Showing posts with label Utility. Show all posts
Showing posts with label Utility. Show all posts

January 25, 2018

Messed Up By Norton Clean

So I got this message on my computer that it's time to run Norton Clean.

Oy, what a mistake. 

This tool is not ready for prime time. 

It's supposed to optimize memory and clean up duplicate and residual files.

But in my experience, it swept up more good files than junk files. 

And I ended up having to pull my files back from the trash and manually restore them to their file structure. 

What a pain in the you know what!

Artificial intelligence--not way the I see this utility/tool. 

If you don't pay attention, you can lose a lot of important information. 

Yes, it gives you a chance to review the files, but then what do you really need this cleaning tool to begin with. 

Maybe you have a different experience, I can only speak for myself. 

But a little human intelligence goes a long way to sift through the wheat from the chaff--that's what your files really need anyway. ;-)

(Source Photo: Andy Blumenthal)
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December 16, 2007

Want Versus Should and Enterprise Architecture

In the Harvard Business Review (HBR) whitepaper entitled, “Harnessing Our Inner Angels and Demons” by Milkman, Rogers, and Bazerman, the authors describe the “conflict when deciding whether to behave responsibly or indulge in impulsivity”, what the authors call the want/should conflict.

How do we define want and should?

“Some options are preferred by the should self (e.g. salads, documentary films, trips to the gym, etc.), while others are preferred by the want self (e.g. ice cream cones, action films, skipping the gym, etc.).”

How do we decide between the want and should options?

“The optimal choice between want and should options requires summing the short-run and long-run utility that would be gained from each option and selecting whichever provides more discounted net utility. Although should options have more long-run benefits than want options, in many cases the short-run benefits of a want option may be significant enough to outweigh the long-run benefits of a should option.”

An example:

While salad is a should option, and pizza a want option, we frequently chose the pizza, because the short-term instant gratification of the pizza outweighs the perceived long-terms health benefits of the salad.

How does this should/want conflict impact EA?

User-centric EA is all about making choices and trade-off decisions. The enterprise has limited resources and so must chose between IT investment options. Some of these investment may be want options and others may be should options. For example, user may want to upgrade their desktops with the “latest and greatest” computer model and options every year or two. However, the enterprise should invest in business intelligence or customer relationship management software, for example, that will yield significant long-term utility to the organization. Which option does the Investment Review Board choose? Which option is called for in the EA target architecture and transition plan? The HBR whitepaper shows us to measure the utility and make decisions based on the net utility to the enterprise. In this way, the organization gets the greatest good for its IT investment dollars.
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October 22, 2007

The Atomic Bomb and Enterprise Architecture

J. Robert Oppenheimer (April 22, 1904 – February 18, 1967) was an American theoretical physicist, best known for his role as the director of the Manhattan Project, the World War II effort to develop the first nuclear weapons, at the secret Los Alamo laboratory in New Mexico. Known as "the father of the atomic bomb," Oppenheimer was shocked by the weapon's killing power after it was used to destroy the Japanese cities of Hiroshima and Nagasaki…After the war, Oppenheimer was a chief advisor to the newly created United States Atomic Energy Commission and used that position to lobby for international control of atomic energy and to avert the nuclear arms race with the Soviet Union.” (Wikipedia)

Oppenheimer believed that technology and science had their own imperatives, and that whatever could be discovered or done would be discovered and done. "It is a profound and necessary truth," he told a Canadian audience in 1962, "that the deep things in science are not found because they are useful; they are found because it was possible to find them." Because he believed that some country would build a nuclear bomb, he preferred that it be the United States, whose politics were imperfect but preferable to those of Nazi Germany or the Soviet Union…Oppenheimer was a fatalist about the evolution of technology and science…He looked to humanity's most progressive institutions to restrain the malignant use of technology. Oppenheimer was asked to build a nuclear bomb, and he hoped reason would dictate that it be used twice, in a just war, and then never again. (MIT Technology Review, “Oppenheimer's Ghost”, November/December 2007)

From a humanistic perspective—I am intrigued by the polarity of Oppenheimer’s acknowledgement that in building the atomic bomb and supporting its use against Japan in WWII that he had blood on his hands, but at the same time believing that its use in WWII was justified to prevent further loss of life as well as it existence being a deterrent for future conflicts.

From a User-centric EA perspective—I am interested in Oppenheimer’s fatalistic belief in the evolution of technology. Are technology advances predetermined and inevitable as Oppenheimer believed or is there an element of human control?

Of course, organizations determine through their IT governance (i.e. investment review boards and enterprise architecture strategy), what IT projects to invest in. However, looking beyond distinct individuals or organizations, it seems that nothing will truly impede global technological progress, if there is any gain to be had economically, politically, socially, or otherwise. Net utility (cost-benefit analysis) determines whether innovation is funded and pursued.

EA and IT governance can broker IT investments, but just like the building of the atomic bomb, if it can be done and it benefits someone, it will be done by someone, somewhere!


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