated with it. Hence, the enterprise architecture imperative to break down the silos, more effectively plan and govern IT with an enterprise perspective, and link resources to results!
- What are some obstacles to EA implementation?
Money rules—“Bag-O-Money Syndrome Still Prevails…a major factor inhibiting the adoption of collaborative decision-making is the funding model in which part of the organization that bring the budget makes the rules.”
Agree. As long as IT funding is not centralized with the CIO, project managers with pockets of money will be able to go out and buy what they want, when they want, without following the enterprise architecture plans and governance processes. To enforce the EA and governance, we must centralize IT funding under the CIO and work with our procurement officials to ensure that IT procurements that do not have approval of the EA Board, IT Investment Review Board, and CIO are turned back and not allowed to proceed.
- What should we focus on?
Focus on the target architecture—“Avoid ‘The Perfect Path’…[which] suggest capturing a current state, which is perceived as ‘analyze the world then figure out what to do with it.’ By the time the current state is collected, the ‘as-is’ has become the ‘as-was’ and a critical blow has been dealt to momentum…no matter what your starting point…when the program seems to be focused on studies and analysis…people outside of EA will not readily perceive its value.”
Disgree with this one. Collecting a solid baseline architecture is absolutely critical to forming a target architecture and transition plan. Remember the saying, “if you don’t know where you are going, then any road will get you there.” Similarly, if you don’t know where you are coming from you can’t lay in a course to get there. For example, try getting directions on Google Maps with only a to and no from location. You can’t do it. Similarly you can’t develop a real target and transition plan without identifying and understanding you current state and capabilities to determine gaps, redundancies, inefficiencies, and opportunities. Yes, the ‘as-is’ state is always changing. The organization is not static. But that does not mean we cannot capture a snapshot in time and build off of this. Just like configuration management, you need to know what you have in order to manage change to it. And the time spent on analysis (unless we’re talking analysis paralysis), is not wasted. It is precisely the analysis and recommendations to improve the business processes and enabling technologies that yield the true benefits of the enterprise architecture.
- How can we show value?
Business-driven —“An enterprise architect’s ability to improve the organization’s use of technology comes through a deep understanding of the business side of the enterprise and from looking for those opportunities that provide the most business value. However, it is also about recognizing where change is possible and focusing on the areas where you have the best opportunity to influence the outcome.”
Agree. Business drives technology, rather than doing technology for technology’s sake. In the enterprise architecture, we must understand the performance results we are striving to achieve, the business functions, processes, activities, and tasks to produce to results, and the information required to perform those functions before we can develop technology solutions. Further, the readiness state for change and maturity level of the organization often necessitates that we identify opportunities where change is possible, through genuine business interest, need, and desire to partner to solve business problems.
Building Enterprise Architecture Momentum