In the Meditations, Marcus Aurelius advised his readers to stay away from public schools, which proves that the writings of dead white guys are still relevant today.
I was fortunate that my parents heeded this advice. My sisters and I never set foot in a public school, except for three unbearably long days in Pompano Beach in 1970. Once you’ve gotten a taste for the private sector version of a thing, the government version will never be tolerable — even if you are only nine years old. No matter how often we moved up and down the east coast during our upbringing, my parents always found decent private schools in which to enroll us.
What those schools all had in common was some sort of Christian affiliation — whether it was Quaker, Episcopalian, Presbyterian, Methodist, and even one Baptist school briefly. There was never an expectation that one become a Christian, but there was always an assumption that students would attend the required religious services and respect the foundational Judeo-Christian values. That doesn’t seem like a lot to ask and plenty of Jewish students as well as the occasional Hindu and Muslim attended as well.
My most vivid memories of those days are of the annual Christmas Pageants. In Christian private schools, those reenactments of the birth of Christ, as told by Luke, take the form of a dramatic oratorio. They were lavish productions that included beautiful costumes, readings from the bible and the singing of hymns and carols. We rehearsed for weeks and everyone participated.
On the night of the pageant, just before Christmas break, the auditorium was full of parents, grandparents, and other relatives dressed in their most respectable attire. There were no cell phones to interrupt, no fights, and no protesters shouting down the performance. There were no victims. Regardless of their race or faith, no one declined to participate because the parents and students all saw the value that a private education with a Judeo-Christian foundation could provide.
Every family valued knowledge, learning, and education. Every family valued work and aspired to a middle class lifestyle, or maybe just a little better. Every parent wanted their children to be better than themselves, and not just financially; they wanted their children to be better people. At that time, and in that society, no one was interested in emulating crude, low-class behavior and such conduct would certainly have been shunned.
As the lights dimmed, and a palpable hush fell over the audience, a spotlight shone on the actors as the narrator read from the bible. Even the babies were quiet. Narration was followed by interludes in which the choir sang ancient European tunes. Singing those hymns, I could feel the connection to my ancient ancestors celebrating the birth of Christ by candlelight, without computers, electricity, plumbing or heat. Those ancient people, Celts in my case, celebrated the joy of life and God, though even the wealthiest of them had nothing by our current standards.
Forty five years later, I can still recall the visceral reaction — the lump in my throat and the tears welling up as the pageant proceeded — with all of us sixth graders in precious costumes reenacting a 2,000 year old event.
The story, so beautifully translated in the King James Version still creates an up welling of emotion in me and I am not a Christian. My best teachers and professors, mostly Catholic and Jewish intellectuals always correctly identified me as a pagan (the small p kind). Although my sisters both adopted Catholicism later in life, I never have. Lack of faith doesn’t diminish the simple beauty of Luke’s Nativity story a bit.
Do they still do Christmas pageants anymore? I don’t know. My children are grown. My baby girl is 25, a soldier, and a jumpmaster in the army. All of my children attended Catholic schools because they were the only private schools available in the rural area in which I raised them. I had to make sure they received an education that would teach them about western civilization and Judeo-Christian values. It was worth every penny.
I feel a little sad for people who will never experience their own connections to their ancestral heritage, western civilization, the world, and the universe because they received a purely secular education. Public education purposely omits such a huge portion of western culture from the curriculum that I fear the recipients can never learn what they need to become truly civilized human beings. While many may get this through church, synagogue or in some other extracurricular venue, a significant part of the population is missing out completely. Without the knowledge that there is something greater, without the understanding that universal truths do exist, how can you ever see life as being anything other than nasty, brutish, and short?
Lacking the sacred point of view, authoritarian rule becomes a necessity and the means to all ends are always justified. Maybe this makes the twentieth century democide of as many as 260,000,000 humans easier to understand. I suspect that secular education is also responsible for the SJW worldview that sees a mostly full glass as completely empty. The angst, anger, vitriol, and downright hate voiced by so many in our society can only be explained as a lack of education and perspective.
