Time is Money – Or Something

imageOne day back in the mid-80s, I was sitting at my desk at one of the Big 8 (or was it 6) audit/consulting firms when my boss walked in. He looked at my desk and saw that I was drawing a diagram (we didn’t have much in the way of graphics capabilities in those days). He asked me what it was. I explained that I thought a diagram would help our client (Bob) understand the work we were doing.

“How long have you been working on that?”

“About an hour”

“When will you be done?”

“Maybe 15 minutes”

“OK, when you’re done, fax it to Bob and ask him for $280”

“Whaaaat?

“That’s how much it cost him for you to draw that. That’s assuming that what I’m looking at is the presentation copy. Or were you going to ask the people in the report department to make that pretty? In that case, ask Bob for more money”

The picture vs. the thousand words thing wasn’t going to work. My diagram was worth 50 or 60 words at best. My boss was adamant that we spend our client’s money as if it were our own. I’ve never forgotten that lesson. I’ve shared that story with almost everyone who has ever worked for me. The wisdom in that story is one of several pillars supporting the notion that “just because you can do something, doesn’t mean that you should do something.”

Since we decided to use SharePoint for content management in 2006, our goal had always been to expand SharePoint into the other areas where we could “make it work.” Our logic was simple – the more people used SharePoint, the more familiar they would be with its features. It was a good theory but expanding SharePoint requires effort if you want to maintain a quality user experience

Last year we decided to abandon our dreams of extending imageSharePoint via the Internet to work with our various business partners. We decided to reel our expectations for SharePoint back into the services that it provides out-of-the-box pretty – back into the SharePoint comfort zone. One of the things that SharePoint doesn’t do well is surveys, and although we have experience making the results of a SharePoint survey look good, a process that takes many hours, we don’t have the ability to make the survey itself look good…can you say WuFoo?

WuFoo gave us the opposite challenge that SharePoint does. We get a nice customer experience out of the box, but we don’t have the flexibility of wiring up some pretty Data View Web Parts to digest the results.

Here are a few things we were able to easily do with WuFoo that we couldn’t ever figure out with SharePoint:

  • Insert text comments into the survey to explain the upcoming questions
  • Add instructions to help people understand how to answer the questions (without making the question 10 miles long).
  • Make the survey pretty
  • Change the default text when it didn’t make sense
  • Exit the survey without completing required fields based on certain answers (without branching)

We had looked at online surveys before, but the price point that we needed to buy at, in order to get the features we needed, was too high. Also, there were a couple of features that we could make work in SharePoint that didn’t work with the online surveys. Fortunately, products evolve and WuFoo now offers all the features we need at a price that we would be silly to ignore.

By using WuFoo, we can give our customers a great user experience, and the woman in our office who is building the survey has figured out how to configure the web-based reports to give us all the information we need to manage the event. And, they look pretty good. Our coworker who is in charge of the event has already said that he thinks this year’s survey is the best that he has seen. You see, he’s the one who has to deal with the customers who fill out the survey.

WuFoo isn’t free. Well, it can be free, but the free version won’t do all the things we need. But, an employee’s time isn’t free either. When you do the math that my old boss taught me, WuFoo is, as he used to say, “A bargain at twice the price.

Will We Ever Get This Right

Almost every IT shop has an inventory of projects. imageSome have been on the shelf for a long time and curiously, some pop into inventory and immediately get addressed. What causes one project to leap ahead of 10 or 20 others? Well, it might be an executive sponsor. It might be a pressing regulatory need. It might be a staffing change. Sometimes, it’s not logical. We are reexamining our priorities this summer for all these reasons. I’ve been at this a long time so I take change in stride. So far, nothing has ever stopped the show from going on.

Ironically, I started thinking about what drives technology projects not from the perspective of a producer of technology, not even as a consumer, but as an innocent bystander.

I had to see a doctor this week. I hurt my shoulder and I needed the advice of an Orthopedic specialist. My primary care physician has recently added an Orthopedic PA (Physician’s Assistant) to his staff so that made scheduling easy. No referral required. Unfortunately, when I sustained a similar injury to my other shoulder several years ago, I was under the care of a different PA who was working with a different physician. Those records were “transmitted” verbally by me during my exam. Later, my wife quizzed me – “did you tell her about the…?” How nice it would have been for all of that information to have been available during my exam. “Oh, it’s in the works” I’m told, but it’s probably a long way off.

Fortunately, this PA did have access to my medical allergies and knew better than to prescribe any form of NSAID in the Propionic Acid class, to which I am allergic. She prescribed a topical gel from a class that those records indicated that I am not allergic to. Yay for accurate and complete, albeit isolated records!

An hour later, I was at the drug store trying to get that prescription filled. The ointment she wanted me to use is not an approved medication according to my medical insurance provider. The drug store has that information because they have access to my insurance provider’s database. They have access because having access allows them to charge me the right amount and get paid faster. My doctor, who might have prescribed something different had she known what was approved, has no such access.

I explained why my doctor had prescribed this medicine. I explained my allergies and how this stuff is in the Acetic Acid class rather than the Propionic class. They, the clerk and the pharmacist, both felt that that explanation would convince my insurance provider to agree to pay for it, but only if it came from my doctor. Not wanting to wait for the wheels of medical deliberation to turn, I agreed to pay the “retail” price instead.

Once the clerk confirmed the price and my willingness to pay the price, she handed the script to the pharmacist who had been at her side during the entire discussion. Before I got to the waiting area, the pharmacist called me back to the window.

Our records indicate that you are allergic to NSAIDs.

Without being snarky to the last human being standing between me and relief from pain, I recalled the conversation we had just finished. I explained again that I appear to tolerate a specific class of NSAIDs and that this gel was in that class. He apologized and then he explained.

I heard your explanation and it makes sense. Our system doesn’t differentiate by NSAID class; I wish it did because this is common. As for making you provide the information again, I am only following protocol. I have to check a box that says you provided this information to me in response to my question about your allergy.”

Oh, it’s a liability issue. If I were to end up in an Emergency Room, this drug store doesn’t want to be in court having their employee say “well, I overheard him say to our clerk that…” I get it.

I get all of this:

Having accurate and complete information helps people make better decisions.

Having access to information can sometimes save money.

Information is good but authoritative information is better.

Protocols are important and should be followed.

I also understand that the systems that exist and the connections that have been made are the ones that either save money or reduce liability. The ones that would merely benefit the people involved are still sitting in inventory. ROI, whether you prefer ‘return on investment’ or ‘risk of incarceration’ can’t be the only driver when deciding what system to build. Sooner or later, we have to find a way to place value on the information that would simply help people do a better job.