Gray Smoke

A gem from Dilbert.

A part of management is do forecasts. Forecasts are most of time based on totally wrong assumptions or worse past historical data. Even after making a forecast, how many times are they really tracked against performance. I guess the only reason to make a forecast is to justify a decision. So always make a rosy, over-the-top forecast because no one likes a depressing one to start with. If the rosy forecast does not meet the performance you can always make excuses of " external unknown environmental variable s".

Thank Godness that no one in my team reads my blog or Dilbert.

For all the skeptics (CTO/CIO) who believe in inhouse IT department rather than that cloud computing due to security reason, here is a good argument given by my bro-in-law. "So how many companies keep cash reserves in cash/gold rather than in banks due to security issues"

There are many good technologies which are cheaper. But the hidden cost is in the migration, re-training and most important deployment of the solutions. I often argue with a solution provider that they have to pay us to do a evaluation rather than the other way round.

Where does Scott Adam get these insights ?

As much as I dread getting and doing appraisal, it is a necessary evil. However Dilbert has yet again made my day.

As an IT manager, I wish I could do that :-)