The current, rampant rejection and denial of Judeo-Christian culture, especially in universities is also a mystery to me. Across the planet, and especially in the west, we enjoy the highest standard of living ever known. I don’t understand how an educated person can refute the connection between millennia of intellectual achievement and our current prosperity.
From the Old Testament to the New, from Aristotle to Aquinas, and Locke, from Josquin and Palestrina to Bach, from Breughel to Leonardo, Michelangelo, and beyond, this collective knowledge is what has led us to our current understanding of humanity. The shared achievements of western civilization, and particularly of Christianity, have led us to embrace human rights and improve the living conditions of billions of humans. Ultimately, it is what got us to the moon and gave us the IPhone. Is this even debatable?
For better or for worse, Judeo-Christian culture is how we got here – and it seems better to me. The values, ethics, and morals that have been passed on for the last few thousand years have built the incredible standard of living we have today across the globe. Only a few decades ago, this was universally acknowledged, but we seem to have entered a new, dark age where knowledge, culture, and history have been eschewed.
The darkness of totalitarian rule always seems as if it could be upon us at the next turn and the disturbing penchant of millennials for socialism and communism frightens me. To me, the only explanation for this seemingly invincible ignorance is that it is the inevitable result of a poor education, especially in morals, ethics and values.
I don’t have a solution, but a reboot of our education system that includes a return to teaching Judeo-Christian ideas might be a good start.
© Copyright Jeffrey Morgan, 2017by
Are you asking the wrong questions?
So, you are looking for new enterprise or departmental software or some other type of major system. Maybe you are looking for a new ERP system, an EHR, a 311 system, or an EDMS? Maybe you need a major hardware upgrade as a solo project or as part of a new system project?
You might have already had discussions with vendors, or possibly you even know which product you want to purchase. Perhaps you are planning to purchase the ERP from TBQ International for manufacturing because that is what everyone in your industry uses and it seems like a safe bet. Or all of your neighboring Counties use O’Riley Technologies, so you think it will work for you. Maybe you called Bill, the Public Health Director from your neighboring County and he says Navajo Software makes a great EHR product and that is a good enough recommendation for you. You just want to get the project done.
The big problem with word-of-mouth recommendations is that YOU will be the one responsible for the success or failure of the project – the people who casually advised you will have amnesia about their recommendations if the project fails.
Regardless of where you are in the process, let’s step back and start over from the beginning.
60% of Projects Fail
According to the Project Management Institute, 60% of projects fail. Based on my own observations, the success rate for municipal software projects is probably lower than 40%. Government agencies rarely publicly or even privately admit that a project failed. Spectacular, expensive failures occur in the private sector as well, and the corporate landscape is littered with the carcasses of dead software projects where managers and executives have been forced into early retirement because of outrageous multi-million dollar cost overruns or outright failures.
Projects don’t succeed or fail by accident and you want to be overseeing one of the minority of projects that actually succeed. Whatever decision you make, your organization will be bearing the fruit of or suffering the consequences of your decision for the next 15 – 20 years, or longer. Large systems become a generational legacy, especially in the public sector. Regardless of the type of system you are seeking, the approach to purchasing the system should be the same. You need a rigorous methodology that incorporates staff buy-in and proven techniques for getting the features you need to make better business decisions. That system and the vendor’s culture must mesh successfully with your organizational culture. The vendor will be your business partner for the life of the product and thirty year old systems are not unusual in the public sector.
Why Projects Fail
Here are some common reasons why large software projects fail:
• Top Down management, planning and execution.
• Failure to identify and enumerate specific business goals and objectives.
• Failure to understand current, “as is” business processes.
• Failure to comprehend and plan for the entire scope of the project.
• Weak communication and stakeholder management.
• Failure to establish end-user buy-in.
• Failure to account for organizational culture.
• RFP doesn’t match your requirements for software and services.
• Underestimating the services required to configure the product.
• Underestimating or omitting training.
• Failure to plan for implementation.
• Insufficient or poor project and stakeholder management.
• Lack of Experience.
I recently read a report written for a manufacturing organization written by a Big 4 consulting firm. The report was extolling the virtues of a top-down management approach to the company’s ERP project. The project was already over budget by $15 Million and the meter was still ticking. I suppose the consulting firm was scrambling for excuses for their disastrous management of a project that will eventually come in 300% – 500% over budget.
I couldn’t disagree more with the Big 4 firm when it comes to top-down management of large projects.
You can’t build airplanes in the air and you don’t build a pyramid starting from the top. Large software procurement and implementation projects must be built from the ground up with a strong foundation that results from giving the stakeholders who will actually be using the system a prominent seat at the table. Yes, you need strong executive support for a major software/business reengineering project, but executives may never use the system. If you don’t build a robust foundation provided by the people who actually understand the granular level of all the organizational business processes, the project will be difficult, seriously over budget, or may fail completely. Succeeding at these types of project requires top-down, bottom-up, and inside-out management. You must examine every aspect from every angle.
Lack of Experience
Lack of experience is another major reason why large system projects fail. Large system procurement and implementation projects are events that occur only once or twice in the career of many employees in the public sector. If you are an executive in a very large public sector organization, you may have full-time professionals who specialize in software procurement and implementation projects. However, there are 3033 County governments in the United States, over 19,000 municipal governments, and nearly 14,000 independent school districts. The vast majority of these organizations cannot afford to employ experienced full-time system procurement and project specialists. If you are an executive in this real world of municipal government, what do you do?
The Role of Organizational Culture
Even when expert, internal resources are available, there may be cultural issues in organizations that can make projects involving significant change impossible. I once worked on a project for a Fortune 100 company that employed a large staff of professionals who could theoretically have performed the large migration project they were undertaking. However, their institutional culture made it impossible for them to complete the project. The ultra-stratified management structure and extreme risk aversion made the execution of such a project impossible for them to implement internally and they had to contract a small army of risk-tolerant consultants to do the work.
RFP’s From the Internet
Unfortunately, many organizations begin the process of software procurement with an RFP. Even worse, they sometimes use an RFP that was downloaded from the Internet and written for another organization with different requirements, different business processes and an entirely different organizational culture. The truth is, the same piece of software that works for your neighboring county, school or city may not work for you. There are hundreds of commercially available ERP products for municipal governments. When you factor in Utility Systems, Public Safety Systems, Records Management Systems, Tax Collections Systems, Traffic Management Systems, Public Health Systems, Code Enforcement Systems, and the like, there are thousands of products from which to choose. How do you navigate such a massive set of choices?
Following a rigorous and disciplined methodology for the procurement process will vastly increase the probability of a successful outcome. Maybe you already have a system that works well. Below is a summary outline of the system I have used and honed since my first large software procurement in 1996. If you are experienced at software procurement and implementation projects, this information may seem to be self-evident. However, considering the number of failed municipal software projects I have seen, the message hasn’t really gotten out yet. Notice that the RFP finally comes up in Step 8.
- Draft a Project Charter
- Establish a Procurement Committee & Appoint a Project Manager
- Conduct a Business Process Review
- Identify and Document Goals, Objectives and a Preliminary Budget
- Conduct a Needs Assessment
- Analyze and document your Information Technology Infrastructure
- Document Environmental Factors and Organizational Culture
- Draft and release an RFP (Request for Proposal) or RFB (Request for Bid)
- Review Proposals and Prepare a Short List for Demonstrations
- Site Visits – Customer and Vendor HQ
- Hold Software Demonstrations & Select a Solution
- Negotiate and execute the Contract
I cover the entire process here. Please feel free to e-mail me if you have comments or want to discuss software procurement in your organization. If you take a sensible and cautious approach using all due diligence, your project will certainly be a success.
If you want to talk about your project, send me an e-mail at firstname.lastname@example.org.
Copyright © Jeffrey Morgan 2015, 2018